Tensions in sustainable warehousing: including the blue-collar perspective on automation and ergonomic workplace design

Abstract

In many industrial countries, demographic changes towards an aging society go hand in hand with the need for ergonomic workplaces. Therefore, it is necessary to rethink workplace designs and work processes, particularly in industrial professions, such as logistics. As logistics activities are still characterized by a high amount of manual effort, they represent a suitable field for gaining empirical insights into the implementation of automation and ergonomic practices to inform social sustainable warehousing logistics strategies. By assuming a paradox perspective, this study accordingly examines the research question to which extent tensions arise in the context of sustainable warehousing regarding the implementation of technical automation and improved ergonomic processes. To answer this question, automation and ergonomics practices are studied at two logistics service providers and an industrial manufacturer in Germany. By applying a mixed-methods approach, the study analyzes empirical data derived from semi-structured interviews with logistics and human resource managers at four warehouse sites of these companies. Besides identifying relevant criteria and paradoxical tensions in improving handling processes in the specific cases, technology alternatives were evaluated from blue-collar employees' perspectives using an analytic hierarchy process (AHP) survey. The present study provides evidence that paradoxical tensions with regard to belonging and performing, as well as between organizational levels and through the change process itself are most important in this context. In this line, the current study contributes to theory and practice by providing insights into paradoxical tensions in warehousing logistics and discussing how automation and ergonomic transformational processes can be successfully managed through addressing interrelated demands of blue-collar workers, managers, and customers.

The hidden side of sustainable operations and supply chain management: unanticipated outcomes, trade-offs and tensions

“…By investigating tensions on individual, organizational and supply chain levels, Gruchmann et al (2020) were able to explain why automation and ergonomic practices in warehouse logistics are not adequately implemented, despite health, safety and operational performance benefits. They found that tensions are primarily caused by increased cognitive requirements for these workplace innovations versus supply chain customer pressures based on price and flexibility.…”

Greening warehouses through energy efficiency and environmental impact reduction: a conceptual framework based on a systematic literature review

“…A detailed discussion is hereinafter provided for each factor identified: Costs: although several authors agree that embracing greener warehouse operations helps protect the environment ethically and comply with the reduction of operational costs in the long run (Salhieh and Abushaikha, 2016; Minashkina and Happonen, 2020), there is still a mental bias that brings logistics operators thinking that environmental sustainability is just a source of additional costs rather than a strategic opportunity for differentiating their businesses (Goh, 2019). According to the survey by Kaur and Awasthi (2018), besides investment costs, managers are scared by the potential costs of environmentally friendly packaging, hazardous waste disposal and the expenses of switching to new systems. Complexity: the literature suggests that the introduction of sustainability initiatives may add levels of complexity in organisations (Goh, 2019; Gruchmann et al ., 2021). Implementation can be challenging and sustainable practices need time and effort to be diffused within a company and amongst all supply chain players that have to adapt to sustainable standards or performance criteria. Communication: insufficient or missing communication is a typical barrier (Kaur and Awasthi, 2018; Goh, 2019; Gruchmann et al ., 2021).…”

“…According to the survey by Kaur and Awasthi (2018), besides investment costs, managers are scared by the potential costs of environmentally friendly packaging, hazardous waste disposal and the expenses of switching to new systems. Complexity: the literature suggests that the introduction of sustainability initiatives may add levels of complexity in organisations (Goh, 2019; Gruchmann et al ., 2021). Implementation can be challenging and sustainable practices need time and effort to be diffused within a company and amongst all supply chain players that have to adapt to sustainable standards or performance criteria. Communication: insufficient or missing communication is a typical barrier (Kaur and Awasthi, 2018; Goh, 2019; Gruchmann et al ., 2021). In this sense, meetings and consultations amongst employees seem to be critical drivers for receiving feedback and preventing whatever form of resistance (Seuring and Müller, 2008).…”

The Organizational Correlates of Automation Depend on Job Status

“…On average, between 9-47% of American jobs are estimated to be at risk of automation [2], [18], but this number is significantly higher for lower status blue-collar jobs than higher status white-collar jobs [19], [20]. Many papers have built on these estimates to suggest that blue-collar workers feel significantly more threat from automation than whitecollar workers [21].…”