The Lowe’s Foundation has launched a national coalition with NVIDIA, AT&T, Bank of America, Carrier, General Motors, DEWALT and Duke Energy that aims to help train and develop 1 million people for skilled trades careers by 2035.

The Building Futures Skilled Trades Coalition includes more than 75 businesses, educators, workforce organizations and industry groups, the foundation said Sept. 1. The initiative is designed to expand existing training programs, attract more workers to the trades and better connect training with available jobs.

The coalition comes as contractors, manufacturers and other employers contend with a shortage of qualified tradespeople. The Lowe’s Foundation cited U.S. Department of Education estimates that 2.1 million skilled trades jobs could go unfilled by 2030, potentially creating as much as $1 trillion in annual economic losses.

For distributors, the labor shortage extends beyond their own hiring needs. Electricians, HVAC technicians, construction workers, mechanics and other skilled tradespeople make up a significant portion of the customer base for electrical, industrial, building materials, HVAC and automotive distributors. A shortage of those workers can limit contractors’ capacity to take on projects and ultimately constrain product demand.

The coalition will focus on three areas: changing perceptions of skilled trades careers, expanding training and credentialing programs, and establishing common measurements to track participants from training through employment.

The initiative builds on the Lowe’s Foundation’s Gable Grants program, launched in 2023. The foundation now works with 73 community colleges and nonprofit organizations across 30 states on skilled trades training.

Lowe’s recently committed $250 million to expand that work, with a goal of helping train and develop 250,000 tradespeople by 2035. The new coalition extends the effort beyond Lowe’s by bringing together employers and industry groups around a broader 1 million-worker target.

“The next industrial revolution won’t be built by algorithms alone. It will be built by the millions of skilled trade professionals who power, connect and move this country forward,” Lowe’s CEO Marvin Ellison said.

The companies participating in the coalition represent industries facing different versions of the same workforce problem.

AT&T Chairman and CEO John Stankey said telecommunications companies will need skilled workers to build and maintain broadband infrastructure as artificial intelligence and other technologies increase demands on networks.

“As AI and other emerging technologies become more deeply embedded in everyday life, the resilient broadband networks that underpin them will be more important than ever, and those networks can’t be built or maintained without skilled workers,” Stankey said.

Carrier Chairman and CEO David Gitlin pointed to the need to develop workers for skilled trades careers, while Duke Energy President and CEO Harry Sideris said collaboration across industries could create more pathways into the trades and strengthen the workforce needed for infrastructure and energy projects.

Other coalition members include the National Association of Home Builders, the National Center for Construction Education and Research, SkillsUSA and Carhartt.

The coalition plans to share case studies, pilot programs and training models that members can use to expand successful workforce programs rather than develop new approaches independently. It also intends to establish common measurements for training, credentials and employment outcomes.

The effort will span construction, automotive manufacturing, telecommunications, energy, HVAC, technology and financial services.

The Lowe’s Foundation is an independent nonprofit organization founded by Lowe’s. The foundation said additional coalition members, commitments and progress updates will be announced as the initiative moves into broader implementation.

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SupplyHouse has launched a national contest that will award $100,000 to 10 skilled tradespeople as the ecommerce distributor expands its marketing and outreach to plumbing, HVAC and electrical professionals.

The Melville, New York-based company said its Day Savers contest will award $10,000 each to 10 tradespeople nominated for helping customers, families, coworkers, or communities.

Nominations opened Aug. 24 and run through Sept. 9. SupplyHouse plans to announce the winners Sept. 18, which is National Tradesmen Day.

Participants can nominate a tradesperson by posting a short video describing how that person helped them. Entries can be submitted through Instagram, TikTok, X or Facebook by tagging the appropriate SupplyHouse account and using #TheDaySaversContest.

Public engagement, including likes, comments and shares, will determine the 25 entries that advance to a SupplyHouse judging panel.

The panel will evaluate finalists based on impact on others, which accounts for 40% of the score; demonstration of what SupplyHouse calls an “Always Shows Up” spirit, at 35%; and the strength and authenticity of the story, at 25%.

