Automation Is a Power Amplifier, Not a Silver Bullet

Show Notes

Automation in the supply chain can unlock speed, accuracy, and throughput, but only when the operation is truly ready. In this episode, Joe Perkins (COO) and Brent Hillabrand (President and CEO) break down what “ready for automation” actually looks like and why so many teams buy the wrong solution too early. You will learn how to spot the difference between real automation readiness and a knee jerk purchase that turns into an expensive mess.

Joined by Lauren Murphy (Executive VP of HR) and Justin Benson (VP of Intralogistics Solutions), the conversation gets practical fast: how lean fundamentals, defined processes, and frontline input change the outcome, why labor pressure pushes leaders toward shortcuts, and how automation can expose hidden process flaws instead of fixing them. If you are considering robots, software, or material handling automation to solve labor constraints, meet customer demand, or keep up with competitors, this episode gives you the decision framework to do it with confidence.

What you will learn:

• The clearest signals an operation is ready for automation
• How to avoid automating a bad process and making it worse
• Why “off the shelf” fixes often fail on the floor
• The hidden costs of moving too fast and how to unwind a wrong decision
• When manual systems can still scale and when they hit the wall
• How labor shortages and customer SLAs distort automation decisions
• Why involving frontline associates improves results and change adoption
• How automation can reveal bottlenecks you did not know you had
• A simple way to define your baseline before choosing any technology
• How to choose automation that fits your operation, not your competitors

Don’t risk a costly automation mistake that creates new bottlenecks, erodes culture, or locks you into the wrong system. Learn how to evaluate automation in the supply chain the right way, build a clean process foundation first, and choose solutions that actually improve performance before it is too late.

Article mentioned in the episode: https://www.barrettdistribution.com/most-warehouses-buy-the-wrong-robots-heres-how-barrett-avoids-that

 

Key Moments:

0:00 — Cold Open

0:45 — Introduction & Guest Welcome

1:50 — Signs an Operation Is Ready for Automation

5:24 — Automation as a Quick Fix vs. Fixing the System

9:23 — When Automation Masks Process Flaws

18:05 — Labor Scarcity & Automation Decisions

24:20 — When Delaying Automation Becomes Dangerous

26:53 — Automation Decisions Leaders Regret

31:11 — Article Discussion: Buying the Wrong Robots

37:19 — Evaluating Automation After Implementation

41:56 — Agree or Disagree Segment

56:52 — Closing & Next Episode

Transcript

We're back for Episode 2, and today we're talking about automation. Joining the conversation is Justin Benson, Vice President of Intralogistics Solutions at Carolina Handling.

 

He's been with Carolina Handling for ten years, with experience in sales leadership before stepping into his current role about four years ago.

 

When asked what "intralogistics solutions" means, the answer is simple but broad. It's how material handling connects to the supply chain. It includes everything from forklifts and telematics to software and integrated systems-essentially everything happening within an operation that supports movement, storage, and efficiency.

 

What Signals Show an Operation Is Ready for Automation?

One of the clearest signals is process discipline.

When evaluating an operation, the first question is: are processes clearly defined? Have lean principles been implemented? Are basic practices like 5S in place?

These foundational elements often determine whether a company is ready to move toward automation.

While many organizations are doing something related to process improvement, the level of maturity varies widely. That's where readiness becomes less clear.

There's also been a noticeable shift in mindset. Before COVID, many companies avoided automation conversations due to budget constraints or lack of urgency. Today, labor shortages, bottlenecks, and rising customer expectations are pushing organizations to explore automation much faster.

However, wanting automation and being ready for it are two very different things.

Even when operations appear to be running smoothly on the surface, deeper analysis often reveals gaps that must be addressed before automation can be successful.

 

Automation Is Everywhere-and Often Misunderstood

Automation is no longer limited to warehouses. It's in homes, vehicles, and everyday life.

Because of this, the concept has become overly broad. The real opportunity lies in identifying repetitive tasks, bottlenecks, and inefficiencies where automation can truly add value.

That mindset-looking for where automation supports the process rather than replaces it-is critical.

Do Leaders Use Automation to Solve the Wrong Problems?

There's often a knee-jerk reaction to adopt automation quickly.

When a problem is identified, many leaders immediately look for an off-the-shelf solution, assuming it will fix the issue. In reality, those problems are often symptoms of deeper root causes that haven't been addressed.

With so many technologies available, it's easy to rush into a decision. Something may look promising on paper, but without proper research and alignment, it can actually create more challenges.

And these aren't small decisions. Many automation systems cost millions of dollars. Once implemented, they're difficult-and sometimes unrealistic-to unwind.

As a result, organizations often live with suboptimal solutions rather than admit a mistake and start over.

 

Does Automation Mask Problems-or Expose Them?

