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Locus Robotics Uses Simulation as a Differentiator

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Locus Robotics Uses Simulation As A Differentiator

Before a potential customer buys an autonomous mobile robot solution, Locus Robotics often uses different types of simulation to determine the type of robots needed and the number needed to optimize productivity at a warehouse. This allows Locus to make a robust calculation of the ROI that will result from the project. This capability can also be used with existing customers whose pick volumes are changing to see whether adding new bots makes sense. Locus’s simulation capabilities are a key differentiator for the company in the AMR market.

Simulation is a Critical Part of Locus Robotics’ Differentiation

Locus Robotics is a provider of autonomous mobile robots. AMRs are employed in warehouses to increase productivity and employee satisfaction. These solutions also speed up employee onboarding. As opposed to traditional automation, AMRs are a flexible form of automation that allows a warehouse to scale in a manner that does not disrupt operations.

Locus is one of the largest providers in the market – in a press release last year, they announced that their bots had completed over 4 billion picks.

One of the key approaches to simulating warehouse operations is based on employing discrete event simulation (DES) techniques and tools. DES allows the modeling of complex warehouse operations at various levels of detail. Building a detailed DES model may be a time-intensive activity, but it pays dividends in bringing insights into the operations of a warehouse. Typically, modeling is done by highly trained engineers with an industrial engineering background. Some very large manufacturers and logistics service providers have the capability to use these tools. Most companies don’t.

Work Can Be Viewed at a Macro Level

Locus Robotics employs a multi-faceted approach to simulating the warehouse operations of a fleet of autonomous robots that combines DES techniques with detailed robot autonomy models for a highly enriched and accurate simulation of AMR warehouse operations. This is a unique capability in the industry. It allows Locus Robotics simulations to be extremely accurate.

Modeling AMRs is Complex

I interviewed Hamid Montazeri, a senior vice president of software engineering, robotics, data science & AI/ML at Locus Robotics. “Simulation,” Mr. Montazeri explained, “is an approximate representation of how a physical system works in the real world. It provides opportunities to do things that would be expensive or very time-consuming to do manually. It helps designers create a more effective system. Locus uses simulation to help design better robots and help customers learn how to optimally use Locus bots in their operations.

The more granular the simulation model, the higher the fidelity of the output. Mr. Montazeri believes simulation is a differentiator for Locus Robotics because other discrete event simulation solutions – DES is the primary form of simulation used to model warehouses and factories – poorly model how humans and mobile bots collaborate.

The Solution Supports Drill Down Views

Modeling collaborative AMRs is more complex than modeling manual warehouses or warehouses with bolted-down material handling systems.

DES starts with a model of the warehouse – where the aisles are and how long they are. Where the shelves are, how high they are, how many pick locations are in that aisle, and so forth. Then, cyber orders are downloaded. These order lines are associated with the pick locations. Then, constraints are added. For example, these virtual pickers work in zones and don’t go outside those zones. Orders are dropped into the simulation engine, and the closest worker to a pick location is often assigned to the pick.

But with Locus, bots move to a pick location, and a worker goes to the bot and picks onto it. Then, the worker may be asked to move ten feet down an aisle where another robot is waiting. The worker goes to that bot and picks onto it. This optimization logic is designed to reduce pickers’ travel times while ensuring the orders will be packed and ready to ship on schedule. The model must incorporate this complex orchestration of virtual man and machine based on understanding how the Locus System optimizes task allocation.

Further, the Locus solution optimizes the size of the cartons used on a bot. This affects how many cartons the robot carries. This logic also needs to be understood.

Locus Robotics is not a provider of warehouse management systems. However, their simulation model must also understand how the warehouse management system creates tasks. For example, in addition to assigning workers to picks, the WMS may print labels at print stations that need to be attached to cases.

But Mr. Montazeri believes that the detailed simulation at the lower levels – the levels that describe how the actual machines operate – is key to the fidelity of their simulation models.

For example, it is not as simple as saying that a bot moves this fast on average. Bots have collision-avoidance logic. Avoiding a collision adds time. But how much time? The robot sensors have a specific range. The range of those sensors affects how the bot avoids collisions. This cyber-physical knowledge is incorporated into the Locus model.

Locus Robotics Models the Complex Ways Man and Machine Collaborate

Locus also has different types of robots. One of their robots can connect to a cart and then move it to a desired location. The time it takes to do this, and its navigation constraints are modeled. The company offers solutions for each picking, case picking, putaway, and moving carts. The platform also can support handoffs to conveyors, slides, and putwalls. All of this can be modeled in detail.

Further, AMR operations require communication networks. These communication networks are not perfect. Locus is unique in its ability to model imperfections and perturbances in the available communication network pathways. Bots navigate based on simultaneous localization and mapping. An understanding of how SLAM works adds additional constraints.

