Humanoid robots are increasingly being tested in warehousing and logistics facilities around the world, most notably by retail titan Amazon, but will they be a common sight in the future?
Ash Sharma is the managing director of Interact Analysis and lead for the Robotics and Warehouse Automation Division. He brings 20 years of experience to the table in sectors ranging from industrial automation and smart manufacturing to drones, robotics, and medical technology.
Last October’s announcement by online retail behemoth Amazon that it is testing Agility Robotics’ humanoid robot, Digit, in its warehouses caused a stir in the global media, sparking numerous news articles and debate about the ethics of using robots to replace human workers. But does Amazon’s announcement point to a rapid adoption of bipedal robots in the near future?
The concept of humanoid robots is not new. In fact they date back at least as far as Ancient Greece, with the mechanical Servant of Philon1, a humanoid automaton that could pour and mix wine and water. However, there has been a sharp rise in recent years in the number of companies developing and trialing humanoid robots, particularly within the warehouse sector. Digit, which can grasp and lift objects, is going to start by moving empty tote boxes as part of Amazon’s efforts to automate its warehouse operations. Similarly, Figure and Boston Dynamicsare prototyping humanoid robots for use in distribution centers. Tesla’s Optimus Robot also looks promising for warehouse applications, as it can self-calibrate its arms and legs and has the capability to sort objects fully autonomously. Additionally, the commercial launch of Apollo by tech startup Apptronik is expected to take place in late 2024, and videos have already shown it walking, case picking, palletizing, and unloading trailers.
Yet, in spite of the current chatter around the technology and the flurry of pilots and prototypes, change is unlikely to happen overnight. Most pilot projects take months or even years to reach completion, and rollouts tend to happen in incremental stages. Furthermore, our feeling is that, although we are already starting to see humanoid robots appear in warehouses, some obstacles still exist, particularly in regard to acceptance of humanoid robots by their human co-workers.
Are bipedal robots inevitable?
Warehouse automation solutions in general have been in place for decades, carrying out many physically demanding, menial jobs. For example, automated storage and retrieval systems (AS/RS) are already widely used alongside human workers to deliver much faster rates of order picking and to increase throughput. Furthermore, over the past five years, there has been a steady rise in the development and adoption of mobile automation solutions for the warehouse, such as automated guided vehicles (AGVs) and autonomous mobile robots (AMRs).
This surge in demand has been in part fueled by the ongoing labor and skills shortages blighting the industry. Research by Interact Analysis shows scarcity of labor remains the biggest driver of demand for mobile robots and the impact of shortages is becoming more acute. As a result of this and other drivers for mobile automation (such as increasing labor costs, e-commerce growth, and the shift to flexible manufacturing), Interact Analysis forecasts shipments of mobile robots will continue growing at an annual rate of approximately 50% until 2027.2 (See Figure 1.)
Similar to AMRs and AS/RS, humanoid robots may simply be another evolutionary stage in the development of technology for the industry. Because of their ability to move and interact with their environment in a similar way to an actual person, humanoid robots have the potential to meet some very specific needs of the modern warehouse while also offering a very different value proposition to traditional robots. Warehousing involves repetitive and physically demanding menial work that often has seasonal peaks in demand. This work often involves interacting with a variety of different products that lack standardization and a uniform shape and size. While traditional robots are very good at doing the same repetitive work over and over again, humanoid robots can be more adaptable (in a similar way to humans) and therefore can be applied to multiple different tasks throughout a warehouse.
Early applications for bipedal robots are likely to include trailer unloading, which is simple, physically demanding, and repetitive, but difficult to complete using traditional robots. While they tend to operate at a slower pace than traditional robots, humanoid robots also offer the potential to be introduced to the workforce during peak periods without requiring substantial operational changes to warehouse workflows or alterations to the layout of the warehouse. In this way, humanoid robots offer greater flexibility than other materials handling solutions, as they can be dropped into existing supply chains alongside human workers. Humanoid robots are able to take on jobs that are unappealing and take a toll on the human body (such as trailer loading/unloading), freeing up employees for more complex, less physically demanding, and more interesting tasks. Additionally, unlike traditional robots, humanoid robots possess a level of mobility and dexterity that allows them to take on multiple different tasks across facilities, workflows, and applications, and to handle the variety of objects found in a typical warehouse.
Given these potential benefits, will humanoid robots see the same sort of growth rate as AMRs and other robotics solutions? That depends on how well they are able to overcome the barriers to adoption. The largest barrier is the high cost of humanoid robots, which means businesses will currently have to wait a long time to achieve a return on their investment. However, another significant barrier is the “uncanny valley” effect, or the feeling of unease or revulsion people feel when they encounter a human-like robot, and the personification of role replacement humanoid robots represent.
