Mercure Uberlândia amplia automação com robô para transporte de bagagens
O Mercure Uberlândia ampliou o uso de automação em sua operação com a adoção de Otto, robô autônomo destinado ao transporte de bagagens de hóspedes. O equipamento passa a atuar desde o check-in e se soma a Alfred, robô utilizado pelo hotel desde 2024 para realizar entregas nos apartamentos.
O Mercure Uberlândia ampliou o uso de automação em sua operação com a adoção de Otto, robô autônomo destinado ao transporte de bagagens de hóspedes. O equipamento passa a atuar desde o check-in e se soma a Alfred, robô utilizado pelo hotel desde 2024 para realizar entregas nos apartamentos.
Em contexto
- Tema: Supply Chain y Logística — Cadena de suministro, distribución, inventarios y visibilidad.
- Fonte: IT Forum
- Publicado: 30/09/2026
Continuar lendo na fonte original →
Trecho publicado automaticamente pelo radar do site. O texto completo pertence ao veículo e está vinculado acima.
Why it matters
Supply chain stopped being a cost topic and became a continuity topic. After the last few years, the question in committees is no longer how much I save by buying there, but what I do if tomorrow I cannot buy there at all.
My reading goes through visibility upstream. Almost every company knows who its supplier is; very few know who their supplier's supplier is. And it is there, at the second tier, that the surprises which stop a production line usually live.
What usually goes wrong
Where it usually breaks is inventory data quality. The system says one figure and the warehouse holds another, and everything gets planned on that difference. No visibility project helps if the starting number is wrong; it only makes the error travel faster and reach further.
What to watch
- How many days of operation inventory covers if that dependency is cut.
- Whether there is visibility beyond the direct supplier, which is where the surprises are.
- Which decisions can be made with the information available and who has authority to make them.
How I read this entry
What I would do is translate this into days of operation. Not into percentages or dollars first, but into how many days the business can keep shipping if this piece fails. Everyone at the table understands that number, and it orders priorities without argument.
The original story is published in another language; the excerpt is quoted as the publisher delivers it and the commentary is written in English.
Comments
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
