Table of Contents

1.0 Introduction ................................................................................................................................ 2

Geographical locations –The UK ........................................................................................................ 3
2.0 Literature review ......................................................................................................................... 4
2.1Internet of Things ......................................................................................................................... 5
2.2 The Cloud and Big Data Analytics ................................................................................................. 6
2.3 Cyber Physical Systems ................................................................................................................ 6
2.4 Advanced Robotics ...................................................................................................................... 6
2.5 Augmented Reality (AR) and Virtual Reality (VR) .......................................................................... 6
2.6 Block chain ................................................................................................................................. 6
2.7 Simulation and Digital Twins ........................................................................................................ 6
2.8 Additive Manufacturing (3D Printing)........................................................................................... 7
3.0 Finding ..................................................................................................................................... 7
3.1 The differences of logistic and supply chain management ........................................................ 7
3.2 Logistics –DHL delivery ............................................................................................................ 7
3.3 Digital Transformation Challenges............................................................................................ 8
3.4 Digitalization Closes the Transportation Service Gap ................................................................ 8
3.5 Robotic automation at DHL Supply Chain ................................................................................. 9
3.6 Digital transformation -resource optimisation for logistic .................................................... 10
3.7 Warehouse management Systems ......................................................................................... 11
3.8 Autonomous Mobile Robots (AMR) ........................................................................................ 11
3.9 stationary robots ................................................................................................................... 12
4.0 Implementing of using internet of things ( IOTs) ................................................................. 12
4.1 IoT applications in logistics/ transportation ........................................................................ 12
4.2 Fleet management and transportation ............................................................................... 13
4.3 Implementing IOT on Warehousing ................................................................................... 14
5.0 Competitive advantages ..................................................................................................... 14
5.1 IOT-Ecommerce ................................................................................................................. 14
5.2 Micro-fulfilment................................................................................................................. 14
5.3 DHL integrates with Dell technologies ................................................................................ 15
5.3-1 Direct shipping solution .................................................................................................. 15
6.0 Discussion .......................................................................................................................... 16
7.0 Recommendations ............................................................................................................. 18
 8.0 Conclusion ......................................................................................................................... 20

1.0 Introduction
DHL was established in California in 1969 for international express customers. DHL has added a more
convenient mobile phone short message service, which further facilitates its customers to determine
the delivery status of the goods at any time on the basis of the original Internet query.

In logistics, globalization is creating more complex supply chains than ever before. Once again, the
combination of DHL's global reach and local market knowledge shows that this is an important
competitive advantage. DHL provides a full range of standardized services as well as customized
industry solutions. This is the only way to achieve the high standards DHL’s global customers
demand.

DHL's service network covers more than 220 countries and regions around the world. Some 285,000
dedicated employees around the world provide fast, reliable service to customers in more than
120,000 destinations.
DHL is a global leader in express, intercontinental and air freight, and the world's number one ocean
and contract logistics provider. DHL provides customers with a full range of logistics solutions from
documentation to supply chain management.

Geographical locations –The UK

DHL UK established the 90% of parcel service points , just nearby the UK population live within 10
minutes journey of a shop .There are over 3500 DHL parcel UK service points distribute in different
districts, the network almost cover all over the UK ,which provides convenient the services to the
consumers.

When the global pandemic Covid-19 spared to the UK since 23 March of 2020 , the national
lockdown was implemented by UK government and until May it was substituted with specific
regional restrictions .Due to the more Covid-19 case was climbing the ladder day to days ,the
national lockdowns were re-implemented in autumn and winter 2020.

The multiple impacts on the supply chain activities have been generated by the global pandemic
COVID-19 that need to require for warrant quick re-engineering to meet the altering in demand.

