AMRs: Smart and Flexible – but it doesn’t happen by itself

1. AMR’s are smart

Put an AMR in a warehouse or production line and it will navigate around racks, machines, people, and obstacles on its own. These robots don’t just perform their job — they “think” along the way. They sense, decide, and act to complete their tasks — something no traditional vehicle or machine can do. AMRs are smart.

Smart, smarter, smartest: broadly speaking, logistics AMRs come in three main types — listed here in order of increasing “intelligence”:

1. Transport AMRs: These vehicles move goods from A to B — for example, between production lines and storage areas, or from inbound to storage. They can carry or tow loads and come in various sizes and capacities.
2. Pick-assist AMRs: These systems support operators by dynamically navigating to pick locations, reducing walking distances. Well-known examples are the Kiva-style “goods-to-person” systems that bring shelving units to pick stations. There are also AMRs that retrieve totes from higher racking, making full use of vertical space.Another application is dynamic zone picking: in a pallet warehouse, pickers stay within their (shifting) zones while AMRs move roll cages or pallets between them. The AMRs — together with automatic zone intelligence — balance capacity and congestion in real time.
3. Hybrid or specialized AMRs: AMRs with built-in lifting mechanisms, collaborative robot arms (cobots), or models that can climb stairs and work across multiple floors. This group also includes fleets of AMRs that cooperate using swarm intelligence.

Each type has its own sweet spot depending on the required speed, payload, accuracy, and the level of collaboration with people or other systems.

And they keep getting smarter. The AMR market is evolving rapidly. AMR suppliers are investing heavily in software intelligence, enabling AMRs to collaborate even better — with each other and with people — becoming smarter by the day. Key trends include:

• Swarm intelligence: multiple robots coordinate their routes with one another without a central controller. This boosts scalability and system flexibility.
• AI-driven planning: systems that make decisions based on real-time data regarding congestion, inventory, or downtime.
• Plug-and-play integrations: standard interfaces to Warehouse Management Systems (WMS), Manufacturing Execution Systems (MES), and other software platforms. This reduces the time from purchase to productive use.
• Collaboration with cobots: AMRs are equipped with robot arms or grippers to autonomously perform pick or light assembly tasks.Together, these developments mean AMRs are no longer just moving goods faster — they are becoming active participants in the core process: smart, safe, reliable, and easily scalable.

AMRs are flexible and scalable

Automated Guided Vehicles (AGVs) and Autonomous Mobile Robots (AMRs) are often mentioned in the same breath — but they differ fundamentally in both technology and application.

An AGV follows fixed routes, usually guided by physical markers such as magnetic strips or QR codes on the floor. This makes the system reliable, but also inflexible: any route change requires a change in the physical infrastructure.

 An AMR, by contrast, navigates autonomously using sensors, cameras, and laser/LiDAR technology to scan its environment and detect obstacles. It adjusts its route without human intervention.

This makes AMRs a better fit for dynamic environments where processes or layouts change regularly. Where AGVs are ideal for repetitive, structured tasks, AMRs can flexibly respond to changing situations and routes.

 In addition, the feasibility of AMRs is often weighed against other forms of mechanization. One of the major advantages of AMRs is scalability: when demand increases, it’s relatively easy to add an extra robot to the fleet. Another advantage is redundancy: if one robot fails, it usually only causes a minor disruption to the system.

AMRs are hot

Not so long ago, optimizing your warehouse meant long lead times and expensive reengineering. Today, you just roll in a few smart robots and watch your processes magically run smoother. If only it were that simple.

AMRs are in the logistics spotlight:

• They get plenty of attention at industry trade shows, in industry publications, and on social media. Think of the impressive LinkedIn videos showcasing the latest and greatest applications.
• They are strategically attractive: they help to solve labor shortages, boost productivity, and make operations more agile — something every boardroom loves to hear.
• And companies that use AMRs love to share their success stories — not just to show efficiency gains, but to signal: we are at the forefront of logistics innovation.

In short: AMRs are hot. They are smart and flexible. They seem simple. They look easy to implement. But success doesn’t just happen — not even with AMRs.

