Four key success factors for successful integration

On the occasion of the Préventica Paris trade show, which took place from June 10 to 12, France Supply Chain by Aslog organized a collaborative workshop bringing together over a hundred prevention and ergonomics professionals, led in particular by Samya BELLHARI-TRAHIN Head of Ergonomics, QWL, Disability Management European Ergonomist Eur.Erg.® from GXO Logistics. The theme was: "Exoskeletons in the Supply Chain: promises kept or hopes dashed? A topical subject that deserves to be discussed.

Eight years after INRS published its guide to exoskeletons in the workplace, the question of their integration remains more topical than ever. Despite a real craze for this technology, its effective deployment still comes up against numerous obstacles. However, it is important to note that encouraging successes are also being observed, paving the way for the future of these devices in the world of work.

Promising technology... but complex terrain

The transport and logistics sector is particularly affected by musculoskeletal disorders, with back pain accounting for almost 70% of all work stoppages. Against this backdrop, exoskeletons have emerged as a major potential solution, arousing keen interest during the first demonstrations: "You can lift 25 kg like a feather! Despite this obvious potential, such equipment is still struggling to make the transition from experimentation to larger-scale integration, coming up against an operational reality that is far more complex than expected.

And yet, there are concrete examples of the successful implementation of these systems. This is the case of an employee who was suffering after an accident. Thanks to personalized medical and ergonomic support, and a gradual integration protocol, the exoskeleton enabled her to stay in work until she could use it at home, so much so that it improved her quality of life.

The keys to successful integration: four concrete levers

The lessons learned from the workshop are clear: for an exoskeleton project to work, certain conditions must be met:

1. Co-construction with the field: The active participation of operators, employee representatives, managers and ergonomists is crucial. Real-life use must guide the choice of technology, not the other way round.
2. Fine-tuned task analysis: A precise prior diagnosis of work situations is essential. This involves determining where the main efforts are located, what the environmental constraints are, and what organizational or mechanical alternatives have already been explored.
3. Accompanying change: A period of acculturation, training and gradual trials is often necessary to promote acceptance. The exoskeleton modifies postures, rhythms and habits: this takes time.
4. Stakeholder involvement: Successful projects involve a wide range of players from the medical service, engineering, purchasing, suppliers, prevention, ANACT, CARSAT, etc., with coordinated management.

A tool in a comprehensive prevention approach

Far from being a miracle solution, the exoskeleton is a potential link in an integrated prevention chain. It is no substitute for comprehensive organizational thinking, ongoing training or workstation optimization. However, if well chosen and properly supported, it can significantly improve quality of life at work and encourage job retention.

France Supply Chain is calling for a technocentric vision to be overcome. Innovation must remain at the service of people, to respond to the reality on the ground and contribute to safer, healthier and more sustainable working environments.

Innovation is only of value if it responds to a reality on the ground. It's not up to man to adapt to the machine, but for technology to serve man.
Yann de Feraudy, President of France Supply Chain.

About France Supply Chain by Aslog

In the face of growing climate disruption, France Supply Chain by Aslog is calling for a far-reaching transformation of supply chains, well beyond decarbonization alone. To achieve this, the association mobilized a wide range of supply chain players over a period of 1 year to draw up 6 prospective scenarios capable of generating strategies for adapting to climate risks. After a further year of in-company deployment, this tool has enabled us to identify genuine levers for adaptation, resilience and regeneration. It has also made it possible to mobilize expert and operational teams at all levels within companies, the key to raising awareness and bringing about sustainable transformation.

Building rather than predicting

For a year, France Supply Chain mobilized a group of players (manufacturers, distributors, logisticians, researchers, consultants) around a strategic question: what needs to change today to continue operating tomorrow, and to continue existing the day after tomorrow? The result is "HORIZON 2040*", an immersive workshop based on rigorous foresight research. It proposes 6 scenarios, embodied by artifacts or objects from a plausible future, to provoke concrete awareness.

"These heat waves and floods are no longer anomalies: they are becoming our reality. That's why we need to stop suffering and start acting collectively. Adapting our Supply Chains is not an option, it's a survival strategy." Yann de Feraudy, President of France Supply Chain

2040: Everyday uncertainty

By 2040, the supply chain sector will be facing daily uncertainty, exacerbated by the consequences of climate change. Projections for lethal heat stress are alarming. According to the IPCC, 30% of the population is currently exposed. This figure is set to rise to 48%-76% by 2100, depending on the evolution of climate scenarios.