There are totally different between with the Covid-19 and the natural disaster such as hurricanes or
earthquakes , in deeply understand that the Covid-19 is found that it from regional Vs global
standpoint. Thus, the supply chain operations can be re-defined on concentrate to domestic chances
become crucially and a vital role has been played by transportation planning and execution in the
supply chain management (SCM).
 Figure 1 DHL WORK FLOW
The above flow chart demonstrates that the “central location office” is playing an essential role for
collecting the individual and corporate’s deliveries .But a bottleneck position and need to take time
for delivery because of the global pandemic Covid-19 to spare in different locations, the collection is
harder than before Covid-19,due to the government implemented so many policies to constrain
citizen’s activities and some of the road has been blocked.Thus,a new process flow has been
introduced for where all the suppliers,collectors and price devotees can take the facilities from one
DHL office.

2.0 Literature review

The overview about DHL’s theoretical framework and conceptual framework of logistics and supply
chain and review previous research from various perspectives. The altering of operations functions
of DHL were to be performed the literature review by the researcher to identify during the global
pandemic Covid-19 that how DHL to operate its business in the UK. The Covid-19 impacted on DHL
that obliged to implement new logistics and supply chain management strategies and implementing
to Digital transformation of technological innovations on DHL s operations, such as industry 4.0
(IR4.0), the predictions of industry 5.0
Industry 4.0 Technologies

Figure 1 Industry 4.0 technologies in logistics.

According to Maryam Abdirad and Krishna Krishnan (2020), industry 4.0 (IR4.0) in Logistics and
Supply Chain Management, which the concept can be defined that IR 4.0 concentrates on
automation and process ,digital transformation and data exchange in logistic and supply chain
management. The objective is to attain a logistical services and a supply chain management in an
automatic intelligent ‘s processes to reduce lead time to respond to customers’ needs in the demand
due to Covid-19 and to enhance productivity in the system. In order to meet all the efforts that had
been taken to operate and combat the issues had caused by Covid-19, which a higher level of
operational efficiency ,productivity and automation are to be required to achieve.( Orestis K.
Efthymiou * and Stavros T. Ponis) Thus , the key features are need to be considered, such as
digitization ,optimization and automatic data exchange, highly performance on interaction between
human and machine and value-added services on logistics and supply chain management
(Efthymiou and Ponis, 2022).

2.1Internet of Things
Internet of Things (IoT) is the connection of electronic devices to each other via the internet(Zhong,
Xu, Klotz and Newman, 2022) . In other words, in order to connect physical objects and virtual
systems , which IOT generates a comprehensives network infrastructure via the internet such as 5G,
“Make in China,” the progression of technological innovation, 6G will be coverage the global
network on the year 2030.
2.2 The Cloud and Big Data Analytics
The on-demand availability of computer system resources could be referred by the cloud, which are
the data storage / computing power is to be located in a remote network without direct active
management by the delivery industries(Vaidya, Ambad and Bhosle, 2022) .

A wide-scale data sharing across companies are to be widely used in IR4.0, in order to enhance
system performance and the reduction of costs through online availability(Witkowski, 2022) .

2.3 Cyber Physical Systems

Cyber physical systems (CPS) are at the heart of Industry 4.0, which are systems that blend the
physical and the virtual worlds(Trappey et al., 2022) .

“Smart objects are able to interact and communicate with each other” (Seitz and Nyhuis, 2022) , by
defining with the main function of it, which means that the machine can enable to talk to each other
by using Cyber Physical Systems.

2.4 Advanced Robotics

Since about fifty years until now that Robotics in its main industrial form, which was one of vital
components of the IR3.0 that started in the late 1960s. According to the IR4.0, robotics has
advanced both in forms and in abilities and started covering many aspects in the manufacturing
industries or logistics and supply chain. advanced robotics such as the autonomous vehicles , which
are equipped with sensors, computers cameras, radars ect that are connected via cloud with their
environment(Efthymiou and Ponis, 2022). In order to control all decisions are well-being , which
Artificial intelligence (AI ) is also being continuously developed to navigate the vehicle and to allow it
to interact with other road user(Liu and Xu, 2022).

2.5 Augmented Reality (AR) and Virtual Reality (VR)

Augmented Reality (AR) and Virtual Reality (VR), head-worn displays (HWD) to support workers, such
as a part assembly, order picking and maintenance in production and logistics environment
(Carmigniani et al., 2022).

