Namibia has fallen short of its ambitious target to become a regional logistics hub by 2025, as set out in the fourth National Development Plan (NDP4). In response to this setback, a comprehensive master plan is currently under review, following significant delays in critical areas including rail, aviation, and regulatory infrastructure.

The original phased strategy had aimed for initial expansion by 2020, but as Gilbert Boois, project manager for the Walvis Bay Corridor Group, notes, “We are now in 2025, and I can assure you we are not there yet. Therefore, we are in the process of revising the master plan, because several essential developments are still pending.” Specifically, Boois highlights deficiencies in the country’s railway infrastructure and emphasises that substantial improvements are necessary in the aviation sector to meet logistics hub standards.

To successfully position Namibia as a logistics hub, it is vital to establish a number of interconnected components. “First and foremost, you need to have an efficient port,” Boois states. He explains that this must be complemented by a robust intermodal setup, which includes road and rail networks, border infrastructure, and a supportive regulatory, policy, and legislative environment.

Namibia’s logistics corridor network is designed with four primary routes: three that funnel through Walvis Bay and one through Lüderitz. These corridors connect Namibia to vital regional markets, enabling the transport of key commodities such as copper, fertilisers, and various consumer goods. Boois notes, “Logistics is fundamentally a volume game. It’s really about how you drive volumes to achieve the desired economies of scale.”

The governance structure overseeing the development of this logistics hub includes the Cabinet, steering committees, and mixed-sector working groups, ensuring comprehensive oversight and strategic coordination. Boois reflects on the inception of the initiative: “In 2015, we launched the logistics hub project on behalf of the Namibian government. It’s not our project; it’s a Namibian government project that we are implementing.”

The initial phase of this project, referred to as the ‘Transport Corridor,’ aimed to eliminate bottlenecks in the logistics chain and significantly increase Namibia’s share in the international transport market. This phase included a target to scale transport capacity by 2.5 times by the year 2020.

The subsequent phase, known as the ‘Economic Corridor,’ was designed to transform Namibia into a regional supply and distribution depot, ultimately supporting the broader Vision 2030 initiative for economic industrialisation. Although progress has been made in improving port infrastructure, key components such as rail networks and border facilities, as well as the aviation sector, still face substantial developmental challenges. Currently, private concessions that operate in these areas are functioning under a landlord model, which may limit the flexibility and responsiveness needed for further growth. As such, the need for coordinated investments and strategic planning remains pressing to fulfil Namibia’s logistics hub aspirations

Momentum continues to grow behind the ambitious plans of SEW-EURODRIVE South Africa to become a leading force in the continent’s industrial gearbox business, drives and automation solutions according to Managing Director Raymond Obermeyer.

“Building on years of planning and proactive investment, we are successfully rolling out our ‘African Strategy’ plans to get closer to customers all over the continent,” says Obermeyer. “To do this effectively, we are continuing to strengthen our foundation of technical capability and expertise.”

With a firm footprint in many southern African countries such as Kenya, Tanzania and Zambia, the company is extending its reach northwards into the likes of Cameroon, Côte d’Ivoire, Mauritania and Morocco. At its 26,000 m 2 headquarters in Aeroton near Johannesburg, which the company occupied in 2022, work has already begun on expanding its footprint by building a second adjacent facility.

“This service centre will further support our expansion of sales, support, engineering and training capabilities,” he says. “We have begun appointing key staff for the facility, and will add another 20 to 30 employees over the course of this year.”

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Equipped to service
He points out that many local gearbox users face the challenge of inadequate support for products being sold onto the market, and highlights that SEW-EURODRIVE South Africa focuses on being well equipped to service and repair all its products.

“As one of the few gearbox OEMs in the country with advanced design and engineering infrastructure, we can also make use of our group’s world class facilities in Germany,” he explains. “This even allows us to service and repair the products of other OEMs – and to the same high standard as the original item.”

The new SEW-EURODRIVE service centre facility in Aeroton will house the company’s existing industrial gearbox repairs division as well as an expanded Drive Academy – which trains staff and customers. Other capabilities to be brought in-house include base plate fabrication and sand blasting, and new equipment will include robotic welders, five-axis gear cutting machines and heavy cranage.

