David Schweidenback

Uncertainty Is the New Baseline At Manifest 2026, Scott Luton spoke with Romain Moulin, CEO and co-founder of Exotec, to discuss how warehouse automation is evolving in an era defined by volatility. “The big trend of last year was uncertainty,” Romain said, reflecting on 2025’s tariffs, economic tensions, and shifting trade dynamics. “Anything that would be done needed to deal with uncertainty.” Rather than waiting for stability, companies are designing operations that assume change is constant. “Anything that is going on now must be projects that are able to reorganize themselves,” he explained. Warehouses must be robust, agile and flexible as to whatever the next disruption brings.   From Conveyors to Configurable Robotics Exotec is known for inventing 3D warehouse robots (Skypods) that move across the floor and climb racks up to 14 meters (46 feet) to retrieve totes and deliver them to operators. But beyond the visual wow factor, the real transformation is simplification. “The time of bespoke complex warehouses tailored to a very specific need is over,” Romain said. Customers are moving toward more generic, adaptable warehouses. Exotec replaces hardware complexity with intelligent software. “We don’t program the solution,” he noted. “We let the software find the best…

Special Guest Blog Post written by Dyci Sfregola   Why planning, procurement, and leadership must move beyond coordination theater Collaboration is one of the most overused (and misunderstood) words in both modern supply chain and construction management. Everyone claims to value it. Few organizations design their operating models to make it work. In a recent conversation, Scott Luton sat down with Dyci Sfregola, author of Next Level Construction Management, to unpack what real collaboration looks like in practice; and why so many well-intentioned efforts fail to deliver measurable results.   What “True” Collaborative Planning Really Means According to Sfregola, real collaboration isn’t about more meetings or more dashboards. It’s about working together to create one plan, one set of assumptions, and real tradeoff analysis – – all owned collectively across functions. That includes finance, commercial, marketing, manufacturing, planning, and procurement all working from the same reality. Capacity, labor, cash flow, and constraints are visible. Decisions are documented. Actions actually change what happens next. The most common failure? Confusing information sharing with alignment. Teams often circulate data and emails and call it alignment, but no one in the room has clear decision rights – – or the authority to commit resources…