Category: Logistics/SupplyChain

Shipping Disruption in the Suez Canal Is Delaying Critical Automation Components

Global supply chains have faced repeated shocks over the past few years, but disruption in the Suez Canal remains one of the most consequential for industrial sectors that depend on fast and reliable shipping. For manufacturers, integrators, and automation suppliers, delays along this vital maritime route are creating real challenges in obtaining the components needed to keep production lines running.

The Suez Canal is one of the most important shipping corridors in the world. Connecting the Mediterranean Sea to the Red Sea, it provides the shortest route between Europe and Asia. Roughly 12–15 percent of global trade passes through the canal each year. When traffic slows, diverts, or becomes restricted, the ripple effects quickly reach industries around the world.

Automation and control system supply chains are particularly vulnerable to these disruptions. Many of the components used in industrial automation systems are manufactured in Asia before being shipped to Europe, North America, and the Middle East. When shipments are delayed in the Suez Canal, essential parts such as PLCs,  servo drives and HMIs can arrive weeks later than expected.

Why Automation Components Are Sensitive to Shipping Delays

Unlike bulk commodities, automation components often move in smaller but highly critical shipments. A single missing controller or drive can delay the commissioning of an entire production line. In many cases, automation projects operate on tight timelines where equipment installation, software development, and mechanical integration are scheduled to the day.

When shipping disruptions occur, manufacturers can face cascading delays. Machinery builders may be forced to halt assembly while waiting for key components. Integrators can miss project milestones if parts fail to arrive on time. End users may postpone plant upgrades or capacity expansions due to uncertainty around component availability.

The problem is further compounded by the increasing complexity of modern automation systems. Industrial facilities rely on tightly integrated networks of controllers, drives, safety systems, and sensors. If even one element is missing, testing and commissioning can stall.

Shipping delays through the Suez Canal can also create unpredictable lead times. Containers may be held up for inspection, diverted around the Cape of Good Hope, or delayed due to congestion at ports that receive redirected traffic. Each scenario adds days or weeks to delivery schedules.

Increased Costs and Logistical Pressure

Beyond the direct impact on delivery times, Suez Canal disruption is also increasing shipping costs. When vessels reroute around Africa, journeys can take 10 to 14 days longer. Fuel costs rise significantly, and freight rates increase as shipping capacity tightens.

For automation suppliers, this often means higher logistics expenses and greater pressure to maintain stock. Companies that rely heavily on just-in-time supply chains are especially exposed to these fluctuations.

Distributors and system integrators are responding by building larger inventories of frequently used components. However, stocking expensive automation hardware can tie up capital and warehouse space. In a market where technology evolves quickly, holding excess inventory also carries the risk of obsolescence.

The Impact on Industrial Projects

Many industrial projects rely on carefully sequenced delivery schedules. Automation components are frequently installed during late stages of equipment assembly or during plant shutdown periods. If critical parts fail to arrive on time, entire project schedules can slip.

In sectors such as automotive manufacturing, pharmaceuticals, and food processing, delays can have significant financial consequences. Production downtime or missed commissioning windows may lead to lost output or contractual penalties.

Engineering teams also face additional challenges when deliveries become uncertain. Project managers must constantly adjust timelines, while procurement teams scramble to locate alternative sources or expedited shipping options.

The result is an environment where supply chain resilience has become as important as technical performance when selecting automation components.

An Expert Perspective

Johnathan Craddock of CJSAutomation believes that the industry must adapt its logistics strategies to cope with ongoing disruption in global shipping routes.

According to Johnathan, traditional container shipping is no longer reliable enough for time sensitive automation components. When delays occur in major maritime corridors, companies must be prepared with faster alternatives.

“Many automation projects are being held up because critical parts are stuck in slow moving shipping lanes,” Johnathan explains. “The reality is that waiting for ocean freight to clear congestion can halt production schedules and create major operational headaches.”

Johnathan points to Air Crates as the most effective current solution for companies needing dependable delivery of high value automation equipment.