2.6 Block chain

Block chain, which can be defined as a system in a safe and permanent way to be recorded by
transactions between parties. And the block chain contains a specific and verifiable record of every
single transaction that has ever been made (Kagermann, 2022).

2.7 Simulation and Digital Twins

Simulation- both in manufacturing and logistics industries are to be widely used technique for
approaching challenges and has great potential to enhance in not only middle but also-sized
organization(de Paula Ferreira, Armellini and De Santa-Eulalia, 2022) .
The concept of digital twin, which extends the application of simulation modelling to all phases of
the product/service life cycle. In full detail within a virtual environment, which the products are
initially developed and tested with digital twins(Bringing together Lean and simulation: a
comprehensive review, 2022).

2.8 Additive Manufacturing (3D Printing)

Encouraged by chances for larger customization, which leads to less waste and more confined on
manufacturing and delivery . The new diversity is to be added by 3D to manufacturing strategies,
which has so many combining and not replacing, tradition with 3D printing. Orchestrate complex
hybrid manufacturing networks can be offered by logistics and the utilized network of 3D printers to
provide the new services of logistics (Efthymiou and Ponis, 2022).

3.0 Finding

3.1 The differences of logistic and supply chain management

Logistics management can be defined that just a small portion of supply chain which the flow of
goods and services , information are to be combined from raw material to final consumer. Supply
chain management is associated with the sourcing of raw material, the procurement ‘s required
from consumer, then the conversion of the final product and the real- time delivery ,which can be
seen that there are different logistic and supply chain management(2022) . To deeply understanding
and to distinguish that what are the main different of them such as below :

Supply chain can be defined as a network of business, which involves to creation , distribution ,
ultimately of a product. The supply chain normally are to be classified by two parts : upstream and
down streams.

Upstream- including of all activities related to the organization’s suppliers ,such as the source raw
material inputs of those parties are to be sent to the manufacturer. Whereas, downstream supply
chain which refers to the post-manufacturing of activities, come up to distributing the products to
the end-users( customers).

All in all,the planning , implementing and effective storage of goods and services are involved in
supply chain management and the point of origin and point of consumption are linked to with
between, in order to attain the requirements of customer.

However ,to deliver to the right product in the real-time to distribute to right place, which is the
main purpose of logistic management .

3.2 Logistics –DHL delivery

The purpose of behind logistics is to ensure that the customer can receives the desired
items/products at real-time basis and right place and involves the right price and quality. The two
subcategories of this process that can be divided into inbound logistics and outbound logistics.

The coverage of inbound logistics , which are the activities linked with obtaining material and then
managing, storing ,finally transport them. However, the outbound is the different way, which covers
the activities concerned linked with the items/parcel collection, maintain the items/parcels and
distribute to the items/parcels to the customers.
 Figure 2 DHL logistics
When the global economy has reshaped by Covid-19 overnight. The supply chain of DHL had
impacted in first hand ,which implements the new- high-tech to operate its business, such as
automation and resource allocation, which assisted it retool its business running and keep the
logistical functions moving.

3.3 Digital Transformation Challenges

The shift has since grown to include industrial enterprise, which connects to several smart
technologies in an integrated digital transformation such as not only IOT but also wide-array of data
analytics, cloud computing, RFID, as well as machine learning ,blockchian , mobile tech ect. The
global pandemic Covid-19 helped soar a number of industry 4.0 generating initiative.DHL was
struggling to conquer supply chain constraints that implements enhancing automation to reduce
manual work.

The demand for high-customised products and services is continuously increasing. Thus, inbound
and outbound logistics must adapt to this changing environment. Due to its increasing complexity, it
cannot be handled with ordinary planning and controlled practices:

The high-customised products and service of DHL’s demand is continuously soaring, therefore ,
inbound and outbound logistics have adapt to environment is altered by the global Covid-
19.Because the changers bring it on more complex situations, so that, ordinary planning and
controlled practises are not to be allowed to handling.