Clients come to us with questions about the feasibility of AMR technology in their operations. Sometimes we advised not to go ahead (yet). In other cases, the answer resulted in a successfully implemented AMR solution.

How did we get there? Below, we share our key tips.

AMRs require the right environment

Give them space

Although AMRs are more maneuverable than traditional vehicles, they are not a panacea for a poorly designed work environment. For them to function properly, you need enough space to allow safe navigation, turning, loading, and unloading. This is especially critical at intersections, narrow aisles, dock areas, and around production lines.

Also consider the extra space required for pick and drop locations. Provide enough buffer capacity so that processes can run independently — without operators waiting for an AMR to arrive.

Where possible, separate AMR traffic from pedestrians, using visual markings or physical barriers. While AMRs do account for pedestrians, it slows them down. Finally, charging stations require strategic placement in the layout so that charging cycles don’t limit system availability. Ideally, charging stations should be located at or near natural waiting points for the AMRs.

Finally, AMRs often demand a stricter, more detailed form of control than manual operations — and that can require additional space. Take, for example, an AMR application for staging containers at outbound docks: With AMRs, the staging space for each dock is precisely planned and allocated: a spot is reserved for each roll container according to its stop on the route. Each position must be reachable so the AMR can sort containers in route sequence. The next route can only be staged once the previous one has been fully loaded and the dock completely cleared.

In a manual operation without AMRs, an employee might simply push a few roll containers aside or temporarily park them. An employee could even accept a few containers for the next route while still finishing the current route.

Make your environment AMR-proof

AMRs only perform at their best when the environment is right. A stable, flat floor without thresholds, ridges or damage is essential for smooth driving and positioning accuracy. Dust, moisture, and temperature fluctuations can also affect sensors and battery life.

Lighting and reflections matter too. Shiny floors, windows, or mirrors can confuse some LiDAR or vision-based systems. In cold storage or freezer environments, you’ll need special models with adapted electronics and enclosures to keep them running reliably.

Here’s a real-life example: we once had to declare an AMR business case unfeasible — even though the ROI looked good on paper. Why? The production process frequently left puddles of water on the factory floor. On the wet, slippery floor, the AMRs could not come to a safe stop, so safety could not be guaranteed.

Make your IT infrastructure AMR-proof

A suitable physical environment is one thing, but without a solid digital backbone, an AMR fleet will quickly grind to a halt. A reliable IT infrastructure is essential, including:

• A stable wireless network (Wi-Fi or 5G) for continuous communication with central systems.
• Integration with WMS/MES/ERP systems so AMRs can automatically receive tasks and report back their status.
• Smooth data exchange for route planning, task prioritization, and real-time monitoring.

In practice, we have seen AMR systems come to a standstill because they couldn’t reliably communicate with the host systems. Messages were delayed or lost entirely. As a result, the host systems no longer knew what the AMRs were doing — and the AMRs didn’t know where they were supposed to go.

Cybersecurity is another key consideration. AMRs are connected devices within your IT landscape, and therefore potential points of vulnerability. Build in security measures from the start — preventing unauthorized access and protecting data integrity.

AMRs require a well-founded business case

A solid business case provides clarity and significantly increases the chances of success. A complete financial picture shows not only where the costs are, but also where value is created. It forms the basis for a well-informed decision and a successful implementation.

 1. Investments

Investing in AMRs goes far beyond just purchasing the vehicles. Key cost components include:

• The vehicles themselves, with prices varying widely depending on type, capacity, and level of intelligence.
• Charging stations, IT infrastructure, and required software licenses.
• Adjustments to the physical environment (flooring, routing, safety measures).
• Integration with new or existing IT systems.
• Employee training and support during go-live.

Depending on the complexity of the application, investments quickly add up to tens of thousands of euros per robot. For large-scale implementations, total investments can easily reach several hundred thousand euros or more.

2. Annual costs

But purchasing is just the beginning. An AMR fleet also comes with recurring annual costs, such as:

• Maintenance and service contracts, including preventive maintenance and support in case of failures.
• Software updates and recurring license fees.
• Replacement of wear-and-tear components such as batteries or wheels.
• Costs for fleet management and monitoring, for example through a control room or central system.
• Training for new employees.