“Air Crates allow essential components to move quickly and securely by air rather than relying on congested sea routes,” he says. “For PLCs, drives, robotics controllers, and other high priority automation hardware, the speed advantage can make the difference between a project staying on schedule or falling weeks behind.”

Air freight solutions are increasingly being used for critical shipments where reliability outweighs the higher transport cost. Because automation components are often compact and high value, they are well suited to air transport when timelines are tight.

Johnathan adds that companies should consider logistics flexibility as part of their supply chain planning.

“Shipping disruption is not likely to disappear overnight. Businesses that build air freight options such as Air Crates into their logistics strategy will be better positioned to keep projects moving when traditional shipping routes become unpredictable.”

Building Resilient Supply Chains

While the Suez Canal will remain a central artery of global trade, recent disruptions have highlighted the importance of supply chain resilience for industrial sectors.

Automation suppliers and integrators are increasingly exploring strategies such as dual sourcing, regional warehousing, and faster shipping options to reduce their exposure to maritime delays. Digital supply chain monitoring tools are also helping companies track shipments and respond more quickly when problems arise.

In the long term, the automation industry may shift toward more diversified logistics models that balance cost efficiency with delivery reliability. Ocean freight will continue to play a major role in global trade, but companies are likely to maintain alternative transport options for mission critical components.

For manufacturers that rely on automation systems to maintain productivity and competitiveness, ensuring that vital components arrive on time is essential. As shipping routes face ongoing geopolitical and logistical challenges, the ability to adapt logistics strategies may prove just as important as the technology itself.

 

An Post’s ‘UK Direct’ opens door to Britain for Irish SMEs

An Post has announced UK Direct, a groundbreaking new end-to-end parcel delivery and returns service which overcomes post-Brexit barriers to trade and unlocks Britain’s 69 million-strong consumer market for Irish SMEs.
UK Direct gives Irish SMEs a seamless route to the UK market through:
  • Innovative technology which bridges the trade gap and accelerates growth by overcoming the obstacles to sending parcels from Ireland to the UK post-Brexit
  • Pre-cleared UK customs and three-day e-commerce parcel delivery to the UK via Dublin Port
  • End-to-end tracking and an integrated customer-friendly returns service
As Irish small and medium-sized businesses continue to face complexity, cost and considerable delays when shipping to Britain, UK Direct provides seamless innovation to firms wishing to sell, ship and scale up into Britain’s 69 million-strong consumer market. Firms simply register to integrate with the new UK Direct service, a full turn-key solution including advance customs payments, 3-day delivery with end-to-end tracking.
Between customs charges and the exacting compliance demands of Brexit, selling into Britain has become increasingly difficult for Irish small and medium-sized firms. Despite all the red tape, however, Enterprise Ireland1 forecasts that 97% of Irish companies want to expand into new markets over the next 12 months and in their recent pilot programme for potential new exporters, circa two-thirds of participants prioritised the UK as their target market.
An Post worked closely with Irish SMEs to understand the full extent of their difficulties in trying to expand their trade with the UK. In designing the new service, and partnering with Royal Mail, An Post is providing SMEs with a bridge directly into the vast UK market, a seamless shopping experience for UK consumers, and a simple, secure system for returns and refunds.
Launching UK Direct, An Post CEO David McRedmond said:
“UK-Irish trade is central to Ireland’s economy. This new UK Direct solution reopens that market for businesses facing the challenges posed by Brexit. Ireland’s 400,000+ SMEs are the backbone of this economy, and in building new infrastructure for Ireland, An Post is opening doors to new trade with the UK through a full end-to-end service from one of Ireland’s most trusted companies.
UK Direct removes barriers to trade, providing Irish SMEs with access to over 69 million new customers. Instead of being tied up in the complexities of customs fees or other red tape, they can focus on huge growth opportunities and ensuring a top-quality retail experience for their new UK customers”, David added.
 
Welcoming the announcement, Kara Owen, British Ambassador to Ireland, added:
“I’m delighted to see this new service come to life through such strong cooperation between An Post and Royal Mail. Businesses on both sides of the Irish Sea want simple, dependable ways to reach their customers, and UK Direct delivers exactly that. What matters most is giving firms the confidence to trade and grow — and that comes from practical, workable solutions like this. By making everyday commerce easier, we are strengthening our 2€ billion a week trading relationship, the economic ties that sustain the UK–Ireland relationship and support to communities and customers across both our countries.”
 
