Ocado Technology

A world-class warehouse automation platform facing a commercial growth crisis it has not yet solved

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How to Read This Report

This report separates four categories of claim. Readers should weight them accordingly.

Inline citations use bracketed numerals keyed to the Sources list in Section 14. Where the dossier is thin, this report says so plainly rather than padding with inference.

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01Executive Overview

Ocado Technology occupies a peculiar position in the global robotics and automation industry: it is simultaneously one of the most technically sophisticated warehouse automation platforms ever built and one of the most commercially troubled technology businesses of the past five years. Understanding that tension is the central task of this report.

The company — formally the technology division of Ocado Group plc, registered in England and Wales under company number 07098618 ³ — licenses what it calls the Ocado Smart Platform (OSP) to grocery retailers worldwide. The OSP is not a product in the conventional sense. It is a long-term infrastructure commitment: a Customer Fulfilment Centre (CFC) built around a dense grid of autonomous robots, computer-vision picking arms, and a software stack that the company claims executes 100 million optimisation calculations per second and generates 20 million demand forecasts daily ⁹. Retailers including Kroger in the United States, Sobeys in Canada, Coles in Australia, Casino Group in France, and Aeon in Japan have signed contracts typically running 10 to 20 years ⁶. As of June 2026, Asda has been announced as the latest partner ².

The technology itself is, on the available evidence, genuinely autonomous at the task level. The 600 Series Bots and the On-Grid Robotic Pick (OGRP) system perform the core picking, packing, and order assembly functions without human operators executing those tasks ⁴⁸⁹. Humans remain present in CFCs for maintenance, oversight, exception handling, and inbound goods processing — but the fulfilment task itself is robotic. That is a meaningful and defensible claim.

The commercial picture is considerably less comfortable. Technology solutions revenue has crossed £1 billion annually ⁶, and the company raised £575 million from investors to fund its rollout ¹⁰. But the share price has fallen more than 49% since January 2021 ⁷. New partnership formation has slowed dramatically: only one new international partnership (Alcampo, Spain) was formed between 2019 and the time of the most recent independent analyst assessment, against eight partnerships formed in the 2017–2019 window ⁷. The 2025 technology sales growth forecast was cut to approximately 10%, down from 18% the prior year, partly because of delays at Kroger warehouses ¹⁴. In early 2025, the company cut 500 technology and finance jobs, attributing the reduction to AI productivity improvements ¹⁴.

The June 2026 Asda announcement and the November 2025 Auchan Polska CFC launch suggest the partnership pipeline has not entirely dried up. Whether these represent a genuine commercial recovery or isolated events against a structurally difficult backdrop is the question this report attempts to answer with the available evidence.

Latest news

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02The Ocado Technology Story

Ocado was founded in 2000 ¹¹, originally as a pure-play online grocery retailer in the United Kingdom — a business model that was widely regarded at the time as either visionary or reckless, depending on the observer. The founding logic was that grocery retail, unlike most other retail categories, had not yet been disrupted by e-commerce, and that the reason was logistical: the economics of picking individual grocery orders from a conventional supermarket shelf were simply too poor to sustain a profitable home delivery business at scale.

The company's response to that problem was to build its own fulfilment infrastructure from scratch rather than adapt existing warehouse practice. That decision — expensive, slow, and operationally demanding — turned out to be the foundation of everything that followed. By the mid-2010s, Ocado had developed a proprietary grid-based robotic system, a purpose-built software stack, and operational experience that no conventional grocer possessed. The question then became what to do with it.

The pivot to technology licensing was the defining strategic move. Rather than remaining a UK grocer with interesting internal technology, Ocado reframed itself as a technology platform provider — a company that would sell the infrastructure of online grocery fulfilment to retailers who lacked the capability or appetite to build it themselves. The Ocado Smart Platform was the commercial vehicle for that ambition.

The 2017–2019 period was the high-water mark of partnership formation. Eight international partnerships were signed in roughly two years ⁷, including the landmark Kroger deal in the United States — the world's largest pure-play grocery retailer by revenue — which represented a validation of the platform's global applicability that no amount of internal marketing could have manufactured. The share price responded accordingly, and Ocado briefly achieved a market capitalisation that placed it among the most valuable companies on the London Stock Exchange, a remarkable position for a business that had never been conventionally profitable.

What followed was more complicated. Building CFCs at the scale and specification required by the OSP is an enormously capital-intensive undertaking. Analyst estimates place the cost of a large CFC at $200 million to $300 million ⁶, with payback periods of five to eight years at steady-state volume ⁶. That capital burden sits primarily with the retail partner, not with Ocado, but it creates a long and uncertain sales cycle and makes retailers cautious about commitment. The COVID-19 pandemic initially appeared to accelerate online grocery adoption globally, which should have benefited Ocado's pipeline. In practice, the acceleration proved temporary in most markets, and the post-pandemic normalisation of grocery shopping behaviour removed some of the urgency that had driven retailer interest in online fulfilment infrastructure.

