“Goliath 61” is a major retrofit project by Hermes Fulfilment GmbH that involves extensive hardware and software modernization. In this interview, we speak with Klaus Jäger, Head of Special Modernization Projects at Stöcklin, about the challenges on the hardware side.
This interview is part of a series in which we speak with various representatives from the different project partners about the joint Goliath 61 project in Haldensleben.
What is your position and role at the Stöcklin Group?
I am the Head of “Special Modernization Projects” and am therefore responsible for modernizations, expansions, retrofits, and special projects. This ranges from simple control system upgrades for our own equipment or third-party installations to the complete replacement of entire system components.
When did you join the Goliath project?
I first became involved with the project in November 2022 during the initial workshops.
What were your expectations for the initial collaboration between the Stöcklin Group, Hermes, and TUP?
Collaborating with a software partner—and modernization projects in general—are nothing new to us. We do this in all kinds of scenarios. Our specific expectation for Goliath 61 from the very beginning was to establish a collaboration based on deep trust. We could see right from the start that things were falling into place. Not only because the project teams at Stöcklin, TUP, and Hermes Fulfilment GmbH were on the same page, but also because the expertise needed to tackle such a project was—and still is—present. This assessment has proven true to this day.
How does the collaboration between Stöcklin, TUP, and the client Hermes work?
One unique aspect was that TUP and we presented a united front from the very beginning to revise the initial retrofit concept and set it on a new course: Originally, the plan was to first replace the conveyor system, then the storage and retrieval machines, leaving the software integration as the final step. We reversed this order. Only by speaking with one voice were we able to convince the client that our approach was the best one. That, we believe, was the key to success.
From your professional perspective, what advantages do you see in the solutions implemented?
One advantage was that TUP already was familiar with the customer and could build on that experience. In addition, the customer already knew what needed to be taken into account. That provided us with a solid foundation for delivering a perfectly tailored solution for the engineering side.
How do you assess the topic of retrofitting for the logistics industry?
I consider this as fundamental.
The central challenge is to continue using existing resources efficiently and sustainably. The end-of-life issue is also becoming a concern for more and more companies, because maintenance — at both the hardware and software levels — becomes increasingly risky as the system ages. To find the optimal solution, you need good partners and the ability and knowledge to perform “open-heart surgery.”
What were the key milestones and approaches to solutions from your perspective?
First, to completely rethink the concept in order to minimize risk for the customer as much as possible and create the space needed to develop the best solution for the on-site requirements. The second milestone, in my view, was carefully working out all the details, which worked very well thanks to rapid communication and collaboration among all parties on an equal footing. It was and remains a great partnership—one that’s essential for successfully pulling off such a large project. Blaming others when problems arise simply doesn’t work here.
Can you describe the change in direction in more detail?
From the customer’s perspective, the focus was initially on the horizontal conveyor system, followed by the stacker cranes. These two areas were to be modernized first, with the goal of eventually developing a new material flow controller system for them. In other words, first create the hardware framework, then develop the software based on it. We at the Stöcklin Group and our colleagues at TUP agreed that the biggest challenge was the outdated technology—both at the hardware and software levels—which had already been replaced twice. We were unfamiliar with the technology and the control systems, as some of the companies behind them no longer existed. Against this backdrop, we decided to start with the material flow controller to first ensure reliable control of both new and old systems. This allows us to replace the hardware step by step with minimal risk while continuing to use the existing warehouse technology efficiently. As a result, we have now (interview in March 2026) successfully installed and commissioned the first of the 61 stacker cranes.
From your perspective, how did the process go from concept to commissioning of the first stacker crane?
It went well—it really ran like clockwork. Of course, there were the usual challenges that always arise: 100% safety exists only in theory. What unites Stöcklin and TUP on this journey is that we don’t leave the construction site until the problem is resolved.
Which storage and retrieval machines are being installed in Haldensleben?