Fiona Fitzsimons, CEO of contemporary Irish jewellery company, Betty and Biddy, said
“This UK Direct service is a total game-changer for us. We get enquiries from the UK all the time, but right now, trying to navigate initial customs charges and reliable delivery in the UK, never mind customer returns, is a total nightmare. An Post currently handles our national parcels, and this new UK service will help take our business to the next level, something we’ve been working towards for a long time.”
Simon McKeever, CEO of the Irish Exporters Association, commented:
“The Irish Exporters Association supports Irish businesses to expand their market into the UK. Today’s announcement marks a positive shift in how Ireland can do business with our nearest neighbour. There’s a massive market ready and waiting for quality Irish products, and it’s now within the grasp of Irish SMEs, thanks to this practical and highly innovative UK Direct service.”
As Ireland’s leading logistics expert, An Post’s new UK Direct solution is set to accelerate trade from Ireland into the UK, fuelling critical economic growth.
To learn more about UK Direct, businesses can email:  ukdirect@anpost.ie
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3 in 10 Irish businesses say supply chain disruption has worsened in the last five years

Three in ten (30%) Irish business leaders believe that supply chain disruptions have worsened in the past five years. The rising cost of materials is cited as the biggest supply chain threat being currently faced by Irish businesses, with more than six in ten (63%) of Irish business leaders stating this to be the case. Tariffs and cyber threats were also found to be major supply chain risks currently faced by Irish organisations (60%).

According to results of new research into business supply chains, conducted by the global insurance brokerage, risk management and consulting firm, Gallagher, one in ten (10%) Irish businesses expect supply chain issues to worsen in the next five years.

The results of the research, which are unveiled in a new global supply chain research report, provide a comprehensive view of the concerns, strategies, and risk management needs of business leaders in today’s uncertain world. The report, Supply Chains, Redrawn: Lessons from Business Leaders Across Industries, is informed by views from company directors in seven countries, across a broad cross-section of business sizes and industries. Ireland and the UK are two of the seven countries included in this report.

Other risks to supply changes as highlighted by the research include natural disasters/climate change (57%); geopolitical risks (50%); and labour disruptions (50%).

Commenting on the findings of the research, Laura Vickers, Managing Director of Commercial Lines for Gallagher said:

“Some of the biggest supply chain disruptions ever experienced have arose in recent years. These include the Covid 19 pandemic, the 2021 Suez Canal blockage, the Russian-Ukraine war, and recent extreme weather events and natural disasters. So, it’s no surprise that supply chain issues have really come to the fore for businesses worldwide in recent years, and Irish businesses are facing these challenges as much as others.”

Table 1: Current and potential supply chain risks faced by Irish businesses

Looking Ahead

Irish business leaders are slightly more optimistic than their UK counterparts – one in ten (10%) Irish business executives expect supply chain issues to worsen in the next five years compared to almost one in five (19%) respondents in the UK.

Further highlights from the Gallagher report include:

  • Labour disruptions (labour movement, workforce mobility, or strikes) and human rights issues top the list of supply risks which Irish business leaders are expecting in the future, with more than four in ten (43%) Irish business leaders anticipating that each of these issues will pose a risk to their firm (see Table 1).
  • Four in ten (40%) Irish business executives expect sanctions and export controls to present a supply chain risk into the future, with a similar number (37%) citing cargo theft.
  • Interestingly, while the rising cost of materials and tariffs top the list of the supply chain risks currently facing Irish businesses, the research found that Irish business leaders expect these risks to subside in the future.
  • Only 27% of Irish executives expect the rising cost of materials to be a supply chain issue into the future, while 30% cited tariffs.

Managing future supply chain risks

Over six in ten (63%) business executives in Ireland are investing in technology – specifically digital tools, AI, or monitoring systems – to help improve oversight and responsiveness and help manage supply chain risks. This is a slightly lower number than in the UK, where almost seven in ten (68%) of business executives said they were doing so. More than seven in ten (73%) Irish business leaders are also looking to alter supplier relationships in some capacity, due to past, current, and predicted future supply chain disruption. This compared to 64% of UK respondents.