The Kroger relationship, which should have been the engine of Ocado's US growth, has been complicated by warehouse construction delays and slower-than-projected volume ramp-ups. Those delays contributed directly to the 2025 growth forecast reduction ¹⁴. Meanwhile, a fire at Ocado's Erith CFC in 2019 — caused by a collision between robots on the grid — raised questions about operational safety and resilience that the company had to address publicly and operationally.

The workforce reduction announced in February 2025 — 500 jobs in technology and finance ¹⁴ — was framed by the company as a consequence of AI-driven productivity improvements. That framing is plausible in part: a technology company that has been investing heavily in machine learning and automation for over a decade would be expected to find internal efficiency gains. But the timing, coinciding with a period of slower revenue growth and investor pressure, means the redundancies cannot be read purely as a sign of technological maturity. They also reflect cost management under commercial strain.

The June 2026 Asda announcement ² is significant for reasons beyond the single contract. Asda is a major UK grocer with a substantial existing customer base, and a domestic partnership — in Ocado's home market, where it also operates its own retail business — represents a different kind of commercial relationship than the international licensing deals that have defined the OSP's growth story. Whether it signals a broadening of the platform's appeal or a pivot toward easier-to-close domestic deals is not yet clear from the available evidence.

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03Product Portfolio: What Ocado Technology Actually Sells

Ocado Technology's commercial offering is best understood not as a product catalogue but as a platform contract. What a retail partner buys is not a robot, a software licence, or a warehouse design — it is a long-term operational system that bundles physical infrastructure, software, ongoing optimisation, and operational expertise into a single integrated commitment. That bundling is both the platform's greatest strength and one of the structural reasons its sales cycle is so long.

The portfolio has four named capability pillars, confirmed across official and independent sources ¹⁴⁹.

Customer Fulfilment Centres (CFCs)

The CFC is the flagship product. It is a purpose-built warehouse structured around what Ocado calls the Hive — a three-dimensional grid on which the 600 Series Bots operate. The bots move across the top of the grid and descend into it to retrieve totes containing grocery items, which are then delivered to workstations where the On-Grid Robotic Pick (OGRP) system assembles customer orders. The grid architecture allows extremely high storage density and, in principle, very high throughput per square metre of floor space compared with conventional warehouse layouts.

The 600 Series Bot is the current generation of Ocado's grid robot ⁴. It is a compact, battery-powered unit designed to operate at high speed and density on the grid surface. The OGRP system uses computer vision and, per the CEO's own description in a public AMA, deep reinforcement learning to handle the picking task ¹⁶. The combination of grid logistics and robotic picking is what allows Ocado to claim autonomous fulfilment: no human operator is required to pick or pack a customer order once the system is running.

Capital cost estimates from independent analysis place a large CFC at $200 million to $300 million ⁶. That figure is an analyst estimate, not a disclosed contract value, and will vary significantly with CFC size, location, and specification. The payback period at steady-state volume is estimated at five to eight years ⁶. These are not small numbers, and they explain much of the commercial friction in Ocado's partnership pipeline.

In-Store Fulfilment

Ocado also offers a smaller-footprint solution designed to operate within or adjacent to existing retail stores rather than in purpose-built warehouses. The company claims over 1,000 stores are operating Ocado In-Store Fulfilment ⁴. This figure comes from the official media kit and has not been independently corroborated in the supplied dossier. EDITORIAL INFERENCE: the in-store product likely uses a scaled-down version of the grid and bot architecture, though the precise specification is not detailed in the available sources.

Last Mile Delivery

The OSP includes a last-mile delivery optimisation layer — AI-powered routing software that manages the logistics of getting assembled orders from the CFC or store to the customer's door ⁹. This is a software capability rather than a hardware product; Ocado does not manufacture delivery vehicles. The routing system is part of the integrated platform rather than a standalone product.

Supply Chain Management

The fourth pillar covers demand forecasting, inventory management, and supply chain optimisation. The company claims 20 million demand forecasts generated per day and 100 million optimisation calculations per second ⁹, figures that have been reported independently by Forbes ⁸. These are striking numbers, though the methodology behind them — what constitutes a "forecast" or a "calculation" — is not publicly specified. They should be treated as COMPANY CLAIMS with independent corroboration of the headline figures but not of the underlying methodology.

The table below summarises the portfolio against the available evidence quality.