SEW-EURODRIVE South Africa is also pursuing its growth plans through finding new markets, a drive which is supported by the group’s wide and expanding range of products and solutions. In 2025, the group has already launched 16 new products, says Obermeyer, as it pushes boundaries in fields such as industrial gears, geared motors, electronics and artificial intelligence.

“This reflects the innovative approach and the research and development capability that is opening up opportunities in existing and new markets,” he says. “At SEW-EURODRIVE South Africa, we understand the importance of keeping up our investments in Africa, positioning ourselves for a leadership position.”

Construction on the expansions for the new SEW-EURODRIVE service centre began in November 2024 and the facility will be operational by the end of 2025. Obermeyer says that customers can look forward to the facility further raising the service bar for the industry from 2026.

At the end of the raiseboring – or reaming – stage for Shaft 2 of Ivanplats’ Platreef project in South Africa’s Limpopo province, an innovative solution was called for to promptly remove the reaming head and avoid costly standing time.

Fred Durand, Senior Project Manager at Murray & Roberts Cementation, explains that an acceleration of the build plan at Shaft 2 had seen construction underway on the shaft’s headgear in 2024 – before the completion of raiseboring.

“When a reaming head reaches the surface at the end of a raiseboring process, we normally use a mobile crane from surface to help us dismantle the machine and to load it onto trucks for removal from site,” says Durand. “With the acceleration of the mine’s plan for Shaft 2 readiness, however, the construction of the headgear had been brought forward – so it was no longer feasible to position a crane in that area to remove the raisebore machine.”

“The kibble winder was not installed yet, so we had to engineer our way out of this situation to reduce raisebore standing time costs,” he says.

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Innovation solution
The solution began with a visit from one of Murray & Roberts Cementation’s rigging specialists from the company’s Bentley Park training and technical facility near Carletonville. His concept was to make use of a reeve block – or pulley block – system and winch which could be secured with limited steel work at the bank elevation.

“We prepared a proposal which described how reeve blocks could be secured to the sinking sheave wheel floor steel work by means of slings and beam clamps,” Durand continues. “We would then use an eight tonne electrical winch, secured to the bank, to operate the reeve block system.”

After the Murray & Roberts Cementation team were satisfied that the methodology would work, they conducted a rigorous risk assessment and prepared the necessary mitigation measures. The plan was then ready for the client’s consideration – leading to a green light to proceed. Personnel and equipment were soon mobilised, and the necessary medicals and inductions completed in preparation for the reamer coming to surface at the end of its 950 m journey from underground.

“Our solution worked perfectly, allowing us to strip the raisebore machine and hoist it to the bank area – to be placed onto the support bridge and moved out of the shaft headgear,” he says. “A mobile crane then lifted the machine onto the laydown area, ready for removal.”

Durand concludes that Murray & Roberts Cementation’s uncompromising approach to safe working practices ensured that this engineering solution was applied safely and efficiently within the tight timeframe. The company’s core safety values recently earned it the landmark achievement of 8 million fatality free shifts.

TAZARA, the Tanzanian-Zambia Railway owner, has lured a staggering $1.4 billion investment in the form of a Public-Private Partnership (PPP) agreement between it and China Civil Engineering Construction Corporation (CCECC). The landmark agreement will upgrade the railway to world-class infrastructure and operations for maximum long-term efficiency and sustainability.

The 30-year agreement schedules a phased rehabilitation and modernization of the railway network. The initial three years will go into track rehabilitation, reconditioning of the locomotives and wagon sets, and overhauling of the overall modus operandi of the railway by CCECC. The remaining 27 years will be utilized in massive operations and maintenance work in the custody of CCECC, maintaining the railway in mint condition.

The refurbishment of the railway track infrastructure will account for most of the investment, about $1 billion. This will involve significant maintenance and improvements to enhance capacity, safety, and efficiency. The purchase of 762 wagons and 32 new locomotives, which will significantly boost freight and passenger transport, will cost an additional $400 million.