Each of the 10 winners will receive $10,000 and be named to the company’s 2026 Day Savers Crew.

SupplyHouse also brought in country music singer Tim McGraw to promote the campaign and encourage nominations. McGraw has a family connection to the trades through his nephew, Matthew, who the company said has built a career in the trades and operates his own business.

“Tradesmen are at the heart of everything we do at SupplyHouse, and we see every day how much people rely on their skill, dedication and willingness to show up when it matters most,” Chief Marketing Officer Kaylin Staub said.

The contest is part of a broader SupplyHouse effort targeting skilled-trades professionals and people entering the industry.

SupplyHouse also operates TradeMaster, a program for trade professionals, and Track to the Trades, a national scholarship program. The company also operates the SupplyHouse Foundation.

Founded in 2004, SupplyHouse sells plumbing, HVAC, and electrical supplies online. The company is headquartered in Melville and has distribution centers in Nevada, Texas, Ohio, and New Jersey.

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AlarMax is expanding its logistics and customer support capabilities with the opening of a national fulfillment center and an innovation lab, investments aimed at strengthening inventory availability, technical training and supplier collaboration as demand grows for integrated security and low-voltage systems.

The wholesale distributor announced Monday that it has opened a 40,000-square-foot National Fulfillment Center in Cranberry Township, Pennsylvania, and the AlarMax Product Experience (APEX) Innovation Lab at its Pittsburgh headquarters.

The fulfillment center expands the company’s inventory capacity and serves as a centralized distribution hub for its nationwide branch network. AlarMax said the facility is designed to improve order fulfillment, increase product availability and strengthen supply chain efficiency as the company expands.

The APEX Innovation Lab provides a hands-on environment where customers, suppliers and employees can evaluate integrated security technologies, participate in technical training and certification programs, and test products in real-world applications. The facility features solutions from 15 supplier partners and includes dedicated classroom space for customer education and product demonstrations.

“Today’s customers expect more than product availability : they expect expertise, education and trusted partners who can help them design complete solutions,” CEO Scott Shelander said.

The investments reflect a broader shift in specialty distribution as security, access control, networking and audiovisual systems become more integrated and technically complex. Distributors increasingly are differentiating themselves by offering engineering support, technical training and solution design alongside traditional inventory management and fulfillment services.

“Distribution continues to evolve beyond simply moving products,” Chairman Bill Teitelbaum said in a statement. “Customers rely on trusted partners for inventory availability, technical expertise, education and operational support.”

The expansion follows a series of investments by AlarMax in technology, supply chain operations and executive leadership as the company pursues a long-term growth strategy. Earlier this year, the distributor appointed Steve Teitelbaum as chief technology officer to lead artificial intelligence initiatives and promoted Matt Ehrman to senior vice president of supply chain.

AlarMax plans to officially open both facilities during an Aug. 25 customer event featuring supplier exhibits, product demonstrations and facility tours.

The announcement underscores a growing trend among specialty distributors to invest in infrastructure that extends beyond warehousing. As products become more sophisticated and customers seek greater technical support, distributors are increasingly using training centers, demonstration labs and centralized fulfillment operations to differentiate themselves and strengthen long-term customer relationships.

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The Lowe’s Foundation has expanded its investment in skilled trades education to more than $60 million, awarding nearly $8 million in grants to 10 community and technical colleges as the home improvement retailer steps up efforts to address persistent labor shortages across the construction industry.

The latest grants expand the foundation’s network to 73 workforce development organizations in 30 states and support training programs in high-demand fields including HVAC, electrical, plumbing, carpentry and construction.

The investment is part of the Lowe’s Foundation’s commitment to invest $250 million by 2035 to help train 250,000 skilled trades professionals, a goal the foundation expanded after reaching its original funding target ahead of schedule.

The announcement comes as distributors across the building products, industrial supplies and construction sectors continue to cite a shortage of skilled labor as a significant challenge. The Lowe’s Foundation cited U.S. Department of Education estimates that 2.1 million skilled trades jobs could go unfilled by 2030, creating a potential $1 trillion annual economic impact if the workforce gap persists.