In short, because Locus engineers can add many aspects of the AMR autonomy stack to the simulation models, they can model the physical layer at a depth no one else can.

In a warehouse with multiple forms of automation, Locus can combine the detailed simulation models of their robots with more traditional models that can be built for other automation solutions. This provides for a more holistic simulation of warehouse operations.

Finally, Locus has sites with hundreds of robots. Almost no other vendor does. That scale adds further complexities to the modeling of warehouse operations due to congestion, collision avoidance, and understanding how bots need to queue up at various service stations.

In conclusion, for Locus Robotics, simulation is a critical tool for helping customers get the most value out of these systems and providing the value they promised.

The post Locus Robotics Uses Simulation as a Differentiator appeared first on Logistics Viewpoints.

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India–U.S. Trade Announcement Creates Strategic Options, Not Executable Change

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India–u.s. Trade Announcement Creates Strategic Options, Not Executable Change

The announcement by Donald Trump and Narendra Modi of an India–U.S. “trade deal” has drawn immediate attention from global markets. From a supply chain and logistics perspective, however, the more important observation is not the scale of the claims, but the lack of formal detail required for execution.

At this stage, what exists is a political statement rather than a completed trade agreement. For companies managing sourcing, manufacturing, transportation, and compliance across India–U.S. trade lanes, uncertainty remains the defining condition.

What Has Been Announced So Far

Based on public statements from the U.S. administration and reporting by CNBC and Al Jazeera, several points have been asserted:

U.S. tariffs on Indian goods would be reduced from an effective 50 percent to 18 percent

India would reduce tariffs and non tariff barriers on U.S. goods, potentially to zero

India would stop purchasing Russian oil and increase energy purchases from the United States

India would significantly increase purchases of U.S. goods across energy, agriculture, technology, and industrial sectors

Statements from the Indian government have been more limited. New Delhi confirmed that U.S. tariffs on Indian exports would be reduced to 18 percent, but it did not publicly confirm commitments related to Russian oil, agricultural market access, or large scale procurement from U.S. suppliers.

This divergence matters. In supply chain planning, commitments only become relevant when they are documented, scoped, and enforceable.

Why This Is Not Yet a Trade Agreement

From an operational standpoint, the announcement lacks several elements required to support planning and execution:

No published tariff schedules by HS code

No clarification on rules of origin

No definition of non tariff barrier reductions

No implementation timelines

No enforcement or dispute resolution mechanisms

Without these components, companies cannot reliably model landed cost, supplier risk, or network design changes.

By comparison, India’s recently announced trade agreement with the European Union includes detailed provisions covering market access, regulatory alignment, and investment protections. Those provisions are what allow supply chain leaders to translate trade policy into operational decisions. The U.S. announcement does not yet meet that threshold.

Implications for Supply Chains

Tariff Reduction Could Be Material if Formalized

An 18 percent tariff rate would improve India’s competitive position relative to regional peers such as Vietnam, Bangladesh, and Pakistan. If implemented and sustained, this could support incremental sourcing from India in sectors such as textiles, pharmaceuticals, and light manufacturing.

For now, however, this remains a scenario rather than a planning assumption.

Energy Commitments Are the Largest Unknown

The claim that India would halt purchases of Russian oil has significant implications across energy, chemical, and manufacturing supply chains. Russian crude has been a key input for Indian refineries and downstream industrial production.

A shift away from that supply would affect energy input costs, tanker routing, port utilization, and U.S.–India crude and LNG trade volumes. None of these impacts can be assessed with confidence without confirmation from Indian regulators and implementing agencies.

Agriculture Remains Politically and Operationally Sensitive

U.S. officials have suggested expanded access for American agricultural exports. Historically, agriculture has been one of the most protected and politically sensitive sectors in India.

Any meaningful liberalization would raise questions around cold chain capacity, port infrastructure, domestic political resistance, and regulatory compliance. These factors introduce execution risk that supply chain leaders should consider carefully.

Compliance and Digital Trade Issues Are Unresolved

Several areas remain undefined:

Whether India will adjust pharmaceutical patent protections

Whether U.S. technology firms will receive exemptions from digital services taxes

Whether labor and environmental standards will be linked to market access

Each of these issues influences sourcing strategies, contract terms, and long term cost structures.

Practical Guidance for Supply Chain Leaders

Until formal documentation is released, a measured approach is warranted:

Avoid making structural network changes based on political announcements

Model tariff exposure using multiple scenarios rather than a single assumed outcome

Monitor customs and regulatory guidance rather than headline statements

Assess exposure to potential energy cost changes in Indian operations

Track implementation of the India–EU agreement as a near term reference point

Bottom Line

This announcement suggests a potential shift in the direction of India–U.S. trade relations, but it does not yet provide the clarity required for operational decision making.