TAZARA, constructed during the 1970s using Chinese assistance, has suffered operational issues due to years of underfinancing and mismanagement. The Tanzania-Zambia railway linking Tanzania’s port at Dar es Salaam to Kapiri Mposhi in Zambia is an economic lifeblood transport artery to both countries. It is an intra-regional trade lifeline carrying commodities and goods between Tanzania, Zambia, and other countries in the region. Through the upgrading of the railway, this deal will initiate economic activity in the Dar es Salaam corridor, reduce the transport cost, and provide a more productive means of transport than road transport. With the projected increase in tons per year from the current 500,000 metric tonnes to about two million metric tonnes, the project will enhance trade and industrialization in the area.

The PPP deal will make sure that the private investor, CCECC, and the governments of Tanzania and Zambia will be compensated for the investment. As per the agreement, CCECC will develop, operate, and maintain the railway and receive revenues from freight and passenger operations during the concession period. Through construction and operation, the project will generate a chance to employ thousands of individuals and offer employment opportunities to local workers, engineers, and technicians. TAZARA rehabilitation will also stimulate other industries such as manufacturing, mining, and agriculture through the provision of an uninterrupted transport system.

The $1.4 billion PPP deal between TAZARA and CCECC is a significant step towards the recapture of the railroad and bolstering regional trade. Enhanced infrastructure with improved facilities, increased transport capacity, and the best management approach position TAZARA to take a leadership role in the transport and logistics sector of East and Southern Africa. As the project advances, its stakeholders look ahead to provide better economic prosperity and sustainable growth to Tanzania, Zambia, and the region at large.

Unitrans leading innovation in logistics

The supply chain landscape is transforming rapidly, driven by technological advancements, shifting market demands and the growing need for more resilient and sustainable competitive solutions.

Unitrans, a leading end-to-end supply chain and operations services business, continues redefining regional logistics by investing and leveraging cutting-edge technologies and staying ahead of emerging trends.

The year ahead: Key trends shaping logistics in 2025

According to industry analysts, key trends for 2025 include the growing adoption of artificial intelligence (AI) and machine learning to predict demand fluctuations, optimise routing and enhance inventory management. Meanwhile, the Internet of Things (IoT) will continue to improve supply chain operations by providing unprecedented visibility of goods and vehicles.

Additionally, Robotic Process Automation (RPA) is expected to streamline supply chain operations by automating repetitive tasks, increasing efficiency and reducing costs across the value chain.

Analysts also foresee continued growth in last-mile delivery solutions, despite prevailing constraints in the logistics sector. With high mobile penetration rates across Sub-Saharan Africa, mobile money integration will remain a key enabler of seamless transactions within supply chains, though its corporate adoption may vary based on financial feasibility.

Experts highlight that infrastructure development, particularly in cross-border transportation, is expected to remain a priority, driven by increased public-private partnerships to bridge logistical gaps. Additionally, a rise in localised manufacturing and distribution hubs is anticipated, reducing reliance on long-distance supply chains and supporting regional economic growth.

As climate change concerns grow, experts predict that demand for sustainable logistics solutions is set to rise. Furthermore, simplified, localised digital models will become more prevalent, allowing businesses to test scenarios and optimise operations without disrupting real-world processes.

Unitrans: adopting innovation and digital transformation

“The future of logistics in Sub-Saharan Africa will be defined by innovation, agility and a customer-centric approach,” says Edwin Hewitt, Unitrans CEO. “At Unitrans, we are committed to driving innovation, with technology and industry-specific expertise forming the backbone of our operations, enabling us to deliver value to our clients.”

In response to industry shifts, Unitrans has made strategic investments in digital transformation. The company has designed its Enterprise Architecture technology stack to adapt and evolve with the unique challenges of the African and customer landscape.

“The growth of business lies in the seamless integration of Information and Communication Technology (ICT) with operational excellence,” says Hewitt. “By embracing innovation and leveraging the combined power of these disciplines, Unitrans delivers the necessary solutions and remains ahead of the curve.”

This commitment to innovation can be seen in the agriculture sector, where Unitrans uses drones, autonomous machinery and Variable Rate Technology (VRT), to enhance efficiency and sustainability across the agricultural logistics value chain.

Drones provide real-time data on crop health and field conditions, allowing farmers to make informed decisions on irrigation and pest management, ultimately enhancing crop yields. Self-driving tractors and harvesters optimise field operations with precise GPS navigation, reducing labour costs and soil compaction. Meanwhile, VRT ensures the targeted application of fertilisers and herbicides, minimising waste and maximising resource efficiency.

