AUTOMATION’S OTHER HALF: RESKILLING THE SUPPLY CHAIN WORKFORCE Automation is often framed as a replacement for human labor, but the reality is more nuanced: it is a powerful partner. As autonomous mobile robots (AMRs) handle the walking for putaway and picking, and agentic AI systems manage routine transactional tasks, the nature of human work fundamentally changes. The key to building a resilient supply chain isn’t just installing technology; it’s reskilling the people who operate it. The workforce of tomorrow needs to evolve from manual operators to automation overseers and data analysts. New critical skills include: Maintenance and robotics management. As sophisticated hardware is deployed, technicians with mechatronics and software knowledge are needed to maintain and troubleshoot complex systems. Orchestration and data analysis. Warehouse orchestration platforms require skilled managers to interpret synthesized data, make high-stakes decisions, and adjust the optimized plans. Furthermore, the reliance on AI for decision- making underscores the need for sta proficient in ensuring “clean, unified data” for accurate machine learning models. Exception handling. Automation thrives on consistency. However, items often shift in transit or aren’t in the order expected. Human flexibility—the ability to “jenga” varied-size boxes or address unexpected cargo—becomes invaluable for managing these exceptions, preventing bottlenecks in mixed- process environments. Relationship building. In roles such as logistics, human interaction remains critical. A software solution won’t “suggest changes the carrier can make to become qualified,” a necessary part of the relationship-building process, says Derek Holst of Circle Logistics. Ultimately, the goal is to leverage the unique strengths of both. Technology handles the repetitive, data-intensive tasks, freeing employees to concentrate on problem-solving, strategic decisions, and the essential human relationships that hold the supply chain together. You’ll know the transition is working when, as Holst suggests, “your sta demands that they keep” the new technology because it genuinely boosts their eciency.
Autonomous mobile robots reduce the time workers spend walking, freeing them to concentrate on specific functions such as picking or putaway.
storage and retrieval system (ASRS) for its nished products. However, getting from the production lines to the ASRS required traveling a long hallway. To avoid this, the company turned to AGVs. However, this required a forklift operator to drop pallets at one end, but in an area with limited capacity. The AGVs would then drive the pallets to the induction point. Because of the limited capacity, however, the workers had to perfectly sync with the speed with which the AGVs were moving to load and unload the ASRS. Ultimately, the forklift operators spent more time waiting for the pallets than they did just driving down the corridor. A warehouse orchestration solution can help with this type of challenge. Some companies, such as retailers, must manage dramatic business peaks. For these businesses, labor is usually more exible than automation in both capability and availability, Moore says. Automation technology has yet to effectively improve every process. For example, solutions to automate unloading operations include depalletizing systems and conveyors. However, items often shift in transit or aren’t in the order expected. “Automation likes things that are very consistent,” Peterson says. Typically, the more controlled the environment in which an automation solution will operate, the more targeted and cost-effective it can be. So while it may be possible to automate the process for unloading cargo that changes from one truckload to the next, the solution likely would be expensive. On the ip side, when loading trucks, trailers need to be as full as possible to keep costs in check. If all boxes are the same type and size, machines often can load the trailer and maintain density, Calahan says. When box sizes vary, however, a human’s ability to “jenga” generally results in very dense oor-loaded trucks, he adds. Even as technology automates more supply chain operations, human interaction remains critical, Holst says. For instance, an employee might talk with a potential carrier that doesn’t quite meet the requirements needed to partner with Circle. The employee can then suggest changes the carrier can make to become quali ed. A software solution isn’t going to do that. “You’re losing a relationship-building aspect,” he adds.
February 2026 • Inbound Logistics 29
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