Smartlog joins the Smartlogistix Group, completing its offering for integrated intralogistics
Smartlog, founded in 2005 by Alberto Barbieri, brings its expertise and track record in automated warehouses, strengthening the Group’s offering. The Group can now provide integrated solutions for material handling, storage and management, with a single point of management and responsibility.
Smartlog joins the Smartlogistix Group, part of the industrial holding company Italia Technology Alliance, expanding its expertise in the design and construction of automated systems.
Based in Villorba, in the province of Treviso, Smartlog specialises in the automation of logistics processes and shipping order preparation. Its offering includes automated warehouses for pallets and packages, picking systems and robotic palletising solutions, including for mixed loads.
The integration combines these skills with the technologies and capabilities already present in Smartlogistix, with the aim of bringing together in a single integrated offering automated vehicles, handling and material movement solutions, automated warehouses and management software. For customers, this means being able to take on complete automation projects with a single point of contact who guarantees the full functionality of the chosen solution and the achievement of the contractual performance levels.
“Smartlog’s arrival allows us to complete our intralogistics offering, adding specialist expertise and track record in the automated warehouse sector,” says Mauro Celli, Chairman of Smartlogistix. “Today we can offer our customers a complete range of end-to-end intralogistics solutions, along with the skills needed to integrate them, thanks to our digital infrastructure. The value of this operation lies in being able to design the entire logistics flow as a single system, built around each customer’s needs.”
“Joining Smartlogistix allows us to strengthen our organisation and opens up new growth prospects,” says Alberto Barbieri, CEO of Smartlog. “We want to strengthen our Treviso site and our ability to serve customers in the Italian and European markets, drawing on the resources and synergies of a larger group, including in after-sales service. It is a landmark step that will allow us to take on more complex and ambitious projects, while staying close to our customers and attentive to their specific needs.”
The addition of Smartlog confirms Smartlogistix’s commitment to continuing its growth path through the acquisition of complementary expertise, and marks a further step in the Group’s growth. Alongside the expansion of its offering, the Group is making targeted investments in its facilities and strengthening its international presence, as shown by the expansion into North America through Smartlogistix Americas, the launch of the Digital Hub project by Smartlogistix and Taiprora in Cepagatti, Abruzzo, and the opening of the permanent Showroom at the new plant on Via del Centenario in Porcari, Lucca. It is a space dedicated to customers and partners, where integrated hardware and software technologies can be seen in action, and where applications based on humanoid robots for industrial use will soon be introduced.
On the seller’s side, the transaction was handled by the following team:
- Alessio Storari, Lawyer
- Maria Irene Severino, Lawyer
of Studio Legale Storari in Verona, and by consultant Stefano Boscolo.
On the buyer’s side, by the following team:
- Prof. Philip Laroma Jezzi, Lawyer
- Leonardo Amadori, Lawyer
of the law and tax firm Laroma Jezzi & Partners in Florence.
SMARTLOG
Smartlog is a company based in Villorba (Treviso), specialising in the automation of logistics processes and the preparation of shipping orders. It designs and builds automated warehouses for pallets and packages, picking systems, handling solutions and robotic cells for palletising, including mixed loads. Its offering includes complete plants and standard modules configurable to the customer’s requirements, with services ranging from design to installation and after-sales support. (www.smartlogsrl.com)
A methodological approach to ROI calculation
The correct evaluation of ROI is not limited to the comparison between initial investment and direct benefits, but requires the definition of a financial model that considers the entire duration of the project and all the variables at play.
Fundamental quantitative KPIs
To translate qualitative benefits into clear financial indicators, it is essential to define a series of quantifiable Key Performance Indicators (KPIs):
Operating costs (OpEX)
- Cost per unit handled: calculation based on the total cost of labor and energy divided by the number of units managed, comparing manual and automated systems.
- Maintenance: comparative analysis between costs and productivity impact of a predictive maintenance model (typical for automation) compared to traditional corrective maintenance.
- Energy Consumption: specific measurement of consumption (kWh/cycle) of AGVs/AMRs and automated systems, compared to the consumption of traditional internal combustion or electric forklifts.
Productivity
- Hourly throughput: increase in the number of units or pallets handled per hour, as a result of continuous 24/7 operation.
- Average order cycle time: reduction of the average time needed to complete an order, from receipt to shipment.
- OEE (Overall Equipment Effectiveness): increase in overall plant efficiency, measuring availability, performance and quality.
Space optimization
- Volumetric capacity: increase in storage capacity per cubic meter, possible thanks to the implementation of vertical warehouses and shuttles that maximize density.