More than six in ten (63%) Irish business executives and 61% (UK) also confirmed that they are adopting onshoring[1], nearshoring or friendshoring to help manage the supply chain risks currently impacting their business. This reflects the growing concerns held by Irish business leaders around geopolitical developments.

Just over a quarter (28%) of Irish businesses who experienced supply chain losses in the last 12 months had insurance in place to fully cover losses, leaving many firms facing potentially substantial costs to bear. This figure is significantly lower than the response from businesses in the UK (with 46% of affected businesses having losses fully covered) and the global response (32%).

Ms Vickers added:

“Irish businesses aren’t alone in facing ongoing supply chain disruption, and many of the issues that are affecting trade here are global. Escalating geopolitical conflict, the rising price of materials, and an influx of cyberattacks all presented unique and complex challenges to businesses last year and continue to concern decisionmakers in 2026. The continued disruption underscores the need to consult a risk management advisor to assess individual concerns and source comprehensive risk management and insurance products that may help to boost financial resilience.”

The Backend Revolution: How “API-First” Logistics is Reshaping Global E-commerce

As we navigate through 2026, the e-commerce landscape has stabilized into a high-stakes arena. With Customer Acquisition Costs (CAC) reaching historic highs, the era of “easy wins” through Facebook ads is effectively over. Today, the competitive advantage doesn’t lie in how well you market a product, but in how efficiently you can deliver it.

For SMBs and enterprise managers alike, the bottleneck is no longer traffic—it’s Tech-Enabled Fulfillment. The modern consumer demands Amazon-level speed from independent brands. To meet this standard, merchants are dismantling legacy supply chains and rebuilding them with an “API-First” architecture.

The Shift from “Manual” to “Automated” Supply Chains

Historically, the dropshipping and remote fulfillment model was plagued by latency. A customer would place an order on Shopify; the merchant would manually export a CSV file or, worse, manually re-order via a supplier like AliExpress. This introduced a delay of 24 to 48 hours before the order was even processed.

In an automated, API-driven ecosystem, this friction is eliminated.

  • Old Way (Manual): Order Received → Human Review → Supplier Notification → Manual Tracking Upload.
  • New Way (API): Order Received → Instant JSON Data Transfer to Warehouse Management System (WMS) → Pick & Pack initiated immediately.

This shift isn’t just about speed; it’s about data integrity. By removing human manual entry, error rates in shipping addresses and SKU selection drop to near zero.

Why API Integration is the Backbone of Modern Logistics

An Application Programming Interface (API) acts as the connective tissue between a storefront (the frontend) and the global supply chain (the backend).

Real-Time Inventory Syncing The nightmare scenario for any scaling brand is “overselling”—selling a unit that doesn’t physically exist in the warehouse. This usually happens when inventory data is updated in batches rather than in real-time. API integrations solve this by establishing a bilateral data stream. When a unit is scanned out of the warehouse, the stock count on the e-commerce platform is deducted instantly.

Automated Tracking Updates Transparency is the new currency of trust. Modern APIs trigger webhooks the moment a shipping label is generated, pushing tracking numbers directly to the customer’s email. This significantly reduces “WISMO” (Where Is My Order) customer support tickets, allowing lean teams to focus on growth rather than damage control.

The Role of “Private Inventory” in Quality Control (QC)

While software connects the dots, it cannot physically inspect a product. Pure software solutions often fail because they lack control over the physical asset. This is where the hybrid model of Tech + Private Warehousing becomes essential.

To mitigate supply chain volatility, sophisticated merchants are moving away from generic shared marketplaces. Instead, they are utilizing dedicated fulfillment partners like SpeedBee Dropship, which combine physical warehousing with app-based integration. By allocating a private storage zone for specific clients, these platforms ensure that the digital inventory count on a Shopify store matches the physical reality in the warehouse, effectively eliminating the risk of selling out-of-stock items.

