1、Strategic and operational insights to optimize and advance your operations,outpace your competition and increase your employee satisfaction.Dynamic Markets Demand Warehouse AgilityWarehousing Vision StudyTable of ContentsOverviewDisruption as a Catalyst for Change in Warehousing2A Global View of War

2、ehousing3Warehousing Evolution by the Numbers4E-Commerce ImpactWhere Do We Go From Here?6Growing E-Commerce Drives Changes7Embracing Technology in New Ways8ModernizationLabor Constraints:A Leading Automation Driver 10The First Steps Toward Automation11Implementation Priorities for Robotics Automatio

3、n12PerspectivesWarehouse Operations by Industry13Regional Perspectives15Key Takeaways16A Global View of WarehousingGrowing E-Commerce Drives ChangesLabor Constraints:A Leading Automation Driver Warehouse Operations by Industry03071013About the StudyZebra Technologies commissioned a global research s

4、tudy among decision-makers and associates to analyze the latest trends and technologies transforming warehouse operations.The study includes over 1,500 respondents across organizations within manufacturing,retail,transportation,logistics and wholesale distribution.Azure Knowledge Corporation adminis

5、tered the online survey in January February 2022.Dynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 1Disruption as a Catalyst for Change in WarehousingChange is nothing new for those in warehousing,distribution and fulfillment.But

6、 the pandemic accelerated a number of trends affecting the supply chain,increasing the need to make warehouse operations as agile,automated and resilient as possible.Consumers want alternatives to in-store shopping.In the 14th Annual Zebra Global Shopper Study,73%of shoppers said they prefer to have

7、 items delivered to them rather than picking them up,with 58%having placed an online order to be delivered to them within the three-month period prior to the survey.1 Retail decision-makers are responding with an increased focus on optimizing their e-commerce order fulfillment operations.In the same

8、 study,80%of retailers said they are under high pressure to offer a variety of delivery options and speeds,a 43%increase since 2019.1.Zebra 14th Annual Global Shopper Study Research,Zebra Technologies,2021While the pandemic highlighted how quickly supply chain issues can impact the availability of g

9、oods,disruption can take place at any time due to natural disasters,geopolitical tensions,cyberattacks,labor strikes and more.As manufactured products become more complex,supply chains are more prone to interruption.The exposure of these vulnerabilities at the height of the pandemic highlighted the

10、need for full supply chain visibility and collaboration.Warehousing decision-makers realize they need to do their part to support these efforts.As a generation of digital natives enters the workforce,the importance of technology has increased.Among associates surveyed,92%agree technology advancement

11、 will make the warehouse environment more attractive to workers.When working with technology,83%expect the business software applications and hardware devices their employer provides to be as easy to use as their personal smartphones.Decision-makers have their own expectations for technology,particu

12、larly to ensure productivity in difficult hiring markets.Among decision-makers using automation or planning to within three years,66%rank offsetting recruitment challenges as one of the top three drivers for doing so.Global Supply Chains Introduce New Threats1A Changing Workforce Has Heightened Expe

13、ctations2Shifts in Consumer Behaviors Affect Warehouse Operators3Decision-Makers Plans for Changing Market Demands85%Add third-party logistics(3PL)services support within five years.77%Report drop shipping volumes direct from manufacturers increased an average of 22%over the past two years.All secto

14、rsIn retailDynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 2A Global View of WarehousingOperational Velocity Demands a New Way Forward Decision-makers realize the need for resiliency,understand the implications of not making ch

15、anges and are taking steps to modernize their operations.With the pandemic highlighting many challenges of the on-demand economy,stakeholders realized the need to collaborate across sectors to strengthen supply chains and make them more transparent.The need for speed,increasing order and shipping vo

16、lumes,and consumers changing purchase preferences uncovered some key challenges that are driving them to make changes.Addressing Labor ConstraintsWorkers play a key role in making warehousing operations more resilient,and labor challenges are a significant concern among decision-makers.More than hal

17、f report finding and training warehouse workers among the biggest challenges their organization faces with regards to labor,and 85%report they have already prioritized labor optimization or plan to do so within the next three years.For years,warehouse operators have been adapting to changing consume