We faced the challenge that nothing “off the shelf” would fit into the existing infrastructure. It’s a very tall rack with a very narrow aisle, which means a classic small-parts stacker crane wouldn’t have room there. We had to come up with something new. We’ve been building stacker cranes for a very long time and, as a result, naturally have a very broad portfolio of technologies. The foundation is a recently developed series of storage and retrieval machines that we adapted to the existing structural geometries. In the past, storage and retrieval machines weren’t built to reach heights of 50 meters—they typically went up to 20 or 30 meters. This allowed us to supplement technology proven over decades with new standards to develop a new, modified product series specifically for the customer.
Another key requirement from Hermes was that all levels of the organization should be able to participate in the discussion and design process. To this end, we engaged in detailed discussions with every organizational layer involved in the project: mechanics and electricians worked with us in advance to run through all maintenance issues — such as space on the lifting platform, the wheel-change procedure, and so on. This also allowed us to address strategic aspects, such as modularity and specific customer requests.
What challenges had to be — and still have to be — overcome during the installation of these storage and retrieval machines?
As mentioned, everything is custom-tailored. New technology in an old layout. That’s why the installation process was — and still is — unique: All 61 new stacker cranes, as well as the 38 old ones, must be transported in and out through the four existing roof openings. In newer buildings, each crane typically has its own dedicated opening. This means we have to plan certain renovation measures and relocation operations within the high-bay warehouse for the move. We’re also using old equipment for this: The old transfer car, which previously distributed the 39 old stacker cranes across the 61 aisles depending on the order load, is being modified so that it can accommodate and transport the new equipment. Once all the units are in place, they will no longer be needed. This way, the old equipment can be used until it is gradually replaced. As far as installations go, we’ve already done and experienced a lot: We’ve brought in 50-meter units via helicopter, installed equipment internally due to a deep-freeze enclosure, converted racks from single-deep to double-depth storage, and much more. But Goliath 61 is, in a positive sense, a new challenge for us.
How would you rank the Goliath 61 project compared to other Stöcklin Group projects?
In general, we have a great deal of experience with modernization projects. With regard to the Goliath 61 project, those in charge were naturally very interested in our references. We were able to take them to Arvato in Gütersloh or to Miele, where we’ve implemented similar projects—though, of course, not on the same scale as Goliath 61. After all, this figure is certainly unique. Our largest project to date involved 44 RBGs, so this sets a new record for us.
Since the logistics industry is relatively small, the decision-makers at Hermes Fulfilment GmbH, Arvato, and Miele were already familiar with one another and were able to discuss their respective requirements. Every customer has its own unique characteristics. It’s helpful when customers for whom we’ve been able to create customized solutions speak positively about us.
From your Swiss perspective, how do you view the German logistics landscape?
It is very large and holds great importance for us.
From our perspective, modernization is a major driver there. Especially when it comes to sustainability and efficiency, it’s worth investing in existing infrastructure to get more out of what you already have. Due to the significant uncertainties of recent years, many are now rethinking logistics and placing greater importance on it. Current global events are contributing to a high level of uncertainty regarding investment decisions. Companies are tending to focus on targeted retrofits—but even here, it can happen that projects already in the pipeline are being postponed.
What trends are you currently observing in intralogistics?
There are always new trends. And they all have their place. For me, the question is always: what is the benefit to the customer? Ultimately, it’s not about finding the best or supposedly simplest technology on paper, but about really getting to the heart of the matter and thereby creating added value where it counts: In the everyday operation. That’s why it’s also very important to know exactly what opportunities the market currently offers. Only then can you get the most out of it and apply it effectively.
What are your personal goals for this year and next?
Goliath 61 will continue to be with us for the next few years. We’re currently preparing to dismantle and remove the old units while simultaneously installing the next four units by the end of May. After that, our goal is to ensure the smooth, phased installation of all 61 units and the removal of all 39 old RGBs while operations continue, as well as to maintain the highest level of quality through the installation of the 61st unit.
Of course, we’re working on new projects, and there, too, we’re always on the lookout for partners and the best solutions for our customers.
Thank you very much for the interview!
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