ASKUL LOGIST, a leading 3PL provider, introduced AMRs to address client demands, resulting in double the productivity with half the workforce.
This case study is essential for companies looking to improve efficiency and minimize labor costs in logistics warehouses. It highlights the real-world applications of AMRs, showcasing how businesses have successfully adopted Rapyuta Robotics’ solutions. The benefits and outcomes of Rapyuta PA-AMRs are explored through in-depth interviews.
ASKUL LOGIST Corporation ASKUL Value Center Kansai
Industry: General freight trucking, freight forwarding, warehousing, and related services
Number of PA-AMRs introduced: 12 units
PA-AMR Operation Start Date: July 2024
This case study showcases the implementation of Rapyuta PA-AMRs at the ASKUL Value Center, a key logistics hub in western Japan operated by ASKUL LOGIST Corp., which handles logistics for ASKUL and LOHACO.
“Prior to implementing AMRs, ASKUL LOGIST relied on manual picking operations, which required workers to push heavy carts. In response to Nestlé’s request to ‘introduce robotics to improve productivity and reduce labor,’ ASKUL LOGIST proposed the deployment of Rapyuta PA-AMRs. The results were transformative: productivity nearly doubled, and the number of required pickers was reduced by half.”
This case features Nestlé as the client and ASKUL LOGIST as the 3PL provider. Part 1 explores ASKUL LOGIST’s perspective as the 3PL provider, while Part 2 provides insights from Nestlé as the client.
Interviewees:
Yuma Okada (Photo 1): Director, Logistics Solutions Sales, Logistics Network, Logistics Division, ASKUL Corporation
Yoshihiro Takahashi (Photo 2): Logistics Engineering, Logistics Solutions Development, Logistics Division, ASKUL Corporation
Miho Mitsutomo (Photo 3): Logistics Solutions Sales, Logistics Network, Logistics Division, ASKUL Corporation
Shinya Inaba (Photo 4): Osaka EC Logistics Center, West Japan Logistics Division, ASKUL LOGIST Corporation
Index
- AMR implementation proposed by the 3PL to meet client needs
- Background on exploring automation solutions
- Why Rapyuta PA-AMRs were selected and the process behind their introduction
- Successful deployments of Rapyuta PA-AMRs at other locations
- Client feedback and evaluation of Rapyuta Robotics
- Key benefits of Rapyuta PA-AMRs
- First introduction of the XL model
- On-site feedback from the team
- The relationship between the client and the 3PL provider
Q: In this project, with Nestlé as the client and ASKUL LOGIST as the 3PL provider, who proposed the implementation of AMRs?
Mr. Okada: Nestlé first expressed interest in advancing automation. In response, ASKUL LOGIST developed a comprehensive plan to meet their needs effectively. This led to the proposal and successful deployment of AMRs.
Q: What challenges led to the consideration of implementing AMRs?
Ms. Mitsutomo: Previously, site staff had to manually push large carts while performing picking operations. But the long walking distances and the heavy weight of the carts were big challenges, putting a lot of physical strain on them. We also got feedback from the site that picking tasks were too demanding, so we started looking for solutions that could help reduce that burden.
On top of that, for several years, we have focused on automation and labor-saving initiatives across our operations. As labor shortages became increasingly critical, implementing AMRs became a necessity.
Q: Can you walk us through the process that led to the decision to implement Rapyuta PA-AMRs?
Ms. Mitsutomo: We spent about a year evaluating automation solutions to enhance efficiency and reduce labor costs. We evaluated options such as conveyor systems and automated guided vehicles (AGVs) but found them impractical due to high costs and limited operational flexibility. Ultimately, we concluded that Rapyuta PA-AMRs, which had already been successfully deployed at other sites within our organization, were the best fit. With Rapyuta’s full support, we conducted a proof of concept (PoC), which confirmed their effectiveness and led to full implementation.
Q: What were the goals and objectives of implementing Rapyuta PA-AMRs?
Mr. Inaba: We had two main objectives: reducing the walking distance for staff and lowering the physical burden of pulling carts. In addition to these, we aimed to double the productivity of picking operations compared to the previous level.
Regarding walking distance, staff members previously walked nearly 20,000 steps per day per person. We believe we’ve successfully reduced that by about half. Consequently, the number of picking staff required for operations has also been halved. Moreover, productivity has nearly doubled, which we consider an extremely significant achievement.
Q: What kind of information did you gather when considering the implementation at ASKUL Value Center?