18、r habits,growing labor recruitment and productivity challenges,as well as increasingly interconnected supply chains.Fluctuating market conditions and new disruptors are prompting decision-makers to accelerate their plans to improve workforce productivity,responsiveness and agility.Agree the pandemic

19、 prompted faster modernization.80%Plan to implement real-time inventory tracking within a year.61%Plan to accelerate timelines of modernization projects within three years.87%Agree new technology is needed to be competitive in the on-demand economy.87%Decision-Makers Top Three Challenges Due to Incr

20、eased E-Commerce1Faster delivery to end customers3Inventory accuracy and visibility2Increased transportation costsDecision-Makers Focus on Warehouse ModernizationDynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 360%Improved work

21、ing conditionsWarehousing Evolution by the NumbersDespite recent challenges,warehouse operators have made progress in several areas they identified as a“priority”in the 2019 Zebra Global Warehousing Vision Study.In addition,they are taking on what were likely long-standing challenges they can no lon

22、ger ignore.Greater Focus on Outbound OperationsWith the rise in e-commerce,decision-makers in the current survey ranked returns management as their top operational challenge,along with many fulfillment-related outbound operations.Concerns and priorities in the 2019 survey were more generalized aroun

23、d recruitment,productivity and utilization.Today,warehouse operators are focused on identifying their weakest operational areas.This will enable them to prioritize improvements more effectively.Positive Workplace ChangesNews of short-staffed warehouses and fulfillment centers have dominated headline

24、s for over two years.However,it has not caused current warehouse associates to take a negative view on the matter.In the current survey,82%of associates say their employers difficulties in hiring and retaining labor has actually prompted improvements.Specifically,they say their employer has:Outbound

25、 Fulfillment Challenges 57%Used technology to make work easier45%Increased wages and bonuses43%Provided technology to enable flexible work shifts%of decision-makersPercentage point(pp)increase from 2019Packing,staging and loading36%+11 ppOrder fulfillment time35%+5 ppPicking efficiency35%+5 ppOrder

26、accuracy32%+3 ppDynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 4Warehousing Evolution by the Numbers(continued)Desire for Increased Productivity-Related OutcomesIn 2019,nearly a quarter(23%)of respondents managed operations wi

27、th all paper-based or fixed workstation systems.Decision-makers say that will drop to only 5%within the next five years,and a greater focus will be placed on augmenting workers with mobile devices and automation solutions.Back then,decision-makers were focusing on simply connecting warehouse workers

28、 with enterprise systems(31%),and some were optimizing that experience(32%).Since then,there has been a noticeable shift,as 41%said they were focused on giving workers the right technology for the task to ensure improved team productivity and workflow compliance outcomes.In five years,almost 70%of d

29、ecision-makers would like to achieve more real-time visibility of people,assets and goods,as well as the ability to automate decision-making.Decision-Makers Most Desired OutcomesImproved individual worker productivityImproved team productivity and workflow conformityIncreased asset visibility and ut

30、ilizationOperating with real-time guidance and decision-makingOperating with data-driven performanceAll associates are connected to warehouse or enterprise systems and capturing every inventory move.All associates can comply with procedures,using the right technology for their individual tasks and w

31、orkflows.Goods,people and assets can be seen or tracked automatically.The ability to locate assets and people and analyze data for best-next-move automated alerts.Use multiple data sets wall-to-wall to enable machine learning and artificial intelligence to drive automated decision-making.403020100Pe

32、rcentage of decision-makersMost desired outcome Real-time visibility 69%Connected workforce31%201%Optimizing mobility28%28%13%Dynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 5Where Do We Go From Here?Decision-makers

33、surveyed across all sectors have plans to address the rise in e-commerce that are both immediate and expected to persist over time.Pressure To Feed the Omnichannel EcosystemIn the last two years,nine in 10 warehouse operators cited average shipping volume increases of 23%in business-to-business fulf

34、illment,with almost as many seeing the same average increases for direct-to-consumer fulfillment.Manufacturer drop-ship volumes have climbed 22%on average as well.As a result,respondents say they are planning to increase the volume of items shipped and stock more SKUs.This underscores what has been