The financial impact is also significant. The European Central Bank (ECB) is warning that, at current rates, the costs of climate-related disasters could reach 5% of Eurozone GDP by 2030. This warning is intended to alert decision-makers to the short-term economic risks involved.

Under these conditions, supply chains will have to operate in an environment characterized by high instability and constant pressure on infrastructures, including :

• Resource shortages including drought / water stress
• Climate conflicts
• Rising temperatures
• Flooding / rising water levels
• Flooding
• A loss of biodiversity
• Storms and high winds

Some of this future is already here. Companies need to prepare for it, starting today.

Thinking beyond decarbonation

Reducing CO₂ emissions remains essential. But current events involving fire-related transport disruptions, destabilized cold chains or overheated warehouses show that decarbonation alone is no longer enough.

We need to rethink our supply chains in a context of profound adaptation:

• Sobriety in energy and materials.
• Circularity of resources.
• Robust logistics models.
• Integrating the living world into decision-making.
• Transforming management and working conditions.
• Collaborative ecosystems.

Faced with intensifying perils, a wait-and-see attitude is a major risk. France Supply Chain calls on companies to adopt a proactive stance and co-construct Supply Chains adapted to the climatic and ecological realities of tomorrow.

The future can't be taken for granted. It is built.

* This game is a France Supply Chain by Aslog trademark, registered with INPI and available only to members of the association.

About France Supply Chain by Aslog

France Supply Chain by Aslog, a dynamic and influential trade association, continues to drive transformation with eSCalade, its innovative program to help industrial companies scale up. Designed for SMEs in the midst of a change of scale, eSCalade combines training, personalized support and collective intelligence, to help formalize an operational roadmap tailored to each structure in just six months.

"With eSCalade, we wanted to create a genuine Supply Chain maturity gas pedal for industrial SMEs. This program responds to a crucial need: structuring their growth in a sustainable and competitive way." Yann de FERAUDY, President of France Supply Chain 

A clear objective: to structure the Supply Chain as a strategic lever for growth

Today, five small and medium-sized businesses are testifying to the tangible benefits of their participation. Whether they operate in the agri-food, industrial or high-tech sectors, they all share the same observation: structuring your supply chain is a prerequisite for sustainable acceleration.

"The program gives a real backbone to our logistics approach. We identify the right issues and, above all, we know how to deal with them right to the end." Guillaume Degetz, Logistics Manager, Océane SCA

A demanding program designed for companies ready to take a step forward

Participants stressed that the program's effectiveness hinges on one essential prerequisite: being already engaged in a structured reflection on your logistics flows, tools and ambitions.

"We need a clear project and real support from management. Otherwise, it's not the right time." Benoît Maisonhaute, Logistics Director, Bony SA

An increase in skills... and prospects

Over and above the tools, participants emphasize the ability of the program to take a step back. The diversity of the sectors represented is a real asset: it encourages the exchange of experience and openness to issues other than those encountered on a day-to-day basis.

"Even when we're used to sector audits, listening to other sectors helps us to question ourselves. The issues are often similar, whatever the field, observes Benjamin Fauter, Logistics Scheduling Manager at Gris Group.

Prerequisites for program success

Participants agreed on several key success factors: having a certain digital maturity (MRP and ERP solution), entering the program with a concrete project, and aligning internal expectations upstream via a maturity diagnosis or a preparatory questionnaire.

"A simple Excel file to manage requirements is no longer enough. You need robust tools to scale up," explains David Grosclaude, Supply Chain Manager at Cailabs, who sees the program as an asset for start-ups in the industrialization phase.

eSCalade: a catalyst for structuring and vision

For these five companies, eSCalade has been much more than a support service: it has been a strategic gas pedal, a springboard towards a high-performance Supply Chain aligned with their growth ambitions.

"It's a good starting point for clarifying your vision and priorities. We come away with a solid, appropriate roadmap, concludes Myriam Bizouard, Supply Chain Director at Carniato.

Upcoming eSCalade sessions

The next program sessions will start in January 2026. The number of places is deliberately limited to guarantee personalized support for each company.

About France Supply Chain by Aslog