3.4 Digitalization Closes the Transportation Service Gap

During the COVID-19 period , the available transportation resources and close the service gap of DHL
by using a number of digital solutions are emerging to help the DHL supply chain to make better
operations and running the business under the global pandemic circumstances.
Cloud-based transportation management system (TMS) are implementing by DHL, and the value of
TMS is be integrating with smaller enterprises and the insight and data to optimize are be
provided ,which DHL is running through the system and collect automatically.

Figure 4 Digital Transformation

Digital transformation impacts on logistics and supply chain management

Digital transformation- the technological innovation impacts logistics and supply chain
management ,it disrupts in the physical world such as the currently high-tech of robotics using by
DHL will be replaced by next-generation robotics (study, process, process and improvement,
2022) .The currently situation of DHL is using robot and autonomous vehicles, which are applied with
the big data analytics, sensor, block chain and other virtual applications , integrating with the
different functions into the systems.

3.5 Robotic automation at DHL Supply Chain

Automation – the application of robotics in its warehouse and packing operations.

The order picking operation is a key concentrate to robotic development by DHL, which is expected
to get an impact from technological innovations that extends beyond e-commerce fulfilment .The
current generation of robots are enabled to work alongside humans and increase overall warehouse
productivities to replace of manual operations performing at low-value task (Anon., n.d.)

.
During the COVID-19 the first half year period of 2020 , the labour markets were shortage of
workers ,because of the market just too constrained . It heavily impacts on the DHL as well, due to
the before COVID 19 , over 165000 workers had been employed by supply chain division as huge
employers. So it’s an economic necessity to start automating activity.”

Packing robots are been purchased to replace the manual workers, in order to guide warehouse
workers on which items need to pick up. On Other workload that is normally handle by manual
operations, which traditional trucks have been substituted by autonomous vehicles such as the
driverless forklift trucks. And “ cobots” joint with work alongside human employees as a
“collaborative robots” to share the workload, which assist to pack products with multiple parts as
advent calendars or cameras.

Comparing with the most industrial automation, these cobots have been developed by DHL is
surprisingly agile, so that , the robotic arms ,then designs have been bought by DHL Supply chain
and the purpose of implementing 3D prints its own gripper for individual assembly lines to put DHL
in a unique place in the market that allow it without long engineering time could automate taking by
DHL.

when DHL Supply Chain was commissioned to pack the UK’s Covid-19 testing kits that this capability
proved its worth the value of demonstrating on 11 different pieces were required to go into the kit
and the country’s demand requires 100k of these kits per day and compare with these kits didn’t
exist a year ago. DHL implemented with 3D-printed an assembly line,which has the abilities to fulfil
DHL to kit hundreds of thousands of them per day.

The processing of the operation can be embedded sensors to tracks its performance, once an
assembly line is in the operation , which allows DHL Supply Chain to optimise as well as accelerate
output.

3.6 Digital transformation -resource optimisation for logistic

Meanwhile, the digital transformation is invested by DHL supply chain ,which customizes with the
way in which workers are allocated.
There are between 50 to 500 workers might be employed for in charge in a warehouse, when
implementing the digitising during the COVID-19 and compare with the before COVID-19
2019 ,there almost 1500 workers has been hired (Anon., n.d.).Thus, getting the right number of
people and allocate to the different work scope or task for the day to days operation of supply chain
and the prediction of demand and allocate resources have been developed on bespoke systems,
which it integrates with off the shelf time- and attendance and shift planning software.

Digital twins’ of its warehouse operations was carried out by DHL , once a staff member is booked in
for a shift that in order to determine how appropriate to allocate their time. Considering all the
perspectives. Digital twins are put in the supply chain operations such as outgoing lorries , the
incoming returns. Based on digital twins systems of DHL enables to talk to the customers’ systems
and during the day, the workers are to be redirected(Automation and agility helped DHL Supply
Chain during Covid-19, 2022).
3.7 Warehouse management Systems
DHL international is in charge of applying framework to the massive IT project, the objective is to
meet the altering needs of all the DHL’s stakeholders and the customers. The critical analysis of the
project components is involved in the system, which can help to improve activities in all the phases
of program. These activities can be time management, the assurance of quality, the integration of
project ,the reduction of costs, mitigation of risks as well as measurement of scope and
communication so on (Automation and agility helped DHL Supply Chain during Covid-19, 2022). The
third party supply chain packages are to be implemented by DHL supply chain IT projects, such as
transportation and warehouse management system.