35、done and still remains to realign operations with todays omnichannel ecosystem.Both businesses and consumers must be supplied with the right inventory at the right time,and this is putting pressure on warehouse operators to ensure faster on-time delivery.Leaning More Heavily on Third-Party Logistics

36、With warehouse operations role in customer satisfaction,organizations recognize that they may not have the specialization or the technology to quickly ramp up their operations to meet the demands.As a result,three-quarters of decision-makers say theyll add third-party logistics(3PL)services or opera

37、tions to support increased e-commerce activity within the next three years.In 2019,only 60%of respondents planned to implement this strategy to support their organizations warehouse operations over a three-year period.Adapting To Meet Growing DemandsDecision-makers realize they need people to meet n

38、ew customer demands.Despite the shrinking labor pool and availability of new automation solutions,86%of decisions-makers plan to expand their workforce in the next three years to support their increased focus on e-commerce.In 2019,73%of decision-makers expected to add headcount as part of their impl

39、ementation plans.Even with these hiring ambitions,decision-makers know labor gaps may linger.They are looking to new technologies,services and processes at an even greater rate than in 2019 to better meet the evolving needs of those they serve.In 2019,about seven in 10 decision-makers planned expans

40、ion of returns management operations,addition of value-added services and utilization of task interleaving to streamline workflows within a three-year period.However,with increased e-commerce activity,more say they will add or expand these operations in three years:Returns management operations:+12

41、pp Add value-added services:+13 pp Utilize task interleaving:+9 ppGrowth Areas in the Next Five Years (Percentage of Organizations)By 2025By 2027Implementing New Processes or ServicesReevaluating Physical Operations Increasing VolumesAdding LaborAdd real-time inventory tracking93%84%Offer value-adde

42、d services93%81%Increase returns management operations93%82%Utilize task interleaving92%79%Increase volume of items shipped91%83%Expand size of warehouse facilitiesIncrease number of warehouse facilities87%77%Increase number of employees94%86%Increase stock-keeping units(SKUs)91%82%Decrease fixed au

43、tomation in favor of more flexible automation89%79%Add third-party logistics(3PL)services/operations85%74%86%96%Dynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 6Growing E-Commerce Drives ChangesTodays increased e-commerce activ

44、ity correlates with an increased demand in the commercial real estate market.CBRE,a commercial real estate services and investment company,estimates that every$1 billion of e-commerce sales requires 1 million square feet of new distribution space.With the expected$1.5 trillion rise in e-commerce by

45、2025 globally,CBRE predicts 1.5 billion square feet of warehouse/distribution space will be needed to accommodate this growth.2Increasing Demand for Warehouse SpaceIn alignment with CBREs predictions,decision-makers confirmed plans to expand or increase their warehouse facilities in the next year du

46、e to rising e-commerce activity.Within the next year,decision-makers said they will have expanded the size of their warehouse facilities(72%),increased the number of warehouses(55%),or relocated their facilities(50%).Manufacturers and wholesalers expect the most significant increase in the number of

47、 warehouses they will operate in the next five years,with a 42%and 38%increase in the number of facilities,respectively.Retailers have one of the lowest expected increases in number of warehouses(a 32%increase in five years),likely due to their ability to leverage existing brick-and-mortar stores fo

48、r order fulfillment.Operational Improvements Lead the Way to ModernizationAs decision-makers accelerate modernization project timelines and 62%increase funding to modernize and/or scale existing projects,the opportunity to connect such projects to planned facility additions or expansions can deliver

49、 a greater return on investment(ROI).Warehouse Facility Growth Comparison Through 20272.CBRE,U.S.Will Need 330M Sq.Ft.of Additional Distribution Space by 2025 to Meet Robust E-Commerce DemandAverage number of facilities(all industry sectors)5.510.914.9(+36%expected increase)201920222027In the next 1

50、3 yearsDecision-Makers Improvement Plans Invest in inventory and asset visibility within the warehouse55%54%Invest in increased visibility across the supply chainAutomate workflows56%Prioritize labor optimization54%Invest in robotics53%Invest in software that helps automate analytics and decision ma