The grants will help colleges expand instructor capacity, purchase training equipment, increase laboratory space and strengthen employer partnerships. Several schools also will broaden access through bilingual instruction, apprenticeship programs and mobile training labs designed to reach rural communities.

Among the recipients are institutions expanding HVAC training in Georgia and West Virginia; electrical programs in Iowa; and electrical, plumbing, HVAC and construction programs in Texas, North Carolina, Louisiana, Utah and Kansas. Miami Dade College will use its second Lowe’s Foundation grant to expand its Construction Trades Institute to a second campus, while Wichita State University Campus of Applied Sciences and Technology will create an outdoor live lab and tiny-home construction program that simulates real-world job sites.

“Funding is just one part of the equation; our greatest impact comes from bringing the entire ecosystem together,” Janice Dupré, Lowe’s executive vice president of human resources and president of the Lowe’s Foundation.

For distributors, the workforce challenge extends beyond contractors. Companies across the construction supply chain continue to compete for technicians, installers, warehouse personnel and technically trained sales professionals. Expanding the pipeline of skilled trades workers is expected to support future demand for building materials while helping ease one of the industry’s most persistent constraints on growth.

The foundation said it also is investing in workforce awareness initiatives, including its Building Back America’s Trades documentary series and a national network that allows grant recipients to share best practices and workforce development strategies.

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SupplyHouse is expanding its annual Track to the Trades Scholarship program, increasing funding to $75,000 as distributors across the building trades continue investing in workforce development to address a persistent shortage of skilled labor.

The online distributor of HVAC, plumbing, heating, and electrical products said it will award 30 scholarships of $2,500 each through the program’s third year. Eligible applicants include trade school students, high school seniors planning careers in the skilled trades, apprentices, and early-career tradespeople across the United States.

Applications open July 10 and will remain open through Nov. 10 through the scholarship platform Bold.org.

The scholarships are funded by the SupplyHouse Foundation, the company’s philanthropic arm established in 2026 to support workforce development, education, and community initiatives within the skilled trades.

“SupplyHouse was built by and for the trades,” Kaylin, president of the SupplyHouse Foundation and chief marketing officer of SupplyHouse, said. “The foundation is how we put that commitment into action, and Track to the Trades is the clearest expression of it. Financial barriers should never be what stops someone from pursuing a trades career, and we’re proud to grow this program in Year 3 to reach even more students.”

SupplyHouse launched the scholarship program in 2024. The company said recipients are selected through Bold.org based on financial need and their commitment to pursuing a career in the skilled trades. Scholarship funds may be used for tuition, tools, certifications, and other training expenses.

The expanded program reflects growing concern across the construction and industrial sectors about an aging workforce and a shortage of qualified electricians, plumbers, HVAC technicians, and other skilled trades professionals. Distributors, manufacturers, and industry associations have increasingly invested in scholarships, apprenticeships, and technical education programs to help build the future workforce.

For distributors, those efforts extend beyond recruiting employees. A larger pipeline of skilled tradespeople supports long-term demand for HVAC, plumbing and electrical products while strengthening the contractor customer base that drives much of the industry’s business.

SupplyHouse said the expanded scholarship program builds on its first two years and reflects the company’s long-term commitment to supporting the skilled trades through education and workforce development.

Founded more than 20 years ago, SupplyHouse is an online distributor serving professional contractors and homeowners with HVAC, plumbing, heating, and electrical products. The company launched the SupplyHouse Foundation in 2026 to formalize its charitable giving and workforce development initiatives, including the Track to the Trades Scholarship and its Give Back Day volunteer program.

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Sustainability initiatives, automated chemical dispensing systems, and growing adoption of data-driven cleaning technologies are reshaping the U.S. professional cleaning market, according to a midyear industry analysis released by Kline & Company.

The report, authored by Laura Mahecha, director of professional cleaning products at Kline & Company, draws on the firm’s surveys of professional cleaning end users and identifies sustainability, automation and evolving customer expectations as key forces influencing purchasing decisions.