Is our unease surmountable?
At the time of Amazon’s announcement, concerns were raised about humanoid robots displacing human workers.3 Similar concerns have been raised in the past about other robotic technology, such as AMRs. But anecdotal evidence indicates people like working alongside AMRs, where the robot carries out menial, physically demanding work, while they act in a supervisory capacity.
However, the very reasons humanoid robots are capable of working so well alongside human workers are also one of the biggest stumbling blocks for their rapid and widespread adoption: their ability to move and function similarly to a human. From the automaton in ETA Hoffman’s nihilistic 1815 short story “The Sandman” to movies and TV shows such as Terminator, Avengers: Age of Ultron, Blade Runner, and Westworld, humanoid robots have been depicted as problematic and, in some cases, apocalyptically so. Coupled with this, humanoid robots appear to cause greater resentment than other forms of autonomous mobile robots because they are role replacement personified. After all, few humans want to be outpaced, outlifted, and outperformed by a robot that looks like a person.
Responding to concerns about job losses, Amazon has emphasized the “hundreds of thousands of new jobs” that have been created as a result of its use of robotic systems, including “700 categories of new job types in skilled roles,” with robots being used to replace the most “menial, mundane, and repetitive” tasks.
Ultimately, companies are unlikely to be deterred from deploying humanoid robots by their appearance. Although Digit walks on two legs and is capable of lifting and moving objects with its arms, we are far from a dystopic future in which sentient robots blend seamlessly into the human population. The bipedal robot has been designed specifically for warehouse automation where the focus is on increasing throughput and filling labor gaps, rather than the complexities of human thought and movement. Indeed, Amazon describes Digit as “a mobile manipulator solution,” and Tye Brady, chief technologist at Amazon Robotics, told reporters in Seattle that people are “irreplaceable” to the company because of their “ability to think at a higher level, the ability to diagnose problems.”
Promising but still some way off
At Interact Analysis, we have charted the steep rise in demand for warehouse automation technology. Many facilities are still operating manually, but companies worldwide plan to increase investment in automation over the coming years. Skills and labor shortages are showing no signs of stopping within the materials handling industry, and mobile robots are being utilized already in a range of different settings. They often provide a solution to repetitive, physically demanding, uncomfortable, and dangerous jobs.
In addition to this, our research indicates the scalability and flexibility to use humanoid robots within existing warehouse operations alongside human workers could provide a unique answer to ongoing skills and labor gaps. There will always be inertia to change regardless of what the automation solution looks like, and it is too early to tell whether in the long-term bipedal robots will become widely used in warehouses. However, it is certainly a possibility. It will be dependent on the success of early pilots, whether ethical concerns can be overcome, and whether other robotics technology is found to be better suited to specific tasks. Amazon has always been a leader in its use of robotics, with the rest of the industry tending to follow (or fail!), so this pilot could be the catalyst for the wider rollout of humanoid robots in the future. Although competition to develop affordable and effective models is growing, the widespread use of humanoid robots in warehousing, if it happens, is clearly some way off.
Benefits for Amazon's customers--who include marketplace retailers and logistics services customers, as well as companies who use its Amazon Web Services (AWS) platform and the e-commerce shoppers who buy goods on the website--will include generative AI (Gen AI) solutions that offer real-world value, the company said.
The launch is based on “Amazon Nova,” the company’s new generation of foundation models, the company said in a blog post. Data scientists use foundation models (FMs) to develop machine learning (ML) platforms more quickly than starting from scratch, allowing them to create artificial intelligence applications capable of performing a wide variety of general tasks, since they were trained on a broad spectrum of generalized data, Amazon says.
The new models are integrated with Amazon Bedrock, a managed service that makes FMs from AI companies and Amazon available for use through a single API. Using Amazon Bedrock, customers can experiment with and evaluate Amazon Nova models, as well as other FMs, to determine the best model for an application.
Calling the launch “the next step in our AI journey,” the company says Amazon Nova has the ability to process text, image, and video as prompts, so customers can use Amazon Nova-powered generative AI applications to understand videos, charts, and documents, or to generate videos and other multimedia content.
“Inside Amazon, we have about 1,000 Gen AI applications in motion, and we’ve had a bird’s-eye view of what application builders are still grappling with,” Rohit Prasad, SVP of Amazon Artificial General Intelligence, said in a release. “Our new Amazon Nova models are intended to help with these challenges for internal and external builders, and provide compelling intelligence and content generation while also delivering meaningful progress on latency, cost-effectiveness, customization, information grounding, and agentic capabilities.”
The new Amazon Nova models available in Amazon Bedrock include:
Amazon Nova Micro, a text-only model that delivers the lowest latency responses at very low cost.