Ms. Mitsutomo: We had already deployed Rapyuta PA-AMRs at other sites, so during that process, we reached out to almost every AMR provider in Japan and did extensive benchmarking. From there, we narrowed it down to four or five companies for a detailed comparison and eventually chose Rapyuta’s AMRs.
For the ASKUL Value Center, we had already decided on Rapyuta AMRs, so minimal additional research was needed. Instead, we invited Nestlé’s managers and site staff to visit another facility where the AMRs were operational. They got to experience the operations firsthand, which helped confirm that the system would work well for their needs.
Q: What factors contributed to your evaluation of Rapyuta Robotics?
Mr. Takahashi: We had already implemented Rapyuta PA-AMRs at another site, so we knew we could rely on the strong support from Rapyuta’s engineers. Their reliability and expertise really stood out to us. On top of that, we saw how capable their AMRs are in actual operations, often surprising us with features and functionality we didn’t expect but found incredibly valuable.
What really made Rapyuta Robotics stand out was their collaborative approach. They worked closely with us as true partners, supporting us every step of the way—from implementation to operations and system development. Compared to other providers, their service quality was exceptional, so when we were planning for ASKUL Value Center, we didn’t feel the need to consider other options.
Q: What features of the Rapyuta PA-AMR impressed you the most?
Mr. Takahashi: The functionality really stood out. Rapyuta’s AMRs feature a picker guidance system that directs staff to their next task after completing one, significantly enhancing efficiency. It’s a unique feature that’s made a big difference in improving picker efficiency.
For this project, the AMRs were upgraded to handle multiple picks at a single location, a feature perfectly suited to Nestlé’s operations. This innovation sets Rapyuta’s AMRs apart.
Q: Were there any improvements made to the picking process or other workflows as part of this implementation?
Ms. Mitsutomo: Most of the improvements were focused on picking, as it was the most manual and labor-intensive part of our operations. Optimizing this process was crucial because, prior to using AMRs, our picking process required twice as many staff. Additional workflow improvements included reducing non-essential tasks, such as returning picking carts to their starting points. These changes really streamlined the process and boosted overall efficiency.
Q: Why was the XL model of the AMR selected for ASKUL Value Center?
Mr. Takahashi: At ASKUL Value Center, the product sizes we handle are quite different from those at other centers. The standard-sized folding containers we used elsewhere couldn’t fit Nestlé’s products, which was a big challenge. So, we decided to introduce the larger XL model to make sure it was compatible with Nestlé’s items.
When I joined the project, the proof of concept (PoC) was already underway. We tested the compatibility using actual products and checked things like aisle widths and clearance on-site. These tests confirmed that the XL model was the best fit for this project, so we moved forward with it.
I think one of Rapyuta’s biggest strengths is their wide variety of product sizes and options, which made it really easy to find a solution that worked for us.
Q: How long did the PoC process take?
Mr. Takahashi: There were several on-site factors we couldn’t fully anticipate, but Rapyuta started preparations 2–3 days in advance, which made the process much smoother for us. We only had to focus on tasks the day before and the day of the PoC. The day before, we went to the site to prepare the data, confirm the orders, and divide the area into sections. The PoC itself was completed in just one day.
Q: What feedback have you received from the site since the implementation?
Mr. Inaba: Before the implementation, staff had to use carts for picking, which meant pulling heavy loads across long distances in the warehouse. The previous system posed significant challenges for staff, particularly women. With the new system, pickers now walk to required locations empty-handed, greatly reducing their physical workload. We’ve received a lot of positive feedback, with many saying, “The work is so much easier now.”
As for using the AMRs, the large screens and simple, intuitive interface made them easy to learn. We ran a few training sessions, and after that, the staff picked up the rest while working. Everyone adapted to the system quickly and without any trouble.
Q: What challenges or key concerns are commonly raised by clients with 3PL providers?
Mr. Okada: Clients consistently expect us to meet QCD—quality, cost, and delivery. If we become complacent, we risk falling behind as the industry evolves. In my opinion, the key to success is delivering high-quality service while continually finding ways to reduce costs.
Q: Can you tell us about the relationship and collaboration between Nestlé, as the client, and ASKUL and ASKUL LOGIST, as the 3PL provider?
Mr. Okada: Our logistics partnership with Nestlé began in 2015 as a small-scale collaboration. Over the years, it has evolved into larger initiatives, and we are now approaching a decade of successful cooperation.
Beyond logistics, ASKUL has had a long and close relationship with Nestlé in our core business areas as well. For this project, Nestlé has been great about sharing detailed logistics forecasts and campaign information ahead of time, which has really helped us build a strong partnership.
We’re dedicated to maintaining this relationship and continuing to support Nestlé’s business growth going forward.