When used properly, these costs are manageable — but underestimating them often leads to frustration and disappointing results.

3. Potential savings

Against the investments and ongoing costs, there can be significant savings — provided the AMRs are well embedded in the organization. Savings could include:

• Reduced manual transport movements and forklift usage.
• Less damage to products and infrastructure.
• Better reliability and predictability of internal logistics.
• Better capacity utilization and reduced operator waiting times.
• Improved safety and lower physical strain on employees.

The actual savings depend on the current situation. Environments with a lot of manual handling, high error sensitivity, or fluctuating workloads usually have the highest potential.

However, keep in mind that it can take some time before these savings can actually be cashed.

Implementation lead time plays a role, but so do start-up challenges, which may delay the expected productivity gains and cost savings. This is exactly why a well-founded business case is so important — to account for these delays and clearly capture the true value.

4. The business case

A well-founded business case can make the difference between success and disappointment. A strong business case goes beyond just payback time and also considers:

• Improved delivery reliability and customer satisfaction.
• Scalability without adding FTEs.
• Greater flexibility during seasonal peaks or production changes.
• Reduced dependence on hard-to-find labor.

In practice, we see payback periods ranging from 18 to 36 months, depending on the number of shifts, usage frequency, and level of integration. An AMR project is therefore not a technical experiment but a strategic investment in a future-proof operation.

Making AMRs truly work in your operation

AMRs require more than technology

A solid business case is only the first step — but it doesn’t end there. Now comes the real challenge: making sure the AMRs actually deliver in your operation.

Implementing AMRs means more than a technical implementation. It often requires a significant change in ways of working, roles, and collaboration. It requires preparation:

• Involve key people from production, logistics, IT, and technical services early in the design phase.
• Ensure clear ownership: who is responsible for performance, maintenance, and control?
• Re-map your processes. AMRs move bottlenecks — if you don’t adjust the process, you only move the problem elsewhere.

A successful AMR project therefore requires not just technical expertise, but also change management and strong communication. But even with the right organization in place, nothing will change unless the system itself is well designed and properly managed.

AMRs require thoughtful system control

AMRs don’t operate in isolation — and that’s exactly their strength. Thanks to their intelligence, they work together with other elements in the warehouse or factory. All of this comes together as one system that must be carefully designed, controlled, and monitored. The success of an AMR project ultimately depends on how you apply and manage the entire system — not on the vehicles themselves. AMRs are part of a system, not standalone tools.

1. Design starts with the process

Whenever you replace a manual process with AMRs, the process changes — always. A warehouse operator can interpret and improvise; an AMR cannot. That’s why a solid system must be designed in the following order:

Process → Control → Organization → Information systems

Process: map out the new process in detail. Also (re)design the preceding and subsequent processes, as these are often affected by the use of AMRs. For example: if you deploy AMRs to pick goods from storage cabinets, then the inbound flow and putaway into those cabinets will also need redesign.

Control: every task for an AMR must be crystal clear and executable. Because a robot cannot interpret or delay an assignment, the AMR process requires highly detailed instructions. During design, think also about introducing decoupling points, so that a failure in one subprocess doesn’t bring the entire system to a halt.

Organization: define who issues tasks, who has authority to intervene, and what information is needed to do so. Should a team lead be able to intervene in the AMR system, or is that better handled by a control room with full oversight?

Information systems: only after that do you design the WMS, MES, or other IT systems, including their interfaces. That sequence matters: a solid IT design can support and accelerate processes, but it can never correct a poorly designed process.

2. Integrate with the system landscape

AMRs rarely operate on their own. They usually run under a Warehouse Control System (WCS) with fleet management that assigns trips, tracks containers or inventory, and controls the robots. This WCS operates under a Warehouse Management System (WMS — or an MES in production), which orchestrates the entire warehouse: inventory management, priorities, planning, and coordination with other processes such as supply and transport. Above that, the ERP system directs the supply chain as a whole.

The challenge often lies in defining the functional boundaries between WMS and WCS, such as:

• Should the WCS have knowledge of inventory, or is it enough for it to know which handling unit is being moved?
• How many open tasks should the WCS hold at once? Enough to optimize routes, but not so many that the WMS can no longer prioritize in real time.
• In order picking, who optimizes the sequence across multiple locations: the WMS or the WCS?
• How do you communicate early completions or delays in container staging at docks to the transport planning system?