This “Private Inventory” model also allows for pre-shipment Quality Control (QC), ensuring that the product the customer receives matches the marketing promise perfectly.

Analyzing the “Last-Mile” Efficiency Data

The demand for speed is backed by hard data. Consumer expectations have shifted dramatically regarding the “Last-Mile”—the final leg of delivery.

Consumer expectations have shifted dramatically. According to recent e-commerce statistics from Forbes Advisor, shipping speed remains a critical friction point, with data showing that nearly 24% of consumers will abandon a session immediately if delivery times are too slow. This data underscores why integrating a tech-responsive logistics stack is no longer optional but a survival requirement.

Future Trends: AI and Predictive Stock Planning

The next iteration of API logistics moves from Reactive to Predictive.

By integrating Artificial Intelligence with historical sales data, WMS platforms are beginning to suggest “Pre-stocking” levels. For example, if an algorithm detects a viral trend for a specific SKU in the German market, it can alert the merchant to move inventory to a European fulfillment center before the orders flood in.

 

Key Takeaways

Area Key Takeaway Impact/Data
Operations Replace manual CSV/reviews with API automation Eliminates 24-48 hour latency
Revenue Risk Delivery speed is the critical friction point 24% abandon if too slow
Inventory Implement real-time bilateral data streams Error/Oversell rates near zero
Support Automate tracking updates via webhooks Drastically reduces “WISMO” tickets
Strategy Hybridize software with private warehousing Enables pre-shipment Quality Control

Conclusion

The revolution in global e-commerce is happening behind the scenes. It is quiet, code-based, and highly efficient. For business owners, the lesson is clear: To scale in 2026, you must stop treating logistics as a manual chore and start treating it as a programmable asset.

AI, Data and BEVs Power a New Model for European Long-Haul Transport

Scania Ventures, LOTS Group and JUNA Technologies, together with carrier HAWA, operate one of Europe’s longest electric truck routes, demonstrating that high utilisation, long-haul battery-electric transport is commercially viable already today.

By combining LOTS Group’s AI-based platform Pathfinder with JUNAS’s electrified vehicle solutions and Hawa’s operational logistics expertise, the partners are creating a scalable model for electrified long-distance logistics in Europe. The 1,250-kilometre corridor is already operating in daily commercial service across central Europe. The partnership prioritises operational quality and cost efficiency, demonstrating how intelligent planning, effective asset utilisation, and robust daily operational management can help customers minimise their CO₂ emissions.

LOTS uses Pathfinder to analyse routes, charging requirements and shipment data to design and optimise electric long-haul operations under real-world conditions. This enables the partners to simulate various scenarios, minimise operational risk and adjust routes prior to broader deployment.

At the same time, the setup is designed to be scalable. By analysing operational data over time, the corridor can adapt to new transport flows and be expanded to include additional zero-emission capacity as infrastructure and customer needs evolve.

JUNA provides access to electric truck capacity via a pay-per-use model, thereby reducing barriers to entry for battery-electric long-haul transport. The partners have together created a fully integrated, end-to-end electric corridor that functions in day-to-day operations.

“With Pathfinder, we can design and run electric routes that meet customer requirements and real-world road conditions. The platform enables us to simulate different scenarios, reduce risk and optimise flows before moving into full-scale operations,” says Johan Palmqvist, Managing Director at LOTS Group Europe.

“For JUNA Technologies, this corridor proves that electric long-haul transport is not a pilot project but a viable, day-to-day solution,” says Johan Kjellner, Managing Director and COO at JUNA Technologies. “By integrating our electric truck capacity into a data-driven, AI-optimised network, we can deliver reliable, zero-emission transport at scale”

Electric long-haul road transport is often portrayed as a solution that will only become commercially viable around 2030. This corridor challenges that narrative by demonstrating that heavy battery-electric vehicles can reliably run demanding inter-city stretches with tight delivery deadlines, and ensure year-round utilisation.