51、king53%Increase VisibilitySupport Front-Line WorkersDynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 7Embracing Technology in New WaysDecision-makers understand the importance of technology,with 87%confirming the need to impleme

52、nt new technology to stay competitive in the current on-demand economy.While technology investment carries some risk,82%say their organizations believe investing in automation far outweighs the risk of not implementing it.Today,in addition to augmenting workers with devices and/or automation,five in

53、 10 say theyre also using sensor or real-time location technology in a targeted or widespread manner to speed up and add more visibility to their operations.Doing so helps them provide the best-next-move to their workers,as well as more predictive capabilities.By 2027,almost six in 10 plan to utiliz

54、e real-time visibility.Decision-Makers Rate Operational Maturity by 2027Software-as-a-Service Technology ImplementationDevice Data ManagementMachine LearningPredictive Analytics96%39%96%38%91%36%58%Augmented Workers Plus Use of Real-Time Visibility 16%Targeted use of sensors to automate tasks 23%Orc

55、hestrate widespread use of real-time visibility to automate decision-making based on location 19%Use analysis of multiple data sets to constantly predict and adapt operations32%Augmented Workers With Mobility and/or Automation 15%Improving operations by gaining basic control of operations through ca

56、pturing each inventory move 17%Optimizing the use of mobility by deploying devices and automation based on the task,safety and proper ergonomics10%Siloed and Reactionary Inefficiencies due to lack of inventory and workflow visibility2022By 202792%of associatesAgree technology advancement will make t

57、he warehouse environment more attractive to workers.Dynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 8Embracing Technology in New Ways(continued)Implementation Plans for Sensor Technologies To Modernize Warehouse Operations With

58、 respondents heightened concern about challenges within their outbound packing,staging and loading operations,its not surprising that many have turned to sensor-based technologies to help automate data capture,information flow and decision-making.Some of the ways sensor-based technologies support th

59、ese workflows include:Each of these sensor inputs can be used with software applications powered by machine learning and artificial intelligence algorithms to provide more prescriptive guidance to front-line workers.Fixed industrial scanning automates sortation workflows for outbound staging.Radio f

60、requency identification(RFID)provides irrefutable proof of carton contents at shipping.Machine vision systems document outbound parcels by inspecting labels.Real-time location systems(RTLS)quickly locate material handling equipment,associates and inventory,even in motion.Mobile dimensioning software

61、 can capture accurate parcel dimensions to streamline operations with improved load planning and space utilization.Passive Radio Frequency Identification(Tags,Readers and Printers)Indoor Location ServicesFixed Industrial ScanningMachine VisionTemperature Monitoring Sensors and Smart LabelsMobile Dim

62、ensioningBluetooth Low Energy83%92%33%82%80%80%77%78%76%93%92%90%90%90%86%28%30%24%28%21%24%2022By 2025By 2027Dynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 9Labor Constraints:A Leading Automation DriverWarehouse labor is beco

63、ming increasingly difficult to attract and retain.Decision-makers say it takes an average of 4.7 weeks to train new staff to full productivity in warehouse operations.Despite these concerns,it is clear people will continue to play a significant role in the warehousebut technology will too.Decision-m

64、akers need a backup plan in case it takes longer than expected to hire enough people,especially during peak periods.Eight in 10 say a greater reliance on automation is in their future.Of those who have already implemented automation or plan to within the next three years,66%say they are doing so to

65、offset their recruitment challenges.Technologys Value in Labor RecruitmentAssociate sentiment is greatly influenced by the technology their employer provides them,with 83%agreeing they would be more likely to work for an employer that gives associates modern devices versus one that provides older or

66、 no devices.Decision-makers concur,with nearly nine in 10 agreeing technology advancement will make the warehouse environment more attractive to workers.Fortunately,most decision-makers report some level of their workforce is already augmented with technology or devices,and they hope to achieve grea

67、ter levels of automation to advance their worker augmentation plans within the next five years.A significant advantage of todays automation technologies is that organizations can start small with options that do not require reconfiguration of floor space,then scale up as use cases are proven.Top Thr