“By integrating these advanced technologies, Unitrans not only boosts productivity, but also significantly reduces costs in the sugarcane growing process,” says Hewitt.

Driving agricultural innovation with drones, autonomous machinery, and VRT.
A customer-centric approach

Customers remain at the core of Unitrans’ innovation efforts. “We continuously engage and collaborate with our customers to understand their evolving requirements and develop tailored solutions that address their specific challenges,” says Hewitt.

To support this, Unitrans has implemented RPA to streamline internal operations. By reducing manual workloads and improving efficiency, teams have gained valuable time and capacity to focus on customer-centric innovation. This allows Unitrans to respond more quickly to customer needs and co-develop solutions that drive measurable value.

The company has also adopted an agile implementation strategy to test, learn and iterate on new solutions rapidly. This approach ensures adaptability to changing needs and technologies, delivering value quicker and more efficiently.

“Our commitment is to remain a trusted partner for our customers, shaping the future of logistics through tailored solutions that address the unique challenges and opportunities of Sub-Saharan Africa,” concludes Hewitt.

While BBOpEx Solutions’ achievements were recognised with prestigious awards in 2024, the company’s influence on the broader supply chain landscape continues to be significant in 2025. BBOpEx Solutions, an ASCM -Accredited Premium Consulting and Training Partner, remains committed to building robust supply chains through expert training and purpose-driven solutions, while also prioritising the development of diverse talent, including women and youth.

2024 saw BBOpEx Solutions achieve significant recognition, including the Excellence in Training and Talent Management award at the Africa Supply Chain Excellence Awards. Founder and Managing Director Glenda Maitin received the Best People Development Initiative award at the Pan African Supply Chain Awards, and the company was also a finalist in the Business category at the 2024 Conscious Companies Awards.

“These 2024 accolades underscore our dedication to enhancing supply chain efficiency and resilience,” says Maitin. “The principles that earned us these awards—targeted professional development, operational excellence, and strategic skill enhancement via tailored performance coaching—remain central to our work in 2025. At BBOpEx, we believe in the power of transformation through education, empowerment, and operational excellence, and we are inspired to continue pushing boundaries and setting new standards in the logistics, transport and broader supply chain industry.”

The Power of Partnerships and Community

Crucially, BBOpEx Solutions acknowledges that its achievements would not be possible without the unwavering support and collaboration of its valued clients, strategic partners, and the vibrant communities it serves. “These relationships are the cornerstone of BBOpEx’s success, providing invaluable feedback, fostering innovation, and driving the collective pursuit of supply chain excellence,” continues Maitin. “We are deeply grateful for the trust placed in us and remain committed to delivering solutions that meet the evolving needs of our stakeholders.”

Driving Supply Chain Resilience through Expert Training and Purpose-driven Solutions

BBOpEx Solutions’ impact extends beyond individual training programmes. The company implements comprehensive strategies to improve supply chain performance, addressing inefficiencies and fostering a culture of continuous improvement. By providing expert training in APICS certifications and other essential skills, they empower organisations to navigate the complexities of modern logistics and achieve measurable results.

“Our focus is on creating tangible improvements and making a real impact in supply chain operations,” Maitin states. “We equip professionals with the knowledge and tools they need to optimise processes, reduce costs, and enhance service delivery, leading to more resilient and efficient supply chains.”

Cultivating Diverse Talent, including Women and Youth, for a Stronger Industry

Recognising the importance of a diverse workforce, BBOpEx actively supports the development of talent from all backgrounds. Their programmes, such as the Essential Supply Chain Management Skills initiative, provide valuable opportunities for young women from underprivileged backgrounds, contributing to a more inclusive and skilled supply chain sector.

“We believe that a diverse workforce is essential for a dynamic and innovative supply chain,” Maitin emphasises. “While we are proud of our work in empowering women and the youth, our overall mission is to cultivate talent across the industry, ensuring that businesses have the skilled professionals they need to thrive.”

Collaborating for Industry Advancement

BBOpEx Solutions partners with industry leaders to improve supply chain and operational performance through education, training, and skills development. Specialising in Lean methodologies, and continuous improvement, the company drives growth, innovation, and resilience, enabling organisations to thrive in dynamic environments with sustainable and impactful success.