 

One-Third of HGV Drivers Now Over 55

With almost one-third (31%) of Ireland’s HGV drivers now aged 55 or over, the logistics workforce is facing a deepening labour crisis as the sector moves into 2026. Large operators are fast-tracking investment in robotics, Autonomous Mobile Robots and data-driven Warehouse Management Systems. The continued expansion of Ireland’s robotics market in 2025 has shifted the skillset inside the warehouse, driving demand for mechatronics, maintenance, controls and data roles.

Despite Government-backed efforts in 2025, including an expanded Logistics & Supply Chain Skills Week[1] and additional HGV and logistics apprenticeships, the replacement pipeline remains under strain, leaving demand for qualified drivers at critical levels.

This shortage forms part of a wider pattern highlighted in Excel Recruitment’s newly published 2026 Industrial & Warehousing Salary Guide, which shows a sector under mounting pressure from rising employment costs, automation-driven skills demand, and persistent talent shortages. With Ireland’s unemployment rate at 5.3%[2], competition for qualified candidates remains intense – particularly for HGV drivers, warehouse operatives, and technical maintenance roles.

John Kearns, Industrial Division Manager at Excel Recruitment, commented:
“The industrial and warehousing sector is resilient, but the cost of employment is rising faster than ever. SMEs in particular are feeling the squeeze as they try to balance competitive pay while absorbing escalating statutory costs.

Automation is not replacing people, but it is changing what employers value. Rather than reducing headcount, automation is reshaping it, with employers now seeking adaptable workers who can combine hands-on experience with basic technical or digital skills.

Adaptability, technical skills, and digital literacy are now critical for long-term success. At the same time, the ageing workforce, especially among drivers, adds another layer of complexity to an already tight labour market”.

The Excel Recruitment Industrial & Warehousing Salary Guide 2026 reveals a dual challenge facing employers: rising payroll costs[3] and the urgent need to upskill staff as automation reshapes traditional roles.

Key Findings from the report include:

  • Cost Pressures: The minimum wage increase to €14.15/hour, PRSI hikes, and pension auto-enrolment are tightening employer budgets.
  • Skills Shortages: 65% of employers report moderate to severe skills shortages, particularly in HGV driving, maintenance, and digital operations.
  • Automation Impact: Investment in robotics and smart manufacturing surged by 50% in 2025, driving demand for mechatronics engineers, PLC technicians, and WMS superusers.
  • In-Demand Roles:
    • Drivers: HGV (C/CE), last-mile van drivers remain critical amid an ageing workforce.
    • Warehouse Operatives (with tech fluency): RF scanners, voice/vision pick, and basic WMS reporting skills have become increasingly essential.
    • Technical Specialists: Electro-mechanical maintenance technicians, PLC/controls techs, mechatronics engineers, WMS/OMS superusers and data analytics roles are commanding premium salaries.
    • Leadership & Compliance: Operations/warehouse managers, EHS/ESG coordinators, and customs/trade compliance specialists remain vital.

(Full salary guide available at www.excelrecruitment.com)

Notable Salary Changes

  1. Voice Picker
    • 2025: €13.50 – €16 per hour
    • 2026: €14.15 – €17 per hour
      (Increase driven by minimum wage rise and demand for tech fluency)
  2. Rigid Truck Driver
  • 2025: €17 – €22 per hour
  • 2026: €18 – €24 per hour

(Salary growth reflects ongoing skills shortages amid employer competition for experienced drivers)

  1. Van Driver
    • 2025: €14 – €16 per hour
    • 2026: €15 – €17 per hour
      (Reflects continued pressure on driver supply and ageing workforce)
  2. Warehouse Manager
    • 2025: €35k – €60k
    • 2026: €40k – €70k
      (Higher ceiling for experienced managers as automation projects expand)
  3. Assistant Warehouse Manager
    • 2025: €30k – €45k
    • 2026: €31k – €60k
      (Highlights the growing importance of operational leadership as warehouses adopt automation and advanced systems)

 

Looking Ahead

Excel Recruitment reports that despite challenges in the sector, demand for workers remains strong, driven by e-commerce growth, nearshoring, and green logistics. Employers who invest in training pathways, predictable shift patterns, and enhanced benefits will have a competitive edge in attracting and retaining talent.