For now, it creates strategic optionality rather than executable change.

Until tariff schedules, regulatory commitments, and enforcement mechanisms are formally published, supply chain and logistics leaders should treat this development as informational rather than actionable. In trade, execution begins only when the documentation exists.

The post India–U.S. Trade Announcement Creates Strategic Options, Not Executable Change appeared first on Logistics Viewpoints.

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Winter weather challenges, trade deals and more tariff threats – February 3, 2026 Update

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Winter weather challenges, trade deals and more tariff threats – February 3, 2026 Update

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Published: February 3, 2026

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Weekly highlights

Ocean rates – Freightos Baltic Index

Asia-US West Coast prices (FBX01 Weekly) decreased 10% to $2,418/FEU.

Asia-US East Coast prices (FBX03 Weekly) decreased 2% to $3,859/FEU.

Asia-N. Europe prices (FBX11 Weekly) decreased 5% to $2,779/FEU.

Asia-Mediterranean prices(FBX13 Weekly) decreased 5% to $4,179/FEU.

Air rates – Freightos Air Index

China – N. America weekly prices increased 8% to $6.74/kg.

China – N. Europe weekly prices decreased 4% to $3.44/kg.

N. Europe – N. America weekly prices increased 10% to $2.53/kg.

Analysis

Winter weather is complicating logistics on both sides of the Atlantic. Affected areas in the US, especially the southeast and southern midwest are still recovering from last week’s major storm and cold.

Storms in the North Atlantic slowed vessel traffic and disrupted or shutdown operations at several container ports across Western Europe and into the Mediterranean late last week. Transits resumed and West Med ports restarted operations earlier this week, but the disruptions have already caused significant delays, and weather is expected to worsen again mid-week.

The resulting delays and disruptions could increase congestion levels at N. Europe ports, but ocean rates from Asia to both N. Europe and the Mediterranean nonetheless dipped 5% last week as the pre-Lunar New Year rush comes to an end. Daily rates this week are sliding further with prices to N. Europe now down to about $2,600/FEU and $3,800/FEU to the Mediterranean – from respective highs of $3,000/FEU and $4,900/FEU in January.

Transpacific rates likewise slipped last week as LNY nears, with West Coast prices easing 10% to about $2,400/FEU and East Coast rates down 5% to $3,850/FEU. West Coast daily prices have continued to slide so far this week, with rates dropping to almost $1,900/FEU as of Monday, a level last seen in mid-December.

Prices across these lanes are significantly lower than this time last year due partly to fleet growth. ONE identified overcapacity as one driver of Q3 losses last year, with lower volumes due to trade war frontloading the other culprit.

And trade war uncertainty has persisted into 2026.

India – US container volumes have slumped since August when the US introduced 50% tariffs on many Indian exports. Just this week though, the US and India announced a breakthrough in negotiations that will lower tariffs to 18% in exchange for a reduction in India’s Russian oil purchases among other commitments. President Trump has yet to sign an executive order lowering tariffs, and the sides have not released details of the agreement, but once implemented, container demand is expected to rebound on this lane.

Recent steps in the other direction include Trump issuing an executive order that enables the US to impose tariffs on countries that sell oil to Cuba, and threatening tariffs and other punitive steps targeting Canada’s aviation manufacturing.

The recent volatility of and increasing barriers to trade with the US since Trump took office last year are major drivers of the warmer relations and increased and diversified trade developing between other major economies. The EU signed a major free trade agreement with India last week just after finalizing a deal with a group of South American countries, and other countries like the UK are exploring improved ties with China as well.

In a final recent geopolitical development, Panama’s Supreme Court nullified Hutchinson Port rights to operate its terminals at either end of the Panama Canal. The Hong Kong company was in stalled negotiations to sell those ports following Trump’s objection to a China-related presence in the canal. Maersk’s APMTP was appointed to take over operations in the interim.

In air cargo, pre-LNY demand may be one factor in China-US rates continuing to rebound to $6.74/kg last week from about $5.50/kg in early January. Post the new year slump, South East Asia – US prices are climbing as well, up to almost $5.00/kg last week from $4.00/kg just a few weeks ago.

China – Europe rates dipped 4% to $3.44/kg last week, with SEA – Europe prices up 7% to more than $3.20/kg, and transatlantic rates up 10% to more than $2.50/kg, a level 25% higher than early this year.

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Judah Levine

Head of Research, Freightos Group

Judah is an experienced market research manager, using data-driven analytics to deliver market-based insights. Judah produces the Freightos Group’s FBX Weekly Freight Update and other research on what’s happening in the industry from shipper behaviors to the latest in logistics technology and digitization.