Figure 5 robotic ware house

3.8 Autonomous Mobile Robots (AMR)

Figure 6 Autonomous Mobile Robots (AMR)

Autonomous take sophisticated sensor technology to deliver the customers’ parcel all over the
warehouse (Automation and agility helped DHL Supply Chain during Covid-19, 2022). The system can
figure out and interpret the environment through the implementing of maps, computers and on
board sensors.

The DHL are using small and nimble in warehouse robots with the capacity to confirm the
information on each package and allocate it with impeccable accuracy .Then the redundant manual
process had been cut down ,which is prone to human mistakes or errors.

AMRS is to be used by DHL to clear facility floors of the warehouses. And the self-driving vehicles
have operation functions and inherent built-in safety precautions to reduce the hazards to be
lesser level in facilities.

3.9 stationary robots

“Generally, stationary robots are robotic arms designed for tasks like picking and placing, sorting,
assembling, welding, and finishing”

Once the robotic systems have been set up by the DHL’s workers ,there are the following functions
are to be automatically to operate by the robot such as random bin picking ,co-packaging ,sorting
orders into put walls, put the items onto conveyor belts-allocating whole work task with the supply
chain, which are within the realm of intelligent and articulated robotic arms,sometimes ,it is better
than human counterparts(Automation and agility helped DHL Supply Chain during Covid-19, 2022) .
From the end of the 2020 ,DHL has purchased and invested to the stationary robots proliferate,and
the costs are lowering and return scale on the robotic investment project current take less than 4
years.

During the COVID-19 ,DHL has to re-deployed the normal work schedule to an autonomous mobile
robots (AMRs) to work alongside humans to enhance current processes or generate new ones
instead(What is Industry 4.0? How Does it Work? (A Beginners Guide), 2022) . The pickers and
packagers are travelled by the robots that reducing the workers ‘time on their feet moving around
the warehouse and has more time to perform the more picking’s demanding task.

4.0 Implementing of using internet of things ( IOTs)

Due to the COVID-19 spear out in the UK extensively, availability of real-time mandating, denser
facility , design and around-the –clock operations are attained with fully automated systems by DHL,
And combined with robotics technologies.

4.1 IoT applications in logistics/ transportation

DHL implement in global logistics with integrating IOT application and wearables, in order to
connect technology and big data to generate DHL’s operations more effective and cost-saving, which
leads to more sustainable. There are few impressive instances of IOT in logistics to demonstrate
how DHL to operate its business:

There are widely taken in logistics and transportation by IOT and wearable technologies, using to
track vehicles, workers and items/ assets , the storage and delivery conditions are to be monitored
and enhancing on –site safely and security (Year 2022 Calendar – United States, 2022).

Integrating to apply IOT to generate a safer work environment for one-site workers. The distribution
of regional centre in UK incorporated a monitoring system with linked beacons and wearables to
track workers’ rest levels, in order to align breaks and time schedules and avoid fatigue. The location
data and the system maps are applied with on site and on real –time to send the proximity changes
to prevent on any accidents or collisions.

Figure 7 IoT applications in logistics/ transportation

4.2 Fleet management and transportation

Fleet management has become a significant part of industry, but to handle it well is not so easy with
the advancement of GPS tracking services and controlling a fleet of vehicles (What Is Fleet
Management? | Fleet Management Definition, 2022). The internet of things (IOTs) are
implemented by DHL, in order to connect and attain all of a feet virtually effortless. So that DHL is in
real time delivery on logistics implementing technology to track when how the items to be
distributed in effectively and efficiently.

The trucking side of logistics of DHL can be heavily impact by IOT, which putting IOT to trucks,
companies enable track fuel efficiency of the truck itself and the details of the driver’s route can be
checked. The spot potential oil leaks are not only by the technology but also other truck motor
malfunctions to assist the driver and fleet manager. The more early to spot the issues, then enables
to reduce faster on the cost of repairs due to problems are being found right always.
4.3 Implementing IOT on Warehousing
The warehouse management is affected by IOT ,which has many aspects that relates from inventory
control to potential safety improvements.