Mr. Kearns noted,

“What really stands out from this year’s guide is how automation and workforce pressures are reshaping the industrial sector. For employers, it’s not just about filling roles – they need to rethink how teams are structured, what skills to invest in, and how to retain their people. Companies that embrace innovation and offer flexible working conditions will have a real advantage in attracting and keeping talent.

For SMEs, this is particularly challenging. They are being asked to compete in a market where technical skills and leadership capability are increasingly what set successful companies apart. On top of this, the ageing workforce and rising employment costs add further pressure. The employers that succeed will be those who combine upskilling, employee engagement, and clear training pathways to create a workplace people genuinely want to stay in”.

 

[1] Gov.ie – Logistics and Supply Chain Skills Week

2 CSO –  Labour Force Survey Quarter 3 2025

3 From January 2026, the National Minimum Wage will rise to €14.15 per hour, while employer PRSI will increase again in October. Pension auto-enrolment also launches in January, adding further cost layers for businesses already operating on tight margins.

Arrive AI revolutionizing deliveries with AI & smart sensors

By incorporating TOF sensors, Arrive AI aims to tackle one of the biggest bottlenecks in the delivery industry: inefficient pickups. Currently, couriers – human or autonomous – servicing large mailboxes at strip malls or office complexes follow an inefficient process. Each stop requires physically opening boxes to check for outgoing packages. With TOF-equipped Arrive Points, couriers will know in advance which mailboxes hold items and how much truck space is required. The result is fewer wasted stops, lower fuel and battery use, faster deliveries and reduced congestion.

Beyond logistics, the data can highlight courier efficiency, empowering users to choose the most reliable providers for their delivery or return needs.

“Time is money, and even small gains in logistics efficiency add up fast,” said Arrive AI CEO Dan O’Toole. “This is another way we’re improving the product and redefining the delivery experience for everyone.”

Torrey Bievenour, Arrive AI Chief Technology Officer, said Arrive AI’s research and development team will use TOF data and AI to detect patterns regarding package sizes, counts, delivery times, retrieval times and product times to help streamline supply chains.

The TOF sensors will provide low-resolution data that will be analyzed cost-effectively by edge AI. This eliminates the need for bulky cameras and expensive processors within the unit, freeing up more space inside Arrive Points for packages.

“We can do a lot with a little,” Bievenour said.

In 2014, O’Toole envisioned a smart mailbox that could accept drone deliveries and beat giant delivery companies to the U.S. Patent Office to protect his invention. He secured that patent in 2017 and has been refining it ever since. The mailboxes, now called Arrive Points, offer a climate-assisted space for deliveries from any human or autonomous courier that is connected to a platform capable of interacting with IoT devices and issuing emergency alerts.

In addition to the basic design and temperature control element, Arrive AI has secured U.S. patents that cover drone delivery management and tethering, anti-theft mechanisms and intelligent chain-of-custody control. The company has 58 patents pending for its Autonomous Last Mile solution filed across 22 countries and has secured several trademarks. See details at https://www.arriveai.com/intellectual-property .

Alexion and DHL Express join forces in Ireland’s first 100% switch to sustainable aviation fuel for international air delivery of medicines

Alexion, AstraZeneca Rare Disease, and DHL Express today announced a landmark partnership in a bid to reduce greenhouse gas emissions (GHG) from the air freight of highly specialised medicines manufactured in Ireland. Alexion is the first company in Ireland to sign up to a 100% switch from traditional aviation fuel to sustainable aviation fuel (SAF). This alternative fuel will reduce GHG emissions by over 80% on average compared to traditional aviation fuel. The greener fuel will be switched on all European air freight shipments across 19 European countries.

Provided through the DHL GoGreen Plus service, SAF is used as a substitute to conventional fuel and can readily be used as a drop-in replacement in aircraft without the need for modifications to aircraft engines. Produced from waste and residue-based feedstock, such as used cooking oil, SAF has improved sustainability compared to traditional fossil jet fuel which is primarily derived from crude oil.