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The post Winter weather challenges, trade deals and more tariff threats – February 3, 2026 Update appeared first on Freightos.

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Microsoft and the Operationalization of AI: Why Platform Strategy Is Colliding with Execution Reality

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Microsoft And The Operationalization Of Ai: Why Platform Strategy Is Colliding With Execution Reality

Microsoft has positioned itself as one of the central platforms for enterprise AI. Through Azure, Copilot, Fabric, and a rapidly expanding ecosystem of AI services, the company is not merely offering tools, it is proposing an operating model for how intelligence should be embedded across enterprise workflows.

For supply chain and logistics leaders, the significance of Microsoft’s strategy is less about individual features and more about how platform decisions increasingly shape where AI lives, how it is governed, and which decisions it ultimately influences.

From Cloud Infrastructure to Operating Layer

Historically, Microsoft’s role in supply chain technology centered on infrastructure and productivity software. Azure provided scalable compute and storage, while Office and collaboration tools supported planning and coordination. That boundary has shifted.

Microsoft is now positioning AI as a horizontal operating layer that spans data management, analytics, decision support, and execution. Azure AI services, Microsoft Fabric, and Copilot are designed to work together, reducing friction between data ingestion, model development, and business consumption.

The implication for operations leaders is subtle but important: AI is no longer something added to systems; it is increasingly embedded into the platforms those systems rely on.

Copilot and the Question of Decision Proximity

Copilot has become a focal point of Microsoft’s AI narrative. Positioned as an assistive layer across applications, Copilot aims to surface insights, generate recommendations, and automate routine tasks.

For supply chain use cases, the key question is not whether Copilot can generate answers, but where those answers appear in the decision chain. Insights delivered inside productivity tools can improve awareness and coordination, but operational value depends on whether recommendations are connected to execution systems.

This highlights a broader pattern: AI that remains advisory improves efficiency; AI that is embedded into workflows influences outcomes. Microsoft’s challenge is bridging that gap consistently across heterogeneous enterprise environments.

Microsoft Fabric and the Data Foundation Problem

Microsoft Fabric represents an attempt to simplify and unify the enterprise data landscape. By combining data engineering, analytics, and governance into a single platform, Microsoft is addressing one of the most persistent barriers to AI adoption: fragmented and inconsistent data.

For supply chain organizations, Fabric’s value lies in its potential to standardize event data across planning, execution, and visibility systems. However, unification does not eliminate the need for data discipline. Event quality, latency, and ownership remain operational issues, not platform features.

Fabric reduces friction, but it does not resolve governance by itself.

Integration with Existing Enterprise Systems

Microsoft’s AI strategy assumes coexistence with existing ERP, WMS, TMS, and planning platforms. Integration, rather than replacement, is the dominant pattern.

This creates both opportunity and risk. On one hand, Microsoft can act as a connective tissue across systems that were never designed to work together. On the other, loosely coupled integration increases dependence on interface stability and data consistency.

In execution-heavy environments, even small integration failures can cascade quickly. As AI becomes more embedded, integration reliability becomes a strategic concern.

Where AI Is Delivering Value, and Where It Isn’t

AI deployments tend to deliver value fastest in areas such as demand sensing, scenario analysis, reporting automation, and exception identification. These use cases align well with Microsoft’s strengths in analytics, collaboration, and scalable infrastructure.

Where value is harder to realize is in autonomous execution. Closed-loop decision-making that directly triggers operational action requires tighter coupling with execution systems and clearer decision ownership.

This reinforces a recurring theme: platform AI accelerates insight, but execution still depends on operating model design.

Constraints That Still Apply

Despite the breadth of Microsoft’s AI portfolio, familiar constraints remain. Data quality, security, compliance, and organizational readiness continue to limit outcomes. AI platforms do not eliminate the need for process clarity or decision accountability.

In some cases, the ease of deploying AI services can outpace an organization’s ability to absorb them operationally. This creates a risk of insight saturation without action.

Why Microsoft Matters to Supply Chain Leaders

Microsoft’s relevance lies in its ability to shape the default environment in which enterprise AI operates. Platform decisions made today influence data architectures, governance models, and user expectations for years.

For supply chain leaders, the key takeaway is not to adopt Microsoft’s AI stack wholesale, but to understand how platform-level AI affects where intelligence sits, how it flows, and who ultimately acts on it.

The next phase of AI adoption will not be defined solely by model performance. It will be defined by how effectively platforms like Microsoft’s translate intelligence into operational decisions under real-world constraints.

The post Microsoft and the Operationalization of AI: Why Platform Strategy Is Colliding with Execution Reality appeared first on Logistics Viewpoints.

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