Among sustainability initiatives, the use of environmentally preferred cleaning products remains the most common, according to Kline’s research. The firm’s survey found that most respondents are willing to pay more for green cleaning products, while more than half said such products perform as well as traditional cleaning chemicals. More than 30% of respondents said green products are more effective than conventional alternatives.

Kline reported that facilities are increasingly focused on reducing plastic waste, using recycled-content packaging and conserving water and energy. Approximately 58.4% of end users surveyed said they identify environmentally preferred products through certification programs such as Green Seal, UL ECOLOGO and EPA Safer Choice.

The research also points to widespread adoption of dilution and dispensing systems for cleaning chemicals. According to Kline, 72% of survey respondents said they use dilution and dispensing systems in their facilities, with between 29% and 49% of cleaning chemicals being dispensed through those systems.

Respondents cited employee safety, improved cleaning performance through proper chemical dilution and cost efficiency as the primary reasons for using the technology.

Beyond product selection, Kline said customer requirements continue to evolve in response to labor challenges, higher cleaning standards, and increased use of digital technologies.

The firm noted that demand for cleaning and hygiene programs remains elevated in sectors such as healthcare and hospitality, where cleaning practices are increasingly linked to occupant health, wellness, and indoor air quality. Businesses are also making greater use of digital tracking tools and disinfection records to document cleaning activities.

At the same time, labor shortages continue to pressure facility operators, prompting greater investment in automation and robotics. Kline said autonomous cleaning equipment and artificial intelligence-enabled systems are increasingly being used to perform repetitive tasks, allowing workers to focus on supervision and specialized cleaning functions.

The report also highlighted growing adoption of Internet of Things-enabled monitoring systems, digital inspection tools and data-driven cleaning programs that adjust service schedules based on actual facility usage rather than fixed routines.

According to Kline, sustainability is increasingly becoming a baseline requirement rather than a competitive differentiator. The firm said customers are placing greater emphasis on low-water and energy-efficient technologies, biodegradable chemistries, and circular packaging programs, with those considerations increasingly influencing purchasing and procurement decisions.

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Google is investing $50 million to expand skilled trades training across the United States, betting that a larger workforce pipeline will be needed to support the rapid construction of data centers and other infrastructure required for artificial intelligence growth.

The funding, announced June 11 through Google.org, is expected to help prepare more than 300,000 workers for careers in construction, electrical, HVAC, welding, plumbing and other high-demand trades. The initiative will support 14 labor unions and four trade and contractor associations operating in more than 20 states.

The investment comes as technology companies race to build new AI data centers, power infrastructure, and advanced manufacturing facilities, creating growing demand for skilled workers at a time when contractors across the country are already struggling to fill positions.

Google said the funding will be used to expand training capacity, modernize workforce development programs, and increase access to apprenticeships and industry-recognized credentials. The company also plans to support the integration of modern technologies and AI-enabled tools into training programs.

Among the recipients is TradesFutures, a workforce development organization affiliated with North America’s Building Trades Unions, which plans to expand apprenticeship readiness and job placement programs. The Electrical Training Alliance, a joint initiative of the International Brotherhood of Electrical Workers and the National Electrical Contractors Association, will use funding to deploy mobile training centers in high-growth markets. The United Association’s International Training Fund will develop workforce expansion programs for plumbing, HVAC, refrigeration, and pipefitting trades, while the International Training Institute for the Sheet Metal and Air Conditioning Industry will update training curricula and apprentice support services.

Google said the initiative builds on previous workforce investments and is intended to help address a widening gap between labor demand and available skilled workers. The company noted that hundreds of thousands of skilled trade positions remain unfilled nationwide.

The labor shortage has emerged as a growing concern for both technology companies and contractors as billions of dollars flow into AI-related infrastructure projects. Industry groups have increasingly warned that workforce constraints could become a limiting factor in the pace of data center construction and other large-scale industrial developments.

The announcement reflects a broader trend of private-sector investment in workforce development as employers seek new ways to attract workers into the skilled trades. Demand has accelerated in recent years as federal infrastructure spending, manufacturing reshoring initiatives and data center construction have increased competition for electricians, welders, HVAC technicians, and other specialized workers.