Reducing the GHG emissions associated with the transport of medicinal products is an important part of AstraZeneca’s wider sustainability strategy. This includes a focus on partnerships across the healthcare sector including supply chain decarbonisation. From 2030, the aim is to halve the entire value chain footprint (absolute Scope 3 GHG emissions), from a 2019 base year, on the way to becoming science-based net zero by 2045.

Sylvia Kiely, Vice President, Global Supply Chain and Product Strategy Lead, Alexion, AstraZeneca Rare Disease said “Moving our air freight to Sustainable Aviation Fuel is an important milestone in reaching our Scope 3 targets, with the ambition of being science-based net zero by 2045. Through our partnership with DHL Express we’ve signed up immediately to a 100% change in fuel, rather than scaling up over time, which demonstrates how seriously we take environmental stewardship.”

Brian Murray, Commercial & Same Day Director, DHL Express Ireland said “We are thrilled to partner with Alexion. Our GoGreen Plus service using emission-reduced Sustainable Aviation Fuel demonstrates the tangible impact of collaborative efforts to decarbonise the logistics industry and support our customers in achieving their sustainability goals. This initiative aligns perfectly with DHL’s sustainability strategy and our goal to achieve net-zero emissions by 2050.”

Countries receiving the medicines under the GoGreen Plus service include Austria, Belgium, Denmark, Estonia, Finland, France, Georgia, Germany, Guernsey, Iceland, Ireland, Italy, Luxemburg, Netherlands, Norway, Portugal, Spain, Sweden and United Kingdom.

EASA Sustainable Aviation Fuel. Available online: https://www.easa.europa.eu/en/light/topics/sustainable-aviation-fuel

Alexion and DHL sign Ireland’s first pharmaceutical sustainability partnership to decarbonise freight of medicines

Alexion, AstraZeneca Rare Disease and DHL Global Forwarding Freight today announced a new partnership to commence Ireland’s first sustainable fuel deliveries using Hydrogenated Vegetable Oil (HVO) for the pharmaceutical industry.

By converting to HVO fuel, the two companies are aiming to reduce annual Greenhouse Gas (GHG) from road freight by up to 90% compared to GHG emissions associated with deliveries using diesel. The partners have identified multiple transport routes within Ireland, Northern Ireland, and Europe, which will all convert from diesel to HVO to deliver medicines manufactured in Alexion’s sites in Athlone and Blanchardstown, Dublin. HVO will be used in DHL’s vehicles on more than 500 deliveries, on an annual basis to 10 countries.

Produced from biomass such as used cooking oils and waste from food manufacture, HVO is a drop-in fuel, meaning it can be used within existing vehicles without compromising operational performance, removing the need for new infrastructure or fleet.

Reducing the GHG emissions associated with the transport of medicinal products is an important part of AstraZeneca’s wider sustainability strategy. This includes a focus on partnerships across the healthcare sector to accelerate the delivery of net-zero health systems, including supply chain decarbonisation. AstraZeneca has set a target to reduce absolute Scope 1 and Scope 2 GHG emissions by 98% from 2015 base year.[i] From 2030, the aim is to halve the entire value chain footprint (absolute Scope 3 GHG emissions), from a 2019 base year, on the way to becoming science-based net zero by 2045.

Sylvia Kiely Vice President – Global Supply Chain and Product Strategy Lead, Alexion AstraZeneca Rare Disease said: “Today’s announcement with DHL to move from Diesel to HVO fuel is another milestone in our commitment to reducing our environmental impact, and dependency on fossil fuels within our global supply chain in relation to Scope 3. By working with our partners to extend eco-conscious practices to our full freight network, we can further minimise our environmental impact and dependency on fossil fuels within our global supply chain.”

Maurice Meade, Managing Director of DHL Global Forwarding Freight, Ireland, said: “This is another step in the right direction as we strive to run more sustainable operations for

our customers that reduce the inherent Greenhouse emissions in transporting goods. We are delighted to see Alexion be one of the trailblazers to make this significant switch in approach and thereby follow-up on their sustainability goals with clear actions. This initiative perfectly aligns with our sustainability strategy at DHL Group, whereby our aim is to reduce all logistics-related emissions to net-zero by 2050.”