-
Footprint reduction: less need to physically expand the warehouse, with consequent savings on real estate and energy costs.
Data accuracy and traceability
-
Inventory errors: drastic reduction in the percentage of inventory errors (e.g. from 2-3% to a value below 0.1%), thanks to the precision of automated systems.
-
Picking error reduction: Fewer errors in item picking, with a direct impact on reducing costs from returns and management expenses.
Workplace safety
- Accidents and associated costs: decrease in the number of workplace accidents (e.g. per million hours worked) and reduction of insurance costs and operational downtime.
Financial models: beyond the basic formula
The evaluation of long-term CapEx projects requires rigorous financial modeling to avoid underestimating costs and overestimating benefits.
- NPV (Net Present Value): calculates the present value of future cash flows generated by the project, discounting them at a discount rate. A project is financially valid if the NPV is positive, indicating that future benefits exceed the initial investment.
- IRR (Internal Rate of Return): represents the discount rate that zeros the NPV. A project is acceptable if the IRR is higher than the company's cost of capital, signaling good intrinsic profitability of the investment.
- TCO (Total Cost of Ownership): a comprehensive TCO analysis is fundamental. It includes not only the initial CapEx (hardware, software, infrastructure), but also recurring operational costs (OpEx) over a time horizon of 5-10 years. These costs include maintenance, energy consumption, software licenses, technical assistance and upgrade costs, often overlooked in superficial analyses.
ROI analysis phases
An effective evaluation is structured in a methodological process that ranges from data collection to continuous analysis.
Phase 1: Baseline & Data acquisition
This phase consists of creating a precise and scientific snapshot of the current situation. Monitoring with IoT sensors on existing machinery, time-and-motion studies and extraction of historical data from WMS, ERP and other business systems are crucial. The objective is to quantify the costs, times and errors of manual processes to have a solid comparison base.
Integration with OT and WMS systems is guaranteed by Smart_Logistix.
Phase 2: Technical-economic modeling and simulation
In this phase the financial model is built and assumptions are validated. Through industrial simulation software (such as FlexSim or AnyLogic), it is possible to create a digital twin of the warehouse and test automated scenarios. This allows accurate estimation of throughput, cycle times and impact on flows, before committing capital. The DCF (Discounted Cash Flow) model is enriched with sensitivity analysis to test the project's robustness against variations in key variables such as energy cost, interest rates or project duration.
Phase 3: Post-implementation monitoring
After installation, the verification phase is crucial to validate predictions. Through real-time analytics, telematic data collected from robots, WMS/WCS and SCADA systems are compared with baseline KPIs and initial projections. Business Intelligence (BI) dashboards play a fundamental role in providing a clear vision of performance and identifying continuous optimization opportunities.
Recommended operational strategy
Economic justification must be accompanied by an operational strategy that guarantees its success.
Modular planning and retrofitting
For an existing infrastructure (brownfield), the ideal solution is not a complete revolution, but a planned evolution. A modular and scalable approach allows automation to be introduced gradually, starting from areas with a faster Payback Period. The integration of mobile robots in existing warehouses, or retrofitting of traditional systems, reduces risks and minimizes operational downtime, making the transition efficient.
Personnel involvement
Automation is not only a technological challenge, but also a cultural one. Personnel must be involved from the early phases of the project, through transparent communication and a continuous training program. The requalification of operators for new roles (e.g. supervision, maintenance) not only promotes acceptance, but transforms personnel into a strategic resource for managing new technologies.
Common errors to avoid
Field experience teaches that some recurring errors can undermine ROI analysis:
- Considering only initial CapEx, neglecting TCO: ignoring recurring costs such as software licenses, predictive maintenance and energy consumption can compromise the validity of the calculation.
- Overestimating benefits: basing projections on overly optimistic scenarios, without considering possible delays or the personnel learning curve, can lead to disappointing results.
- Ignoring the key role of change management: failure to manage the impact on personnel can cause resistance that translates into low productivity and failure to achieve objectives.
Conclusion
Evaluating ROI in automation investments is a multidisciplinary process that goes beyond pure economic calculations. For a C-level, engineers and specialists audience, a rigorous approach that integrates advanced financial methodologies, detailed TCO analysis, and the use of simulation and analytics tools is the key to making solid strategic decisions.
Companies that adopt this perspective will not only obtain clear and validated economic justification, but will also equip themselves with an operational roadmap to maximize the value of investment over time, strengthening their competitive position in a continuously evolving market.
Do you want to build a custom financial model, compare AGV/AMR solutions and estimate the real ROI of your infrastructure? Contact us: our experts are ready to guide you with cutting-edge tools and expertise.