Radio-frequency identification(RFID) has heavily impact DHL that allows the company to know the
quantities of the items are still in the warehouse and where the items need to distribute to(How to
Use Internet of Things (IoT) in Logistics Industry | Digiteum, 2022) . DHL provides that technology in
its warehouses and its clients tell DHL a major assets /items belong to his/her, what actually the item
is inside the parcel, must be declared if they want to send to the overseas , then getting the
information from the customers. DHL would control that kind of assets /items from the comfort of
their office computer, in order to prevent loss that parcels or items, due to COVID-19 , due to the
shortage of employees in charge the position , thus ,the way of working has been altered by RFID.

Implementing IOT by DHL also can enhance more accurate and faster for warehouse workers
controlling inventory .For instance, using wearable technology and remote sensors as tools of the
connected devices ,which can make the employees to exploit the real-time data to interpret on the
warehouse items’ location, which orders could able to be processed more efficiency. This is
essential for DHL to compete with small to mid-sized of other competitors.
In order to prevent warehouse accident, integrating with IOT can enhance to reduce those numbers
happening in DHL’s warehouse. If the machinery was connected by employees via IOT sensors that
the nearby vehicles are to be warned and in areas of high congestion could to be regulated by
forklift speed(Smart Warehouses: How IoT Improves Warehouse Management — Digiteum, 2022).
The aspect of security for the employees of DHL is only permit who are carrying approved ID card
that then they will swipe for warehouse entry are already popular in using of that method to secure
of warehouse.

5.0 Competitive advantages

5.1 IOT-Ecommerce
“ To make every consumer happy during the Covid-19 period” ,The objectives of DHL provides the
services for the online retailer , because they need to a logistics company to send their parcels to the
user-customers. The demand in the Europe market, there are lots of large logistics companies to
compete with DHL ,and some of competitor deliver all across the continent. So that, the logistics on
companies are significantly ecommerce in Europe. The main competitors are FedEx/TNT Express,
Royal Mail, Hermes UK, DPD/DPDgroup/Geopost.There major ecommerce logistics are sharing the
market in Europe that running their the business in many countries. The business players are
interest in online retailers that sell cross-border. But to compare with the competitors ,DHL enables
to integrate with the partners of online retailer , because it is very vital to compete with the other
competitor by using handy in dedicating of shipping software , in order to solve any problem quickly
if something occur, and time-consuming and save money.

5.2 Micro-fulfilment
As the UK,the Covid-19 pandemic continues to constrain people indoors and away from public
places, online shopping instances are growing up exponentially throughout the world. Previously
struggling e-commerce segments such as grocery deliveries are currently enjoying a renaissance,
chiefly implanted by new supply chain strategies - the micro fulfilment centre (Devanesan, 2022).
A concentrate topic for novel automation and robotic technologies by Micro-fulfilment , there are
using in urban locations, by encapsulating the concept of small-scale warehouse facilities(Micro-
fulfillment, 2022) . The mini inventory and distribution hubs offer valuable chance for instant and
less time delivery to a large number of customers.

Figure 8 Micro-fulfilment

5.3 DHL integrates with Dell technologies

The world has been changed since March 2020 and the demand for digital is soaring. DHL integrates
with Dell technologies, which adapt their supply chain for COVID-19 and generates it more resilient
and reliable for the future. As below to mention that how the way of DHL’s deliveries to be.

5.3-1 Direct shipping solution

Dell Technologies and DHL collaborated closely to identify the bottlenecks and inflexibility in their
supply chain and ways to improve it. Working hand in hand, we developed a direct shipping model
that was more agile and maintained the company’s traditionally fast international lead times.