A major theme throughout the conversation is this: automation doesn't hide problems-it exposes them.

Humans can work around broken processes. They apply logic, shortcuts, and experience to keep things moving.

Automation doesn't do that.

It executes exactly what it's told. If the process is flawed, the outcome will be flawed-consistently. That's why automation often reveals issues that were previously hidden.

In many cases, it's better to execute a flawed process consistently first. That way, the gaps are clear and can be addressed before introducing technology.

 

External Pressures Are Driving Faster Decisions

Customer expectations have changed dramatically.

Consumers expect faster delivery, higher accuracy, and seamless experiences. That pressure pushes companies to make quicker decisions, sometimes before they're fully prepared.

There's also a strong "fear of falling behind." Organizations see competitors adopting automation and feel the need to follow, even if their own processes, culture, or workforce aren't ready.

Another common challenge is leaders attempting to replicate solutions from previous companies. What worked in one operation doesn't always translate to another.

The best approach is to step back, understand the current operation, and build solutions from the ground up-not copy and paste from elsewhere.

What Happens When Processes Aren't Clearly Defined?

When processes rely on tribal knowledge-unwritten rules or workarounds-they become fragile.

If key individuals leave, those hidden processes can break down quickly. Sometimes that knowledge was masking inefficiencies; other times it was the only thing holding the system together.

Either way, it creates risk.

That's why continuous improvement must happen at every level-not just leadership. Teams should constantly evaluate whether tasks can be done better, faster, or more efficiently.

Once processes are truly refined, automation becomes far more effective.

 

When Automation Isn't the Right Answer

Not every operation needs automation.

There are situations where manual processes are actually more efficient or appropriate. In some cases, process improvement alone can achieve the desired outcome without any technology investment.

Sometimes the most valuable outcome is simply validating that an operation is already performing well. From there, automation can be considered as a way to enhance-not replace-what's working.

Are Labor Shortages Driving Automation?

Labor shortages are one of the biggest drivers of automation today.

However, they're not the only factor.

Organizations also need to consider whether they have the resources to maintain automation once it's implemented. Skilled technicians and support systems are just as important as the technology itself.

In some cases, companies assume they need more labor when the real issue is unclear expectations, lack of training, or inefficient processes.

Automation should be part of a broader solution, not the starting point.

 

When Delaying Automation Becomes Risky

There are situations where waiting too long can be just as risky as moving too quickly.

Competitors who adopt automation successfully can gain a significant advantage. They improve speed, reliability, and customer experience, making it harder for others to catch up.

There's also a limit to how far manual effort can scale. Eventually, adding more people and resources becomes unsustainable.

Automation can provide the structure needed to grow without overwhelming the workforce.

 

Common Automation Mistakes

One of the most common mistakes is focusing on a single part of the operation.

Improving one area-like increasing throughput-can create new bottlenecks elsewhere if the full system isn't considered.

Another major oversight is failing to involve frontline employees.

These individuals understand the day-to-day realities of the operation better than anyone. Their input is critical for designing solutions that actually work.

When employees are included in the process, it also reduces fear and resistance. Automation becomes a tool that supports their success, rather than a threat.

Why Companies Buy the Wrong Automation

Many organizations chase "cool" technology without understanding how it fits into their operation.

Robotics and automation can be easier to deploy than ever before, but that doesn't mean they're always the right solution.

Without a clear understanding of the full system-including upstream and downstream impacts-technology can create new inefficiencies instead of solving existing ones.

Automation requires an ecosystem. It's not something you simply install and forget.

 

The Importance of Continuous Evaluation

Successful organizations don't stop after implementation.

They continuously evaluate how technology performs, how it interacts with processes, and how it impacts the customer experience.

In fact, the most advanced companies are already thinking about their next improvement as soon as a solution is deployed.

Continuous improvement isn't a phase-it's a mindset.

 

Culture and Automation

Automation doesn't just change processes-it changes culture.

Without the right approach, it can create tension between employees and technology. In some cases, workers may resist or even sabotage automation if they feel threatened or disrupted.

That's why communication, involvement, and transparency are critical.

When done right, automation empowers employees to perform better, reduces frustration, and improves overall job satisfaction.

Key Takeaways

•    Automation is not a quick fix-it amplifies existing processes 
•    Poor processes will become more visible once automation is introduced 
•    Labor shortages are a major driver, but not the only reason to automate 
•    Not every operation needs automation-sometimes process improvement is enough 
•    Involving frontline employees is essential for success 
•    Automation should support strategy, not define it 
•    Continuous evaluation is key to long-term success 

 

Closing Thoughts

Automation can be a powerful tool, but only when applied thoughtfully.

The most successful organizations focus on understanding their operations first, refining their processes, and then layering in automation where it truly adds value.

Scale isn't built by adding more. It's earned by removing what no longer serves the operation.