For more information about BBOpEx Solutions and their comprehensive supply chain solutions, please visit www.bbopex.co.za.

South Africa’s Minister of Finance, Enoch Godongwana, has unveiled a significant investment plan to improve the country’s transport and logistics sectors. Under the 2025 budget, the government has allocated R402 billion for infrastructure projects that will enhance road networks, rail services, and logistics efficiency. The move is aimed at addressing long-standing issues in the sector and boosting economic growth.

A key portion of this budget is directed toward the South African National Roads Agency (SANRAL), which is set to receive R100 billion over the medium term. This funding will ensure that the national road network remains in good condition, facilitating smoother transportation of goods and people across the country. Well-maintained roads are essential for economic activity, particularly for businesses relying on efficient logistics to remain competitive.

Another major recipient of the budget allocation is the Passenger Rail Agency of South Africa (PRASA). The agency has been working to rebuild its infrastructure and improve rail services, particularly for low-income commuters. The government has provisionally allocated an additional R19.2 billion over the medium term to upgrade critical railway signalling systems. These improvements will allow PRASA to increase train frequency in key areas such as Mamelodi, Kwa-Mashu, Motherwell, and Khayelitsha. With the ability to dispatch trains every 10 minutes, the initiative aims to provide affordable, efficient transport for commuters while reducing household transportation costs.

Furthermore, the allocation will support PRASA’s rolling stock renewal programme, which has already delivered 241 new trains. These modern trains will enhance passenger capacity and improve reliability. However, despite these advancements, PRASA has faced challenges in its procurement processes. To address this, management has implemented measures to strengthen the system with support from the National Treasury. The introduction of live audits for major procurement projects is one of the key strategies to mitigate risks and ensure accountability.

While PRASA focuses on improving passenger rail services, Transnet, South Africa’s state-owned freight logistics company, is also undergoing a major recovery plan. Transnet has experienced financial and operational difficulties, with rail volumes declining from 226.3 million tonnes in 2017/18 to 151.7 million tonnes in 2023/24. The decline has been attributed to derailments, inefficiencies, and infrastructure damage. However, recovery efforts are beginning to yield results, with projections indicating that rail volumes will reach 165.4 million tonnes by the end of 2024/25.

Despite these positive developments, Transnet continues to struggle financially. In 2023/24, the company reported a net loss of R7.3 billion, up from R5.1 billion in the previous year. Rising finance costs, driven by increased borrowing and high interest rates, contributed to the losses. Transnet’s total finance costs reached R14.3 billion in 2023/24, adding strain to its already challenged cash flow. Earnings before interest, taxes, depreciation, and amortisation (EBITDA) also declined from R22.8 billion in 2022/23 to R22 billion, as rising operational expenses offset revenue gains.

To stabilise its financial position, Transnet has shifted funds from capital expenditure to debt servicing since 2018. In December 2023, the government provided a R47 billion guarantee, allowing Transnet to refinance maturing debt and secure new funding. However, the government has ruled out additional debt relief or general balance sheet support. Instead, direct investments are being made in critical infrastructure projects, including the expansion of the land-side container terminal in Cape Town.

As borrowing continues to rise, with total debt increasing by R7.6 billion to R137.7 billion between March 2023 and March 2024, effective debt management remains a priority for Transnet. The government’s intervention aims to strengthen the logistics sector while ensuring long-term financial sustainability.

The 2025 budget reflects the government’s commitment to revitalising South Africa’s transport and logistics sectors. With substantial investments in roads, rail infrastructure, and freight logistics, the plan is expected to improve efficiency, support economic growth, and enhance the quality of transport services for citizens.

Botswana Railways (BR) and Korea Railroad Corporation (KORAIL) have officially signed a strategic alliance for improving railway services and infrastructure in Botswana. The two rail companies signed a Memorandum of Understanding (MOU) at the Botswana Railways Station in Gaborone. The alliance is intended to improve cooperation, sharing of technical expertise, and capacity building between the two companies, further improving Botswana’s railway sector.