Amazon Nova Lite, a very low-cost multimodal model that is lightning fast for processing image, video, and text inputs.
Amazon Nova Pro, a highly capable multimodal model with the best combination of accuracy, speed, and cost for a wide range of tasks.
Amazon Nova Premier, the most capable of Amazon’s multimodal models for complex reasoning tasks and for use as the best teacher for distilling custom models
Amazon Nova Canvas, a state-of-the-art image generation model.
Amazon Nova Reel, a state-of-the-art video generation model that can transform a single image input into a brief video with the prompt: dolly forward.
Economic activity in the logistics industry expanded in November, continuing a steady growth pattern that began earlier this year and signaling a return to seasonality after several years of fluctuating conditions, according to the latest Logistics Managers’ Index report (LMI), released today.
The November LMI registered 58.4, down slightly from October’s reading of 58.9, which was the highest level in two years. The LMI is a monthly gauge of business conditions across warehousing and logistics markets; a reading above 50 indicates growth and a reading below 50 indicates contraction.
“The overall index has been very consistent in the past three months, with readings of 58.6, 58.9, and 58.4,” LMI analyst Zac Rogers, associate professor of supply chain management at Colorado State University, wrote in the November LMI report. “This plateau is slightly higher than a similar plateau of consistency earlier in the year when May to August saw four readings between 55.3 and 56.4. Seasonally speaking, it is consistent that this later year run of readings would be the highest all year.”
Separately, Rogers said the end-of-year growth reflects the return to a healthy holiday peak, which started when inventory levels expanded in late summer and early fall as retailers began stocking up to meet consumer demand. Pandemic-driven shifts in consumer buying behavior, inflation, and economic uncertainty contributed to volatile peak season conditions over the past four years, with the LMI swinging from record-high growth in late 2020 and 2021 to slower growth in 2022 and contraction in 2023.
“The LMI contracted at this time a year ago, so basically [there was] no peak season,” Rogers said, citing inflation as a drag on demand. “To have a normal November … [really] for the first time in five years, justifies what we’ve seen all these companies doing—building up inventory in a sustainable, seasonal way.
“Based on what we’re seeing, a lot of supply chains called it right and were ready for healthy holiday season, so far.”
The LMI has remained in the mid to high 50s range since January—with the exception of April, when the index dipped to 52.9—signaling strong and consistent demand for warehousing and transportation services.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain.”
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.
Specifically, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”
Freight transportation providers and maritime port operators are bracing for rough business impacts if the incoming Trump Administration follows through on its pledge to impose a 25% tariff on Mexico and Canada and an additional 10% tariff on China, analysts say.
Industry contacts say they fear that such heavy fees could prompt importers to “pull forward” a massive surge of goods before the new administration is seated on January 20, and then quickly cut back again once the hefty new fees are instituted, according to a report from TD Cowen.
As a measure of the potential economic impact of that uncertain scenario, transport company stocks were mostly trading down yesterday following Donald Trump’s social media post on Monday night announcing the proposed new policy, TD Cowen said in a note to investors.
But an alternative impact of the tariff jump could be that it doesn’t happen at all, but is merely a threat intended to force other nations to the table to strike new deals on trade, immigration, or drug smuggling. “Trump is perfectly comfortable being a policy paradox and pushing competing policies (and people); this ‘chaos premium’ only increases his leverage in negotiations,” the firm said.
However, if that truly is the new administration’s strategy, it could backfire by sparking a tit-for-tat trade war that includes retaliatory tariffs by other countries on U.S. exports, other analysts said. “The additional tariffs on China that the incoming US administration plans to impose will add to restrictions on China-made products, driving up their prices and fueling an already-under-way surge in efforts to beat the tariffs by importing products before the inauguration,” Andrei Quinn-Barabanov, Senior Director – Supplier Risk Management solutions at Moody’s, said in a statement. “The Mexico and Canada tariffs may be an invitation to negotiations with the U.S. on immigration and other issues. If implemented, they would also be challenging to maintain, because the two nations can threaten the U.S. with significant retaliation and because of a likely pressure from the American business community that would be greatly affected by the costs and supply chain obstacles resulting from the tariffs.”
New tariffs could also damage sensitive supply chains by triggering unintended consequences, according to a report by Matt Lekstutis, Director at Efficio, a global procurement and supply chain procurement consultancy. “While ultimate tariff policy will likely be implemented to achieve specific US re-industrialization and other political objectives, the responses of various nations, companies and trading partners is not easily predicted and companies that even have little or no exposure to Mexico, China or Canada could be impacted. New tariffs may disrupt supply chains dependent on just in time deliveries as they adjust to new trade flows. This could affect all industries dependent on distribution and logistics providers and result in supply shortages,” Lekstutis said.