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Two of North America’s largest wholesale distributors have released sustainability reports in 2026, providing the industry’s first detailed look at environmental, social and governance performance for fiscal year 2025 and offering an early indication of where distributor sustainability priorities are shifting.

Wesco International and US Foods are the first major distributors to publish reports this year, detailing progress on emissions reductions, workplace safety, workforce development, and sustainable supply chain initiatives. Both companies continue to align their disclosures with globally recognized reporting frameworks and include quantitative performance measures that increasingly are becoming standard among large public distributors.

The reports arrive as sustainability reporting continues to evolve from a corporate communications exercise into a business requirement shaped by customer procurement expectations, investor scrutiny, and emerging regulatory disclosure standards.

Wesco, the Pittsburgh-based distributor of electrical, communications, utility and broadband products, used its 2026 Sustainability Report to update progress against a series of environmental, social and governance goals established in 2021 and targeted for completion by 2030.

Among those goals are a 30% reduction in Scope 1 and Scope 2 greenhouse gas emissions, a 15% reduction in landfill waste intensity, a 15% improvement in total recordable incident rates and the completion of 425,000 cumulative employee safety-training hours.

The company reported that it has already achieved its landfill waste-intensity reduction target and remains on track toward its workforce safety objectives. Wesco also highlighted ongoing investments in employee training, community engagement, and responsible sourcing programs across its global operations.

With approximately $24 billion in 2025 revenue, Wesco remains one of the largest distribution companies in North America. Its sustainability priorities are particularly relevant because of its exposure to utility infrastructure, electrical construction, communications networks, and industrial markets where customers increasingly require suppliers to document emissions, safety performance, and supply-chain practices.

US Foods, the Rosemont, Illinois-based foodservice distributor, released its 2025 Sustainability Report on June 1, making it one of the first major distributors in the foodservice sector to publicly disclose fiscal-year 2025 sustainability data.

The report is organized around three strategic pillars: Products, People and Planet.

Under Products, US Foods highlighted growth in its sustainable and responsibly sourced private-brand offerings. Under People, the company detailed workforce development, employee engagement, and community investment initiatives. Under Planet, the report focused on transportation efficiency, fleet modernization, facility energy management, and efforts to reduce environmental impacts throughout its operations.

“Being a responsible company is integral to our strategy, underpinning how we grow our business, strengthen customer relationships, maximize associate engagement and productivity, and contribute to a better planet,” Chairman and CEO Dave Flitman said in the report.

US Foods continues to align its disclosures with the Task Force on Climate-related Financial Disclosures and Sustainability Accounting Standards Board frameworks for food retailers and distributors. The company also uses independent third-party assurance for selected sustainability metrics, a practice that has become increasingly common among large public companies seeking to enhance the credibility of their disclosures.

The reports from Wesco and US Foods provide an early indication of how sustainability reporting within wholesale distribution is maturing.

Five years ago, many distributor sustainability reports focused primarily on narrative descriptions of charitable giving, employee volunteerism, and broad environmental commitments. Today’s reports increasingly resemble operational scorecards, incorporating emissions inventories, safety metrics, workforce demographics, governance structures, and measurable progress against long-term targets.

That evolution is being driven by changing customer expectations.

Many large manufacturers, utilities, healthcare organizations, government agencies, and enterprise customers now include sustainability criteria in supplier qualification and procurement processes. Publicly traded distributors also face growing pressure from institutional investors to disclose climate-related risks, workforce practices and governance policies using consistent reporting standards.

The trend is particularly pronounced among larger distributors serving Fortune 500 customers, where procurement teams increasingly request emissions data, supplier diversity information, workplace safety performance, and evidence of sustainability governance programs as part of contract negotiations.

Several major distributors have yet to release 2026 sustainability reports.

W.W. Grainger’s most recent sustainability disclosure covered fiscal-year 2024 performance and was published in July 2025. Fastenal released its most recent ESG report in July 2025, covering calendar-year 2024 results. Updated reports from both companies are expected later this summer.