The signing ceremony was attended by Botswana Railways and Korea Railroad Corporation senior officials, together with the South Korean delegation and representatives of the Botswana government. The signing is seen as an important milestone in increasing railway performance, upgrading the infrastructure, and improving overall transport services in Botswana.

One of the greatest benefits of the MOU is the potential for technical exchange and training programs. Botswana Railways employees will be trained by KORAIL experts in existing railway operations, safety standards, and maintenance procedures. This will enhance the quality of BR employees’ expertise and knowledge so that they can operate the railway infrastructure and provide better services to passengers and freight companies more efficiently.

In addition, advisory services for rail operation and maintenance are included in the deal. Since KORAIL has a rich experience in running South Korea’s developed rail network, Botswana Railways will gain from advisory services regarding increasing train operations, track maintenance, and railway management systems from seasoned professionals. These advisory services will make Botswana’s rail network more efficient and reliable.

Transfer of railway development knowledge is also a critical component of the cooperation. Botswana Railways intends to develop and expand its railway network, and cooperation with KORAIL will learn it about how to deploy high-speed railways, utilize digital technology, and rationalize railway logistics. By learning from the successful railway system of South Korea, Botswana Railways plans to construct a more competitive and sustainable railway system.

Following the signing ceremony, the Korean delegation was conducted on a tour of facilities of Botswana Railways to acquaint themselves with its operations and infrastructure. The tour provided both sides with an opportunity to scan areas of improvement and suggest how best practices from KORAIL’s experience could be applied.

This MOU is a new milestone for Botswana Railways in that it seeks to upgrade its railway services and enhance its operational efficiency. Rail transportation is a major component of the economy of Botswana, facilitating trade and connectivity within Botswana and the region. The partnership with KORAIL is set to improve BR’s capacity to facilitate economic growth through an improved rail system.

For Korea Railroad Corporation, the deal is in line with its mission to diversify international cooperation and export South Korea’s experience of railway management to the rest of the world. Through this cooperation with Botswana Railways, KORAIL contributes to global railway development and consolidates South Korea-Botswana bilateral relations.

As the cooperation continues, Botswana Railways and KORAIL will work closely together to implement the agreed-upon initiatives so that the partnership yields real benefits to Botswana’s railway sector. The sharing of knowledge, technology, and expertise will play a crucial role in transforming Botswana’s rail transport system to be more efficient, safer, and sustainable for future generations.

The global logistics industry is witnessing another shift in regulatory compliance as the United Arab Emirates moves forward with implementing its Maritime Pre-Load Cargo Information (MPCI) Program. Set to take effect on June 25, this new security filing regulation aims to enhance cargo security and streamline global supply chains. With trade volumes increasing and security concerns mounting, the UAE’s initiative aligns with broader international efforts to tighten cargo monitoring and pre-loading security protocols.

Trade Tech, a leader in digital freight and logistics solutions, has been proactive in ensuring compliance with the UAE’s upcoming requirements. With extensive experience in managing global trade regulations, the company is leveraging its technology-driven approach to help clients meet the new security demands seamlessly.

Understanding the UAE’s MPCI Program
The UAE’s Maritime Pre-Load Cargo Information Program is a comprehensive initiative designed to enhance national security and ensure greater visibility into cargo movements. Under this regulation, shippers and freight forwarders must submit detailed cargo information before loading shipments bound for the UAE.

Pre-loading security filings will allow UAE authorities to assess the security risk of each shipment in advance. Non-compliance could result in shipment delays, penalties, or even rejection at UAE ports. The program follows similar frameworks such as the U.S. Importer Security Filing (ISF) and the European Union’s Entry Summary Declaration (ENS), reinforcing international efforts to standardize cargo security measures.

Key Requirements of the UAE’s MPCI Program
Electronic cargo data (Bill of Lading details) must be submitted at least 24 hours before loading at the origin.

Mandatory declarations are required from Master Vessel Operators, Freight Forwarders, Master Loaders, and Co-Loaders.

Forwarders must accurately report the actual shipper and consignee in their filings.

Master Vessel Operators must verify forwarder declarations before loading cargo.

Filers must update transshipment details, including the actual vessel name and departure date.

Declarations are required for cargo destined for the UAE, transshipment cargo, and stay-on-board cargo.these evolving requirements with confidence, maintaining smooth operations while meeting international security standards.