The bottlenecks and inflexibility have been identified by direct shipping solution in their supply chain
and the ways to enhance it. working hand in hand , a directly shipping model that was more agile
and faster international lead times to compare with the traditional way
Figure 9 Direct shipping solution

6.0 Discussion
“Don’t strive for 100% perfection, go with 75%” , said by author: Greg Churchman – The demand
suddenly affected between clients since March 2020, therefore, different approaches are need to
combine with resources allocation by DHL supply chain. Some of districts in the UK lacks the
worker ,especially in the remote areas ,and how to settle this issues. The DHL need to allocate the
human resource effectively and efficiently ,the workers are required to move from all over the
country in to operations that in order to meet a surge in demand. The first solution is needed to
consideration of where the workers live, if they are willing to travel to other districts to work and
what the workers’ contractual constraints were.

In order to solve the issue, the top management team to generate “a quick and dirty” solution on
top of its cloud-based time-and-attendance application, which let workers to shifts willingly that
would require a long commute. On the other hand, a resource allocation model is established ,which
can bespoke for the Covid-19 circumstance that without any live testing.

In the end of 2021, although DHL supply chain’s interaction with clients, the one of leadership
lessons have been developed based on agile approach- creating a system, omit testing ,lets it go for
4 months, just for one purpose to enhance work efficiency.

The DHL UK must implement the much more tolerant of less than-perfect solutions, which means
that due to the global pandemic COVID -19 impacts the logistics and supply chain of DHL, no require
to strive for 100% , just go with 75%,just attempt it, then enhance it, and taking backward and
forward strategies ,and then try again, because before the pandemic that something never had
been seen, so that, just need to implementing 75% out 100% is enough .

Based on the discussion above and how to solve the 75% issues to be 99% on time performance?
“RPA is used to reduce cost of operations, eliminate errors, increase throughput and process
efficiency, and helps increase business volume as a result of a faster execution levels.” According
to the author David -the Chairman Asian Pacific Logistics Federation (APLF) ,he mentioned that the
progression of implementing IR 4.0 Robotic system will increase the work efficiency and better
than current circumstance, which can conquer the COVID-19 constraints on the logistics and
supply chain management. As below the RPA can be implemented in DHL, which help the company
to solve the issues that there are facing to.

Robotic process automation- robotic process automation (RPA) such as let users to configure
computer software to stimulate how a worker executes a process within a digital system(Rogers,
2022) . The implement of automating by DHL ,which can eliminate time-consuming and repetitive
tasks reduces the requirements for human intervention in the key steps and thus speeds up
processes. The objective of using robotic process automation has the potential to move away the
bottlenecks, as well as it frees up human resources for the more value-adding tasks. From the
customer’s perspectives ,it finally empowers workers to better satisfies customers’ requirement and
needs.

“It is more complicated technology than 5G ,so that “not-yet-standardized 6G” ,it may impact to
come from multiple technologies as cloud computing ,blockchain and big data “According to an
article written by Xu (Chinese lab claims breakthrough in '6G' mobile technology, 2022) , and
“ Huawei predicts that to the 6G products will be launched around 2030”.

Figure10 6G

According to the article mentioned that 6G is more power than 5G, DHL should integrate IOT with
6G to DHL’s logistics and supply chain management for the next 5-7 years .From my points of view
that the projects management are required to generate for the scope, time, resource, risks
assessment ,quality , financial budgeting to consider whether is a feasible project to invest in 6G or
not? The accountability of the 6G project, must to be presented on the stakeholder, which to
conclude the well-perform project for the future planning.
7.0 Recommendations

Industry 5.0
"The proliferation of robotic automation is inevitable.” The European Economic Social Committee
asserts that.

Industry 5.0 is already being spoken about, which involves robots and smart machines allowing
humans to work more efficient and smarter to compare with IR 4.0(Neights, 2022) . The
expectations of IR 5.0 will generate the logistics and supply chain industry a place where people can
come and work ,to customize a more personalised and excess the human experience for not only the
worker but also their customers .

From currently industry 4.0 to predict next 4 years ahead, which is linking to the way of man and
machine together, predicts to industry 5.0 will be implemented by 60% manufacturing ,logistics and
supply chain, agriculture, the mining ,oil and gas industry ,and it will be employed by chief robotics
officers in 2025.

