Logistics and supply chain
AI and automation training for logistics and supply chain
Warehousing, distribution, transport and supply chain teams were automating before the current wave of AI arrived, which means the questions here are more mature and more operational. The training is about running these systems, specifying the next ones, and preparing the workforce that has to work alongside them.
Robotics as an operational question rather than an engineering one. Not how they are built, how they are put to work.
Built around logistics and supply chain work
7 courses · 45 facilitated hours
Robotics Investment and the Operating Model
A half-day for the people signing the cheque. Where the payback actually comes from, what it costs to run once the integrator leaves, and who in your organisation owns it on a Tuesday.
Addresses: Culture & Support, Responsible Use
Director / Head of, Executive / C-Suite
Course outlinePreparing Your Team for Automation
The robot is the easy part. This course is for the managers whose people will work differently once it arrives: what to say and when, which roles change and how, and the skills plan that makes the change fair.
Addresses: Culture & Support, Confidence & Skills
Team Lead, Manager, Director / Head of
Course outlineSafety, Risk and Compliance for Robotic Workcells
The duties that sit with whoever runs the cell: risk assessment, guarding and interlocks, safe systems of work, and the records an inspector will ask to see. Delivered against your own site.
Addresses: Responsible Use, Culture & Support
Team Lead, Manager, Director / Head of
Course outlineSpecifying a Robotics Deployment
The document that decides whether a deployment succeeds is written before anyone quotes for it. Covers requirements, integrator selection, acceptance testing, and the clauses people wish they had insisted on.
Addresses: Tools & Access, Responsible Use
Manager, Director / Head of
Course outlineRobotics: What It Can and Cannot Do
A grounded introduction for people whose work is about to involve a robot. Separates what the technology genuinely does well from what the trade press implies, using real deployments and real failure modes.
Addresses: Confidence & Skills, Tools & Access
Individual Contributor, Team Lead, Manager
Course outlineWarehouse and Logistics Automation in Practice
Automated storage, mobile robots and conveyor systems as they actually behave in a working site: at peak, with awkward stock, and when one unit goes down mid-shift.
Addresses: Daily Practice, Tools & Access
Individual Contributor, Team Lead, Manager
Course outlineWorking Alongside a Cobot
Collaborative robots share a workspace with people, which makes them an operational and behavioural question rather than only a technical one. Hands-on with the daily reality: starting it, guiding it, stopping it, and knowing when not to.
Addresses: Confidence & Skills, Daily Practice
Individual Contributor, Team Lead
Course outlineWhat this sector brings into the room
- The automation already exists and nobody owns it
- Sortation, conveyors, AMRs and goods-to-person systems bought over several years, with support arrangements that have quietly lapsed. The operational courses deal with running and troubleshooting what is already installed.
- Preparing people for what is coming
- Announcing automation badly costs more than the automation. The manager course covers what to say, when, and how to move people into the work that remains, without pretending nothing changes.
- Planning data that is not good enough to plan with
- Forecasting and analysis work starts from the state of the data, because a model built on a bad master file produces a confident answer that is wrong in an expensive direction.
Which of these does your organisation actually need?
The readiness assessment scores each person across five dimensions and maps the gaps onto this catalogue, by department and by role. Five minutes per person, and it answers the question with a measurement rather than a guess.