68、ee Labor Initiatives Ranked by Decision-Makers and Associates AlikeReduce unnecessary tasks so front-line workers can focus on customer-centric work 1Optimize the use of temporary/seasonal labor2Address worker comfort and ergonomics3Decision-Makers Technology Plans To Augment Labor with Devices and

69、Automation No AugmentationPartial AugmentationFull AugmentationFull Augmentation PlusPartial Facility AutomationFull Facility AutomationAll paper-based or fixed workstation systemsSome workers equipped with mobile devicesMost workers equipped with mobile devicesAugmented workforce collaborates with

70、some automationNo worker involvement in specific workflowsNo worker involvement in entire facility2022By 20273020100Percentage of decision-makersAugmentation and/or automation plansDynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspective

71、s 1084%94%34%The First Steps Toward AutomationWhile a high percentage of decision-makers may be comfortable with integrating new technology into their warehouse ecosystems,61%said they have some uncertainty about exactly where to start automating their warehouse operations.However,most agree augment

72、ing labor with software and devices first is the best way to introduce automation,and within five years,nine in 10 decision-makers will seek outside resources to help identify and execute warehouse optimization and automation solutions.Decision-makers expect to use a variety of devices and form fact

73、ors,which will help them better optimize the use of mobility.Wearables see increased implementation,while rugged tablets see the most dramatic increase over the next three years.Greater implementation of mobile barcode label printers will bring efficiencies to workflows.As operations deploy automati

74、on throughout their facilities and depend on mobile robotics for autonomous material movement,front-line workers will utilize their devices not only for data capture and retrieval,but also to interact and collaborate with mobile robots.Equipping Workers With Mobility Devices and PrintersHandheld Mob

75、ile Computers With Built-in Barcode ScannersDesktop Barcode Label PrinterIndustrial Barcode Label PrinterVehicle-Mount ComputerWearable Computers and PeripheralsMobile Barcode Label PrinterUltra-Rugged ScannersRugged TabletDecision-Makers See the Value of Connected Workers83%92%43%84%94%40%83%94%32%

76、81%92%32%79%91%27%81%92%25%80%91%29%Push-to-talk and messaging solutions 2022By 2025By 202780%91%25%Augmenting labor with technology and devices first is the best way to introduce automation into a warehouse operation.Decision-makers(+6 pp since 2019)AssociatesImplementing Warehouse Automation89%83%

77、Dynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 11Lightening the Workload for Front-Line WorkersAs warehouse operators reimagine their operations,they are looking for options to use space more efficiently and improve front-line

78、 workers productivity.As operators grapple with challenges around order fulfillment processing time,picking efficiency,order accuracy and outbound shipping operations,they are also gravitating to automation solutions that will directly address these challenges.For example,when workers can utilize au

79、tonomous mobile robots(AMRs)to help guide what and where to pickas well as save time transporting goods to,from and between pick zonesthey can increase their productivity and accuracy.Expansion PlansOne attractive option for decision-makers is the robot-as-a-service(RaaS)model.Operators can implemen

80、t a robotics solution without making a large capital expenditure,while still having flexibility to scale and adapt as demands change.Today,19%of respondents are implementing RaaS,with an additional 69%planning to do so within one to five years.Safety as a Top PriorityAmong all associates surveyed,ov

81、er three-quarters report they would feel safe working alongside AMRs,even though some have not yet worked directly with them.Decision-makers,who likely have experienced mobile robots through their own implementations,pilots or demonstrations,also agree,with 84%feeling it would be safe to have their

82、associates work alongside AMRs.Implementation Priorities for Robotics AutomationAssociates Top Benefits of Working With AMRs83%Increases productivityImproves accuracyReduces travel time and walking83%73%78%of associates Agree walking fewer miles would make their job more enjoyable,even if they had t

83、o pick more items.81%of associates Agree AMRs would make warehouse jobs less stressful.Decision-Makers Current and Anticipated AMR Implementation PlansMaterials Movement and Sortation Individual items or cartons moved by AMR using special logic and form-factor enhancements to allow for sorting53%90%