Trade Tech is expected to expand its regulatory compliance capabilities to accommodate similar programs in other countries. The increasing reliance on automated compliance tools and artificial intelligence will further streamline security filings and risk assessments.

Amsterdam’s Schiphol Airport is advancing automation and sustainability efforts. To achieve this, it is deploying autonomous baggage handling technology. In collaboration with KLM and Aurrigo International plc, Schiphol is testing the Auto-DollyTug®, a self-driving electric baggage vehicle designed to optimize baggage separation and streamline airport logistics. With thousands of transfer bags passing through Schiphol each day, the introduction of autonomous solutions aims to relieve pressure on baggage handling systems, enhance efficiency, and support the airport’s vision of a fully connected, emission-free ground operation.

The use of self-driving baggage vehicles aligns with the broader aviation industry’s push for automation, reducing human labor demands while ensuring precise and timely baggage transfers. Schiphol’s ongoing trials will determine how effectively the Auto-DollyTug® can integrate into its existing infrastructure, potentially setting a precedent for airports worldwide.

Current baggage handling challenges
Schiphol Airport handles approximately 31,000 pieces of transfer baggage daily, with peak activity concentrated in the morning hours. This high volume places immense pressure on baggage processing systems, often leading to bottlenecks that can affect efficiency and timely connections. Ensuring that bags with long layovers are correctly separated and securely stored for later flights is a logistical challenge that requires continuous monitoring and optimization.

Traditional baggage transportation methods rely heavily on human-operated vehicles and manual processes, which can lead to inefficiencies, delays, and increased operational costs. With global air travel expected to continue growing, airports must adopt innovative solutions to manage baggage streams effectively while minimizing environmental impact.

The Auto-DollyTug®: Features and capabilities
The Auto-DollyTug® is an all-electric, self-driving baggage transport vehicle designed by Aurrigo International plc. This cutting-edge vehicle is equipped with LiDAR sensors and 360-degree cameras, enabling it to navigate safely through complex airport environments. Unlike traditional baggage carts, the Auto-DollyTug® can autonomously pick up, transport, and deliver baggage to designated storage areas and processing points.

The vehicle operates with a high degree of precision, automatically adjusting to traffic conditions and maintaining safe distances from other airport vehicles and personnel. Its electric-powered system contributes to Schiphol’s broader sustainability goals, reducing reliance on fossil-fuel-powered ground support equipment. Additionally, its autonomous functions help optimize baggage flows, ensuring that transfer luggage reaches its next flight on time while minimizing human intervention.

Trial phases and progress
Schiphol’s first phase of testing for the Auto-DollyTug® began in August last year. Initial trials focused on transporting baggage from temporary storage locations to secure holding areas, with the vehicle mapping the airport’s platform environment using advanced 3D cameras. As the trials progressed, the Auto-DollyTug® demonstrated its ability to autonomously navigate the complex airside environment, successfully picking up and dropping off baggage containers.

Currently, the vehicle is undergoing further testing on the airport’s pier, an area with increased traffic density and operational challenges. If these trials prove successful, Schiphol plans to expand the vehicle’s operational routes, eventually incorporating aircraft stand operations by the end of 2025. Throughout the trials, a human operator remains present in the vehicle to intervene if necessary, ensuring safety and compliance with aviation regulations.

Industry leaders recognize the potential of autonomous technology in transforming baggage handling and ground operations. Jan Zekveld, Senior Manager of Innovation at Royal Schiphol Group, highlights the importance of automation in achieving a sustainable airport environment, stating that the integration of emission-free autonomous vehicles is a critical step toward Schiphol’s long-term goals.

Similarly, Professor David Keene, CEO of Aurrigo International plc, emphasizes the benefits of self-driving baggage solutions in reducing operational pressures. “Working with forward-thinking partners like Schiphol and KLM to bring autonomous solutions to real-world aviation challenges is very exciting,” he noted. “The work we are doing demonstrates a fantastic use case for our self-driving Auto-DollyTug®, showcasing how automation can enhance efficiency while supporting the workload for baggage handlers and easing pressure on airport systems.”

As the trials progress, Schiphol’s success in integrating autonomous baggage handling vehicles could inspire other airports to follow suit.