The next generation robots

7.1 Aerial drones aid

Aerial drones aid which help to optimize warehouse inventory processes. They enable to scan
location quickly for automated inventory. It much faster than a human do and an accurate count is
sent immediately to DHL’s warehouse inventory management software.These drone do not required
markers or laser to assist them and do not occupied valuable space in the warehouse.the functions
could travel quickly and help in hard-to –reach scopes. As a fully-automated and intelligent solution,
the drones that up to 5kg of cargo could be carried per flight and take off and land atop intelligent
cabinets which were specifically developed for the fully autonomous loading and offloading of the
shipment.
Figure 11 Aerial drones aid

Currently ,year 2022,the Aerial aid has not been implemented by DHL, but can predicts it will be
commonly use in logistics in the UK ,I recommend that DHL should be thinking out box ,to follow the
DHL China ,because ,there is implementing the Aerial drones aid since last year 2021, the advantages
of implementing it, which help the DHL UK solution, such as fully autonomous loading and
offloading that will lead to highly augment efficiency as well as cost-effectiveness with reducing
energy consumption.

During the COVID-19,avoid the extensively spare with COVID-19 to the worker, highly recommend to
carry out for the inbound and out bound system, from wharf to warehouse, within 2-3Kilometre
vice versa.

7.2 Automated guided vehicle

The Automated guided vehicle is currently used in the USA, the UK should implement it gradually
for the next few years, cannot left behind and allows the workers working more efficient and
effective.

Automated guild vehicles and carts will be used for transport inventory around DHL’s warehouse
following a track laid in DHL’s warehouse(Thornton, 2022) . It makes perfect for bigger warehouse by
using these warehouse robots that can enable to more time consuming by workers to move from
one area to the next.
Figure 12 Automated guided vehicle

8.0 Conclusion

Since march 2020 ,the global pandemic Covid-19 has totally changed functions of logistics and
supply chain of DHL.DHL has done a lot efforts in the past two years in order to combat the threat
of the virus to the transportation industry, and today people have decided to stay in with the virus.
The changing trend of technology are followed by DHL, and adopt different operating strategies to
improve the company's operating efficiency. Currently , the company is practiced to IR 4.0, due to
the constraints of COVID-19,DHL has implemented the new-tech to help them to operate business
and DHL will gradually to adopt something new to enhance the outcomes of logistics and supply
chain management. Due the Covid-19 suddenly occurred, DHL has used almost two years to
comforted the current situation. And attempt to make better for their operations, from the starting
point 75% completion to use the technological advanced in IR 4.0,such as IOTs ,robotics to increase
their work efficiency and effectiveness. To predicts that the technology new era will come out after
5-10 years ,which are from 5G technology to upgrade to 6G, and IR 4.0 to change to IR 5.0. As the
pioneers of logistics and supply chain leader, DHL is progressing of his steps to gain more interest
from the technological innovations to technological breakthrough in the future.
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Appendixes
https://www.europeanbusinessreview.com/digital-transformation-in-logistics-industry/
https://techmonitor.ai/technology/ai-and-automation/automation-and-agility-helped-
dhl-supply-chain-keep-goods-moving-pandemic

https://www.dhl.com/global-en/home/insights-and-innovation/thought-leadership/trend-
reports/robotics-in-logistics.html
https://lot.dhl.com/glossary/micro-fulfillment/
https://techwireasia.com/2021/02/micro-fulfillment-center-is-the-2021-supply-chain-
strategy-to-watch/
https://www.rcrwireless.com/20220107/5g/chinese-lab-claims-breakthrough-6g-mobile-
technology
https://www.dhl.com/global-en/spotlight/digitalization/dell-dhl-resilient-supply-
chains.html
https://www.dhl.com/global-en/home/press/press-archive/2019/dhl-express-launches-its-
first-regular-fully-automated-and-intelligent-urban-drone-delivery-service
https://www.logisticsmanager.com/dhl-supply-chain-implements-maxagv-automated-
forklifts-at-tyrefort-warehouse/