Healthcare distribution leaders McKesson, Cardinal Health and Cencora also maintain annual sustainability reporting programs but have not yet announced release dates for their 2026 reports.

As additional reports are released over the coming months, distributors will gain a clearer picture of how peers are addressing emissions reductions, workforce development, supply-chain transparency, and governance accountability. The reports are also likely to reveal which companies are moving beyond compliance and using sustainability initiatives as a competitive tool in customer acquisition and retention.

The broader message from the opening weeks of the 2026 reporting cycle is clear: sustainability reporting has become a permanent part of the wholesale distribution landscape. For many distributors, the question is no longer whether to report, but how comprehensive and measurable those disclosures need to be to meet the expectations of customers, investors, and other stakeholders.

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Ferguson Enterprises is moving to address a skilled trades workforce gap that threatens the construction and infrastructure projects wholesale distributors depend on, committing to connect 50,000 young people to trades careers by 2030 through education partnerships, hands-on programs, and community initiatives.

The Newport News, Virginia-based distributor, which posted $31.3 billion in calendar year 2025 sales, is anchoring the initiative in a set of structural realities: the average U.S. home is now more than 40 years old, the country remains millions of housing units short of current demand, and more than 80% of contractors report actively seeking skilled workers for housing and infrastructure projects.

The program spans plumbing, heating, ventilation and air conditioning, lighting, water systems, and other essential trades. Ferguson said it is pursuing the goal through partnerships with the ACE Mentor Program of America, Trades for Tomorrow, Tools, and Tiaras and the mikeroweWORKS Foundation. Those partnerships deliver funding, mentorship, job shadowing and access to tools and technology.

A principal component is the Explore the Trades Skills Lab, a Ferguson-supported program that provides schools with industry-grade tools and equipment to give students direct exposure to the trades before they make career decisions. Melissa Hazelwood, director of social impact at Ferguson, said the foundation of the effort is access. “A strong workforce starts with providing real opportunities, support and clear industry entry points,” Hazelwood said.

Ferguson said its local branches are creating experiential learning opportunities in their communities, including a recent visit to a Ferguson Ship Hub in southern Idaho where students saw firsthand how distribution supports construction operations.

The trades workforce shortage is not a new challenge for distributors, but its scope is intensifying. Residential construction depends on a consistent supply of qualified plumbers, electricians and heating, ventilation, and air conditioning technicians — the same professionals who specify, purchase, and install the products distributors sell. When that labor supply tightens, project timelines extend, new construction slows and demand for repair and replacement work on the aging U.S. housing stock backs up.

Ferguson’s 50,000-person target reflects both social investment and a supply chain calculation. The company operates in more than 1,700 locations across North America and employs approximately 35,000 associates. Its core residential and nonresidential construction markets represent a combined addressable market the company estimates at $340 billion. The availability of trained tradespeople is a prerequisite for growth in both.

The construction sector is also contending with broader pressures. Ferguson noted that tariffs, labor shortages, commodity costs, and economic uncertainty are affecting demand and operating conditions across the building products industry. In that environment, distributor-backed workforce development programs carry added weight as a lever for sustaining project activity.

For distributors, Ferguson’s commitment signals a broader shift in how large-scale distribution companies are beginning to define their role in the supply chain ecosystem. Workforce development, once considered a contractor or trade association responsibility, is becoming an area where major distributors are investing directly, recognizing that the pipeline of trained tradespeople is as critical to long-term revenue as product availability or digital commerce capability.

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Why are Reskilling and Upskilling Warehouse Workers Important?

In the era of AI and automation in supply chains and warehouses, reskilling and upskilling workers is crucial to the company’s overall success. It is more expensive to hire new employees than to train existing ones. Additionally, choosing to keep employees over bringing in new ones fosters loyalty and engagement while helping employees maintain institutional knowledge.

As automation introduces new technologies, companies may create new roles to manage complex AI-related responsibilities. Experienced, upskilled workers can fill these roles, building operational resilience and adaptability in an automated supply chain.

