FOCUS Business & partnerships
GETTING THE BALANCE RIGHT
Scott Merrick, MD at Inteq Group, says combining the strengths of people and technology is the winning formula for future-ready logistics
U
K retailers and logistics operators are grappling with a perfect storm holding back growth: labour shortages, wage inflation and ever-
rising customer expectations. Our research among directors and senior leaders across the UK retail and eCommerce sector found that almost half identified rising wages as a key barrier to scaling, while 38% said recruitment costs are one of the biggest pressure points in the warehouse. Against this backdrop, robotics and automation can feel like a golden ticket in a fast-paced and highly competitive retail landscape. When demand is high, ensuring products are consistently available is critical to maintaining customer loyalty. And, as our survey revealed, nearly one in four retailers (24%) admit that warehouse labour challenges are already undermining the customer experience.
But while automation can be transformative, too many organisations still treat it as a sticking plaster: installing robots to fix immediate pain points rather than embedding automation into a broader, long-term strategy. The businesses that truly stand out will be those that view automation as an enhancement of their people, not a replacement. Those who take this approach will not only ease today’s pressures but also build more resilient, scalable operations for the future.
People AND machines – not versus The automation debate is too often framed as “people or machines” - but that’s the wrong lens. Treating automation purely as a replacement exercise misses the point. Robots shouldn’t displace people; they are tools which should enhance their work. Robots excel at the repetitive, heavy,
and precision-driven tasks that drain time, energy, and can take a physical toll on human employees. People, meanwhile, bring judgment, problem-solving, and adaptability. The real value emerges when these capabilities are combined.
30 October 2025 | Automation
In practice, that might mean robots handling the picking and transporting of goods, while warehouse operatives concentrate on higher-value, more complex tasks.
The outcome is a win on multiple fronts:
greater safety, fewer errors, and reduced reliance on fluctuating labour availability. At the same time, employees enjoy more rewarding roles, better retention, and clearer pathways for career development.
Success depends on collaboration However, before rushing into automation, it’s essential to step back and ground decisions in the wider business strategy. One of the biggest misconceptions about warehouse automation is that it’s simply a technology investment. In reality, success depends on collaboration; not just between software and machines, but between operations, IT, and the C-suite. Too often, warehouse managers are left
fire-fighting day-to-day challenges while senior leaders set ambitious growth targets in isolation. This disconnect means automation projects end up underpowered and under- delivering. To build solutions that are flexible, scalable,
and truly fit for purpose, businesses need everyone at the table, from warehouse operatives on the floor to decision-makers in the boardroom.
An illustration of what success can look like is our partnership with a global retailer. As the business expanded its international customer base, it faced surging order volumes and the operational pressures that come with rapid growth. To keep pace, it needed to strengthen
efficiency, accuracy, and resilience. Inteq deployed advanced mobile robotics to deliver a flexible, high-performance system. This enabled goods-to-person picking and automated replenishment, driving a 41% increase in picking and packing efficiency and a 40% improvement in replenishment.
A combined strength By combining the strengths of people and technology, the retailer has been able to keep pace with global demand while creating a more resilient and rewarding operation. Ultimately, resilience isn’t about who has the most robots or who can hire the most people. It’s about balance – using technology to amplify human potential rather than replace it. That balance will look different for every organisation.
For some, it will mean scaling flexible automation modules that can grow with the business. For others, it’ll be about connecting existing systems so that data flows seamlessly across teams. But in every case, the goal is the same: build operations that are agile, scalable, and ready for whatever comes next. The bottom line? The future of logistics isn’t automated or human-only: it’s both. The businesses that embrace this blended, integrated model now will pave the way to be the leaders of tomorrow. And when there’s so much at stake, those that ensure the customer experience is seamless and consistently exceptional will be the real winners.
Inteq
www.weareinteq.com
automationmagazine.co.uk
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