84、25%Materials Movement Individual items,cartons,totes or pallets moved by AMR alongside workers and material-handling equipment53%90%23%Goods-to-Person Goods brought to worker at a pick station by AMR55%89%28%Person-to-Goods Worker picks in warehouse aisles,guided by AMR62%93%34%2022By 2023By 2027Dyn

85、amic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 12Warehouse Operations by IndustryEach industry sector plays a critical role in supply chain execution.In a dynamic market like today and the foreseeable future,collaboration will be

86、 the key to everyones success.Warehouse industry leaders are adapting and evolving their operations to do their part to make a stronger,more resilient ecosystem to do business.3PL Organizations Prepare To Support Supply Chain Partners3PL operators are expanding their services as opportunities arise

87、from others in the supply chain that are planning more value-added services or need help handling day-to-day demands.As more supply chain partners increase their reliance on 3PLs,30%of 3PL decision-makers cite onboarding new customers quickly as a challenge for their organization stemming from incre

88、ased e-commerce activity.Manufacturers Warehouse Operations Critical to Plant and FulfillmentInventory and asset visibility in the warehouse is critical for manufacturers.Lineside replenishment with just-in-time inventory keeps assembly lines moving.Accurate accounting for the repairs or refurbishme

89、nts received enables smooth track and trace and customer accountability.Inventory visibility as it moves from work-in-progress to finished goods allows for accurate inventory reporting.Manufacturers are leading the way in implementing indoor location solutions,with 34%already implementing this techn

90、ology compared to the global response across all sectors of 28%.By 2023Reverse logistics solutionsJust-in-time manufacturing (Kanban)Direct-to-consumer fulfillment (item-level shipping)By 2025Most ImplementedBy 202772%84%91%2022Freight forwardingInventory storage and managementOrder fulfillmentBy 20

91、23Most ImplementedBy 202745%74%99%Evolution of 3PL Decision-Makers Implementation PlansEvolution of Manufacturing Decision-Makers Implementation PlansDynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 13The Influence of Omnichanne

92、l Shopping on Retail WarehousingRetailers have a variety of choices for managing how inventory gets to stores and end customers,from getting closer to delivery points to dedicating space for specific operations to having all operations under one roof.Decision-makers are considering a variety of opti

93、ons to keep customers satisfied with faster delivery.To respond to the demands and growth of e-commerce,many retailers are also leveraging their brick-and-mortar stores for order fulfillment,with 67%leveraging front-of-store space and 61%leveraging back-of-store space.Wholesale Distributors Making C

94、hanges To Ensure Inventory AvailabilityWholesale distributors are desperate to keep their shelves stocked and to maintain an accurate inventory account.From working with their suppliers on design changes to adjusting their product mix to investing in real-time tracking and air transportation,they ha

95、ve a variety of logistics concerns to address.The accelerated growth in e-commerce is having specific effects for wholesale distributors.Almost four in 10 cite order fulfillment processing time as their biggest operational challenge,compared to the global response of 35%across all industries.Warehou

96、se Operations by Industry(continued)Existing ProductsRequesting design changes from manufacturersSelling based on product availabilityInvesting in real-time tracking of shipmentsNew Product MixKeeping Track51%49%47%of wholesale distribution decision-makers will have invested or plan to invest in rob

97、otics within the next year.55%Wholesale Distributors Adapt to Supply Chain Challenges2022Regional/near-shoring of fulfillment centersOffer fulfillment services for small-to-medium businessesShared distribution/fulfillment centersBy 2025By 202744%93%80%Retail Decision-Makers Implementation PlansDynam

98、ic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 14Regional PerspectivesEurope Eighty-five percent of associates say they are more likely to work for an employer that provides more modern devices to use for tasks,4 pp higher than the

99、 global response.In five years,83%of decision-makers in Europe say they will use mobility in their operations,with 47%also planning use of sensors for real-time visibility that will allow for automating tasks or decision-making.North America Fifty-eight percent of decision-makers say the time to fil

100、l open positions is too long,making this the top challenge they need to address when it comes to labor initiatives.This is higher than all other regions and 7 pp higher than the global response.Eighty-six percent of North American decision-makers say the pandemic has prompted them to evolve and mode