Skills Warehouse Workers Should Develop

There are many areas where employees need to adapt to meet the complex needs of automation.

Potential Reskilling Opportunities

Reskilling involves learning new abilities to meet a role’s evolving needs. When workers perform tasks effectively, QA practitioners and software engineers can complete technical checks and address test challenges more accurately. With automation and AI, workers need to learn to interpret data and analytics. Automated machines collect large amounts of information. Workers should know how to handle and categorize that data for future use.

Workers can also learn to maintain robotics and automation machinery, such as automated guided vehicles (AGVs) and articulated robot arms. Automated robots simplify warehouse processes and allow workers to focus on more critical tasks. However, employees should know how to troubleshoot machinery when it breaks down and how to maintain it to avoid sudden stops or malfunctions. Workers must also learn how to collaborate with this machinery to create a unified warehouse workflow.

System management is a valuable skill for warehouse workers. AI and automation come in many types of systems and software, including warehouse management systems and robotic process automation. When employees properly manage these complex systems, they can utilize them to their advantage and optimize the workspace.

Because AI and automation are often available on networks, another skill is the development of cybersecurity identification and response. These machines are at a heightened risk of attack, so workers should learn how to identify and stop attacks before they harm the warehouse. One way is by correctly identifying problematic websites. Some tips include looking for spelling mistakes in the URL or noticing a lack of an HTTPS lock. Having this knowledge base protects machinery and companies from cyberattacks.

Potential Upskilling Opportunities

There are also areas where workers can be upskilled to meet the needs of AI and automation in warehouses. Complex problem-solving is a skill that most automated systems lack, so humans should continue to develop it to tackle complex issues.

Project management and leadership are also invaluable. With automation handling all the tedious tasks, human workers have more time to manage projects and lead their co-workers through difficult ones. Employees must also learn how to manage their relationship with the machines, like how to work alongside them and when to assign tasks to them. Good management and leadership skills help streamline warehouse operations.

Workers should also learn how to adapt to AI and automation equipment and foster continuous learning as the technology evolves. AI and automation are rapidly evolving, so being able to adapt is crucial. Warehouse employees who can learn and relearn how to operate different machinery and work with automation are valuable.

Plan For Reskilling and Upskilling Warehouse Workers

When finding ways to reskill and upskill workers, having a solid roadmap is ideal. The following are key aspects to incorporate into training plans.

1.    Analyze Where Skills Need Work

The first step is to assess employees’ current abilities against the desired ones for the new technology. Supply chain professionals should examine how current staff can support automation and AI, and which skills are most necessary once the warehouse implements the equipment. This process allows professionals to notice performance gaps.

2.    Create Comprehensive Training Programs

Once professionals know how workers need to reskill or upskill, then they can begin creating comprehensive training programs. Some warehouses work with a partner who can provide equipment training on the specific automation and AI machinery that will be in the warehouse. During this training, identifying mentors who can transfer knowledge to other employees is helpful.

Also, some professionals work with local universities to host online or in-person courses for further learning. These classes allow workers to gain a broad understanding of AI and automation and how this technology operates. A common incentive is awarding workers certification badges to motivate them to pass the course and prove their newfound expertise in the field.

3.    Prepare Workers for Continuous Improvement

Upskilling and reskilling are ongoing processes since technology is constantly evolving. An essential aspect of the plan is informing workers that learning is continuous and that workers may need to retake courses and update their knowledge base to accommodate new technology. Transparency about this from the beginning prepares them for the future.

Upskilling in Action: How Amazon Upskills Employees

Amazon currently offers several educational programs to help employees develop their skills. One popular topic is cloud computing, which falls under the AI and automation umbrella. As many as 70,000 employees have taken advantage of this opportunity, according to Amazon. Many other companies are implementing similar initiatives, either through their own programs or through third-party organizations. Regardless, new technology calls for a reordering of skills.

Warehouse Workers Are a Powerful Asset

The workforce is critical when utilizing automation and AI in warehouses. A reskilled workforce committed to growth is impactful. Humans still run the future of warehouse operations, but the potential is now enhanced by new technology.

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