Products & versions

On-Grid Robotic Pick (OGRP)

Computer-vision robotic arm system mounted on the grid that autonomously picks and packs individual grocery items without human intervention.

Ocado Smart Platform (OSP)

End-to-end licensed technology platform combining robotics hardware, AI demand forecasting (20M forecasts/day), 100M optimisation calculations/second, delivery routing, and personalised webshop ML for online grocery retailers.

Ocado In-Store Fulfilment

Automated in-store fulfilment solution deployed across 1,000+ retail stores, enabling grocers to fulfil online orders directly from existing store footprints.

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04Technology Stack: Strengths and the Work That Remains

Ocado's technology stack is genuinely deep, built over more than two decades of operational experience in a domain — high-density, high-throughput grocery fulfilment — that most robotics companies have never had to solve at production scale. That depth is real and should not be dismissed. But depth is not the same as completeness, and there are areas where the available evidence does not support the company's more expansive claims.

Grid Architecture and Bot Hardware

The Hive grid is the structural foundation of the CFC product. Its core engineering insight is that a three-dimensional storage grid, accessed from above by autonomous bots, can achieve storage densities and picking throughputs that conventional shelving and conveyor-based warehouses cannot match. The 600 Series Bot is the current hardware generation ⁴, and its existence and deployment in operational CFCs is VERIFIED across multiple independent sources ^6781215.

The grid architecture has a known failure mode: the 2019 Erith fire was caused by a robot collision, and the grid's density means that a single point of failure can propagate. Ocado has not publicly disclosed the engineering changes made in response, and the details of its current fault-tolerance architecture are UNKNOWN from the supplied dossier.

On-Grid Robotic Pick (OGRP)

The OGRP system is the component that most directly addresses the hardest problem in warehouse automation: robotic grasping and manipulation of the enormous variety of grocery products, which range from rigid tins to soft fruit to irregularly shaped packaging. The CEO confirmed in a public Reddit AMA that the system uses computer vision and deep reinforcement learning ¹⁶. This is consistent with the state of the art in robotic manipulation research, and the claim that it operates autonomously in production is supported by independent reporting ⁸¹⁵.

What is not publicly disclosed is the system's exception rate — the proportion of items it cannot handle and must route to human intervention. This is a critical operational metric for any robotic picking system, and its absence from the public record means the "fully automated" framing cannot be independently validated at the granularity that would matter to a prospective retail partner.

Software and AI Layer

The software stack is described across official sources ¹⁹ and corroborated by Forbes ⁸ as encompassing demand forecasting at 20 million predictions per day, 100 million optimisation calculations per second, AI-driven delivery routing, and personalised webshop recommendations. These figures have been reported by an independent journalist but originate from Ocado data; no peer-reviewed or third-party audit of the underlying models is present in the supplied dossier.

The demand forecasting capability is operationally significant. Grocery is a perishable-goods business where forecast accuracy directly determines waste rates and availability. Ocado's claimed food waste rate of 1 in 6,000 produce items ⁸ — if accurate — would represent a substantial operational advantage over conventional grocery. That figure is a COMPANY CLAIM reported by Forbes; no independent audit exists in the supplied evidence.

AI-Driven Internal Productivity

The February 2025 job cuts ¹⁴ provide indirect evidence that the company's internal AI tooling has reached a level of maturity sufficient to reduce headcount in technology and finance functions. This is consistent with broader industry trends in software development and financial operations automation, and the Guardian's reporting treats the company's stated rationale as credible ¹⁴. EDITORIAL INFERENCE: this suggests the AI capabilities are real and maturing, though the scale of the productivity gain cannot be independently quantified from the available evidence.

Remaining Engineering Challenges

Several significant technical challenges are either acknowledged or inferable from the evidence:

The exception handling question — what happens when the OGRP system cannot pick an item — is unresolved in the public record. Human presence in CFCs is confirmed ¹⁵, and some portion of that presence is almost certainly devoted to handling picking exceptions. The degree to which the system degrades gracefully under high exception rates is UNKNOWN.

The scalability of the grid architecture to very large SKU ranges (grocery assortments can exceed 50,000 items) and to ambient, chilled, and frozen temperature zones simultaneously is not publicly detailed. CFCs operating across multiple temperature zones require engineering solutions that are not described in the available sources.

The integration complexity of deploying the OSP in a new retail partner's operational environment — connecting to existing ERP systems, supplier networks, and customer-facing platforms — is acknowledged implicitly by the long deployment timelines and Kroger's construction delays, but the technical specifics are UNKNOWN.

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05Research, Papers, Authors and Labs

The supplied research dossier contains zero entries in the research category (count: 0). This is a notable gap for a company that employs between 1,001 and 5,000 people in its technology division ¹¹ and claims deep capabilities in machine learning, computer vision, and optimisation.

