How Warehouse Orchestration Improves Resilience and Performance

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Издатель Apr 13, 2026

Software is easy. People are hard. That’s the uncomfortable truth behind a lot of warehouse underperformance.
Plenty of operations have the tools. Far fewer have the orchestration.

In this special Resilient Supply Chain roundtable, I’m joined by Mor Peretz, CEO of CaPow, Keith Moore, CEO of AutoScheduler, and Gonzalo Benedit, CRO of Aera Technology. Between them, they sit across warehouse orchestration, energy infrastructure, automation, and decision intelligence. The real issue running through this discussion is brutally practical: why do sites with decent systems, decent data, and decent automation still leave performance, resilience, and money on the table?

That matters now because the pressure on operations leaders is not easing. Labour remains tight. Disruption is continuous. Cost volatility is still with us. Regulatory pressure is rising. And the old answer, add another tool, another dashboard, another robot, keeps colliding with the same problem: the pieces don’t work together in real time. Keith makes the point starkly that downtime can run from 10% at a really good site to 30 or 40% of the time wasted in the operation. That is not a rounding error. That is lost capacity, lost margin, and avoidable risk.

A few things in this discussion genuinely sharpened my thinking. First, Keith’s line that “software is easy, people are hard” is probably the cleanest explanation of why so many transformation efforts stall in rollout rather than design. Second, Gonzalo’s framing of firms becoming data rich, insight poor, and action poor gets to the heart of why visibility on its own is overrated. Third, Mor’s point that the operator’s nightmare is a worker standing there waiting for a robot is a far better measure of failure than any polished dashboard. I also liked the challenge to treat energy as infrastructure, not just another operational constraint, and the broader shift Gonzalo describes from visibility to velocity.

This is for supply chain, procurement, operations, warehouse, and risk leaders who are responsible for performance under real-world pressure.

If you’re dealing with this on the ground, I’d like to hear how you’re handling it.