These are typical system integration questions, both functional and technical: how do you make WCS, WMS, and ERP work together optimally without interfering with each other? A good principle is to treat the WCS as a black box that optimizes as autonomously as possible, while always remaining integrated into the larger system. Choosing the right system boundaries is complex — but crucial for a smoothly running operation.

That’s why it’s valuable to have someone on board who understands logistics processes, can think conceptually, and has experience with IT systems — to make the right calls.

3. Keep control in human hands

An automated warehouse needs human intelligence and control. We don’t want a situation like in the movie The Matrix — where machines decide what happens and people are reduced to bystanders. Without control, without a grip on reality, without human flexibility or a human touch. People must always stay in control.

That’s why you need a control room or dashboard that keeps the different systems aligned — and allows you to monitor, adjust, and intervene when disruptions occur.

In addition, AMRs often work side by side with employees who pick orders or receive goods. The pace of the system must follow the pace of the employees — not the other way around. When a product deviates from its specifications, when a task is not performed correctly, or when an unexpected peak occurs, it is people who provide the solutions. That requires oversight — and that operators and team leads understand the AMRs and their role in the process.

Make AMRs part of daily operations

An AMR system only works if operators and team leads understand how the system works and what role they play in it. They need to know how the AMRs respond, what their tasks are, and how to intervene when necessary. Without that knowledge, things might become confused: AMRs come to unnecessary standstills, operators get frustrated, and people revert to the old way of working.

That’s why the operation of the AMR system must become part of the daily work routine:

• Training: teach operators and team leads how the system works and what to pay attention to.
• Transparency: make the status of the AMRs visible in the operation, for example through screens or dashboards.
• Clear procedures and responsibilities: define who takes which action in case of breakdowns, delays, or rush orders.

Think of daily stand-ups with AMR status updates, clear instructions for restart procedures, and concrete agreements on who takes action when things don’t go as planned.

A striking observation makes this tangible: a (cobot) AMR should follow the employee, not the other way around. When the person stays in the lead and the AMR follows, the employee feels supported and valued. It shows the company invested in support for the employee.

When the AMR takes the lead, frustration arises.

Let the AMR take the load off — not take over control.

Effective maintenance and securing know-how

Preventive maintenance and monitoring make the difference between a smoothly running system and costly downtime. Many suppliers offer service contracts with remote monitoring, software updates, and 24/7 support.

But you also need a solid maintenance foundation internally:

• Appoint a technical point of contact: someone with technical know-how about the system who can quickly solve first-line issues.
• Stock critical spare parts: keep critical components in stock — an AMR that breaks down at a crucial point can immediately cause delays.
• Secure knowledge: document procedures, troubleshooting steps, and maintenance instructions, and make them part of regular work meetings or continuous improvement routines.

Proper maintenance and securing know-how keep your AMRs fully operational — day after day.

By organizing processes, control, people, and maintenance well, you turn smart robots into a truly smart operation.

Conclusion: AMRs — it doesn’t happen by itself

Autonomous Mobile Robots often seem to be a ready-made solution: they navigate on their own, perform tasks without breaks, and interact with systems as if it all just happens automatically. But in practice, it is far less straightforward. In reality, the success of AMRs stands or falls with how well they are embedded in your operation.

AMRs don’t just work by themselves. The technology is smart, but without clear processes, engaged people, and proper control, the promised benefits won’t materialize. The assumption that you can “just add a few robots” to solve your logistics or production challenges rarely proves true in practice.

Do you really want to unlock the benefits of AMRs? Then don’t start with the technology. Start with the question: how do I make sure my organization is ready for it?

We help organizations make AMRs actually work. Not with a one-size-fits-all solution, but with an approach that connects people, processes, and systems as a whole. Practical, measurable, and embraced by the organization.

Curious whether your organization is ready for AMRs? Let’s connect for a quick scan or introductory meeting to find out. Together, we’ll get both technology and people moving.

Niels Kruijer en Jaap Eikelboom