101、rnize more quickly,the most of any region.Within three years,81%of decision-makers plan to implement person-to-goods AMRs to collaborate and guide workers in order-picking workflows.Latin America(LATAM)Decision-makers expect the highest growth in both number(+44%more facilities)and size(+31%more squ

102、are footage)of warehouse facilities in the next five years.Today,more decision-makers are implementing innovative wearable computers and peripheral devices than any other region(47%).This lead is projected to continue,with 98%expecting to implement these technologies within five years.Ninety-six per

103、cent of associates believe implementing warehouse technologies such as robotics and devices would help attract and retain workers,the highest of any region.Asia-Pacific(APAC)Nine in 10 decision-makers agree machine vision and/or fixed industrial scanning technology in key areas would save time and e

104、liminate errors.Yet,only one-quarter say they are currently using or implementing these technologies.Decision-makers and associates differ in their assessment of the biggest challenge impacting their organization.Seventy-eight percent of associates rank fulfilling higher order volumes from increased

105、 e-commerce activity as the biggest challenge,while 74%of decision-makers feel predicting inventory availability and confirming inventory accuracy are most challenging.Dynamic Markets Demand Warehouse Agility I Warehousing Vision StudyOverview E-Commerce Impact Modernization Perspectives 15NA and Co

106、rporate Headquarters+1 800 423 Asia-Pacific Headquarters+800 1302 EMEA H America Headquarters+1 866 230 ZEBRA and the stylized Zebra head are trademarks of Zebra Technologies Corp.,registered in many jurisdictions worldwide.The Bluetooth word mark and logos are registered trademarks owned by Bluetoo

107、th SIG Inc.All other trademarks are the property of their respective owners.2022 Zebra Technologies Corp.and/or its affiliates.All rights reserved.05/13/2022ABOUT ZEBRA TECHNOLOGIESZebra(NASDAQ:ZBRA)empowers organizations to thrive in the on-demand economy by making every front-line worker and asset

108、 at the edge visible,connected and fully optimized.With an ecosystem of more than 10,000 partners across more than 100 countries,Zebra serves customers of all sizesincluding 94%of the Fortune 100with an award-winning portfolio of hardware,software,services and solutions that digitize and automate wo

109、rkflows.Zebra recently expanded its industrial automation portfolio with its Fetch Robotics acquisition and increased its machine vision and AI software capabilities with the acquisitions of Adaptive Vision and antuit.ai.Key TakeawaysDecision-makers agree they must implement new technologies to be c

110、ompetitive in todays on-demand economy,and they are accelerating timelines and increasing funding.Front-line workers say positive workplace changes are happening even amid labor shortages.They report improved working conditions and new technology to make their jobs easier,increased wages and bonuses

111、,and more flexible work shifts due to new technologies.Shipping volumes have increased more than 20%on average for both business-to-business and business-to-consumer orders since 2019.Increased e-commerce activity is challenging decision-makers with unpredictable customer demands,faster delivery tim

112、es and the need for greater inventory accuracy.Operationally,returns management and several outbound fulfillment-related operations are challenging decision-makers.Reducing unnecessary tasks performed by front-line workers is a priority for decision-makers and workers themselves.Both are concerned t

113、hey will not meet their business objectives unless more technology investments are made to improve operations.With labor optimization as an initiative for decision-makers,64%plan to augment workers with mobile devices or introduce collaboration with automation solutions in addition to mobility solut

114、ions to help ease the workload within five years.Twenty-one percent plan partial facility automation,while 10%will fully automate their facilities.Only 5%will continue to use paper-based or fixed workstations.Today,five in 10 decision-makers are utilizing mobility with some level of automated data c

115、apture,location solution,or predictive and adaptive data analytics.Within five years,almost six in 10 are expected to be utilizing mobility with these sensor-based technologies,with more emphasis on automating decision-making and constantly predicting and adapting operations in real time.Market Pressures Become Catalyst for Positive ChangesTop Warehouse ChallengesFive-Year Technology Outlook for Warehouse Operations123Overview E-Commerce Impact Modernization Perspectives 16