Smart Intralogistics: What Matters Most in Planning

Mobile robotics is more than just a technology project

When companies want to automate their intralogistics, the focus is often initially on the technology. Driverless transport systems and autonomous mobile robots are intended to make transport more efficient, reduce the workload on employees, or increase the flexibility of the material supply chain. However, before deciding on specific systems, it should be clear what contribution automation is expected to make to the company’s development.

Is the goal to reduce transportation costs, improve ergonomics, or make logistics more resilient? Should the solution be able to scale with increasing production volumes or support future changes in the production program? Equally important is the question of which logistics metrics can be used to measure the success of automation.

The answers determine what requirements must be met by the eventual solution. At the same time, they provide the framework for further planning. This includes defining the scope of the project, involving the relevant stakeholders, and clarifying economic and organizational prerequisites. Responsibilities and decision-making processes must also be defined.

Answering these questions early on lays a solid foundation for technology selection and reduces the risk that planning decisions will need to be revised later. Otherwise, additional costs and delays may result.

Existing structures determine the potential for automation

Before mobile robotics can be integrated into existing intralogistics, the existing structures and processes must be thoroughly understood. A key foundation for this is the systematic analysis of material flows, spatial conditions, and existing processes and IT systems. Only in this way can one assess what requirements a future transport system must meet and where adjustments are necessary.

Systematically Track Transportation Volumes and Infrastructure

The first step is to quantitatively assess internal transport flows. In addition to transport volumes and frequencies, the weights and dimensions of the goods, as well as the load carriers used, are also relevant. Likewise, individual transport routes, seasonal or operational fluctuations, and peak loads must be taken into account. Transports of empty containers and return processes must also be considered, as they generate additional transport movements. The goal is to obtain as accurate a picture as possible of the actual transport volume and its distribution.

In addition to material flows, the structural and infrastructural requirements must also be examined. The layout of the facility and the existing traffic routes determine the available space for movement. Bottlenecks, intersections, and transitions between areas can affect the integration of mobile systems. Added to this are the floor conditions and the question of whether transport takes place exclusively inside buildings or also outdoors. Fire safety and security requirements must be taken into account, as must the interfaces between warehousing and production. In particular, curved sections, transfer stations, and required buffer areas require early consideration, as automated guided vehicles may place different demands on traffic areas than manual transport solutions.

Evaluate Process Workflows and Technical Conditions

Another component of the analysis is the organizational and IT framework. We examine how companies initiate, prioritize, and schedule transport orders, and which systems manage these processes. In doing so, we also examine the existing IT landscape—including ERP, MES, and WMS systems —as well as the responsibilities for individual processes. What matters is not only which systems are used, but also how the processes function on a day-to-day basis and how quickly those responsible can respond to deviations.

This is precisely where it becomes clear that challenges in intralogistics do not necessarily arise from the transportation itself. Unstable workflows, unclear responsibilities, or poorly coordinated processes can impair the performance of an automated system just as much as spatial constraints.

Only when material flow, infrastructure, and process organization are considered together can a solid basis for decision-making regarding automation be established. The analysis shows which prerequisites have already been met, where action is needed, and which requirements must be taken into account when developing a future logistics and automation concept.

Develop an integrated logistics and automation concept

Based on the analysis, decisions will be made regarding how future intralogistics will be organized and how mobile robotics will be integrated into the overall system. The focus is on future material supply, spatial design, and the selection of a suitable automation solution. The goal is a concept that not only automates individual transport operations but also takes into account the requirements of production and logistics as a whole.

Redesigning Logistics Structures and Material Flow

In the first step, the company develops the future supply concept. In doing so, it determines how materials should flow between the warehouse, staging areas, and production areas. Depending on the volume of shipments and supply requirements, options such as supermarkets, tugger trains, or direct delivery to individual consumption points may be appropriate. It is also necessary to determine whether material supply should be organized centrally or distributed across several decentralized areas.

Another key focus is on the design of material supply. Well-thought-out buffer strategies and appropriate decoupling points can help absorb fluctuations between individual process steps. This prevents delays in one area from directly affecting downstream supply. The standardization of load carriers must also be taken into account, as uniform formats and defined handoff conditions facilitate automated handling. Decisions regarding the logistics structure play a decisive role in determining which tasks mobile transport systems should perform and how they are integrated into the processes. Therefore, the supply concept should be established first before the technical solution is designed in detail. In this way, automation is guided by the actual requirements of material supply and not solely by the capabilities of individual systems.

Planning Layout, Traffic Routes, and Safety Together

Once the future logistics structure has been determined, it is translated into a spatial plan. This includes defining primary and secondary routes, positioning transfer stations, and planning suitable loading and buffer areas. The traffic routes must be laid out in such a way that the mobile systems can reliably perform their transport tasks and the various material flows interfere with one another as little as possible.

The separation of pedestrian and vehicular traffic must also be planned well in advance. Where different types of traffic users intersect, the driving areas and intersections must be clearly laid out. Handoff zones must be arranged so that materials can be safely transferred without disrupting adjacent operations. The design must also take into account the specific requirements of the selected system. While free navigation can provide additional flexibility for autonomous mobile robots, it does not replace a well-thought-out traffic management system.

The safety concept is an integral part of the layout planning. A systematic risk assessment, compliance with relevant standards such as ISO 3691-4, and clear rules regarding speeds and the interaction between people and vehicles form important planning principles. Procedures for handling malfunctions and emergencies must also be established.

Coordinated planning of layout and safety thus creates the conditions necessary for reliably integrating mobile robotics into day-to-day operations.

Conclusion: Autonomy begins with holistic planning

AGVs, AMRs, and automated guided vehicles (AGVs) offer a wide range of opportunities to further develop intralogistics in factories and logistics centers. However, their actual benefits do not depend solely on the performance of the technology used.

The key lies in the interplay between material flows, layout, processes, IT, and organization. By considering these factors together, companies can develop a solution that meets their logistical needs and can be integrated into their existing structures.

Comprehensive factory and logistics planning lays the necessary foundation for this. It helps clarify requirements early on, make well-informed choices about appropriate technologies, and avoid having to make corrections later.