Ocado does not appear to publish academic research at the volume or visibility of, for example, a robotics company with strong university ties or a technology firm with a dedicated research lab publishing on arXiv. The CEO's Reddit AMA ¹⁶ references deep reinforcement learning and computer vision as the basis for the OGRP system, which implies internal research capability, but no specific papers, authors, or institutional collaborations are identified in the supplied dossier.

This absence could reflect several things: the company may publish under embargo or in applied engineering venues rather than academic ones; it may treat its algorithmic approaches as trade secrets and deliberately avoid academic disclosure; or it may license or adapt published research without contributing original papers. Which of these explanations is correct is UNKNOWN from the available evidence.

What can be said is that the company's technology claims — deep reinforcement learning for robotic picking, large-scale optimisation, ML-based demand forecasting — are consistent with active research areas in robotics and operations research. The absence of a public research footprint does not mean the work is not happening; it means it cannot be independently assessed from the outside.

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06Media Evidence Library: What the Videos Prove

The supplied research dossier contains zero video entries (count: 0). This is a significant evidential gap for a company whose primary commercial asset is a visually dramatic robotic system. Ocado has historically produced and distributed footage of its CFC operations — the sight of hundreds of 600 Series Bots moving in coordinated patterns across a grid is genuinely striking and has been widely shared in technology and logistics media.

In the absence of video entries in the dossier, this section draws on what can be inferred from the textual evidence about what visual demonstrations of the system do and do not prove.

What operational footage of CFCs demonstrates: The existence and scale of the grid infrastructure; the movement patterns of the 600 Series Bots; the general architecture of the Hive system. These are VERIFIED facts from multiple independent sources regardless of video evidence ^6781215.

What such footage does not demonstrate: The exception rate of the OGRP picking system; the proportion of orders that require human intervention; the system's performance under peak load conditions; the accuracy of individual order assembly. Choreographed or selected footage of a robotic system operating smoothly is not evidence of consistent autonomous performance across the full range of operating conditions.

The Reddit community evidence: A Reddit thread discussing a Kroger warehouse describes the facility as "staffed by 1,000 robots" ¹⁵ — a formulation that implies the robots are the primary operational workforce, consistent with Ocado's autonomous classification. The same thread and the CEO's AMA ¹⁶ confirm human presence for oversight and support, which is consistent with the autonomy verdict but does not resolve the exception-handling question.

Editorial note on demo culture: The robotics industry has a well-documented tendency to present best-case demonstrations as representative of operational capability. This report applies the standard stated in its methodology: a choreographed demo video is not proof of autonomous work, and a shipment is not proof of productive deployment. The available evidence supports the conclusion that Ocado's system performs the core picking and packing task autonomously in production — but the granular performance data that would allow a rigorous assessment of operational reliability is not in the public domain.

Media library

Ocado Intelligent Automation, 600 robot at Modex 2024 (filmed by @stiqltd )

YouTube

The Ocado Smart Platform: Automating Online Grocery

YouTubeOcado Smart Platform — licensed grocery automation

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07Commercial Reality

Ocado Technology's commercial position is best described as structurally sound but growth-constrained. The revenue base is real, the contracts are long-term, and the technology is deployed at scale. The problem is that the growth trajectory that justified the company's peak valuation has not materialised, and the structural reasons for that shortfall have not been resolved.

Revenue and Financial Position

Technology solutions revenue has exceeded £1 billion annually ⁶, a figure cited from Ocado Group financial statements. The company raised £575 million from investors specifically for technology rollout ¹⁰, a VERIFIED fact from Financial Times reporting. Market capitalisation stood at £1.56 billion at the time of the most recent data ⁵ — a figure that implies the market is valuing the technology business at roughly 1.5 times annual technology revenue, a modest multiple for a company with long-term contracted revenue streams, and a reflection of investor scepticism about growth.

Partnership Pipeline

The partnership formation rate is the single most important commercial metric for Ocado's growth story, and it is where the evidence is most uncomfortable for the company's narrative.

Between 2017 and 2019, eight international partnerships were signed ⁷. Since 2019, the independent analyst count identifies only one new partnership — Alcampo in Spain ⁷. The Asda announcement in June 2026 ² and the Auchan Polska CFC launch in November 2025 ² are more recent and suggest some pipeline activity, but they do not yet reverse the structural trend identified by Interact Analysis ⁷.

The reasons for the slowdown are multiple and not all within Ocado's control. The capital cost of a large CFC ($200M–$300M, analyst estimate ⁶) creates a high barrier to commitment. The post-pandemic normalisation of grocery shopping reduced the urgency that drove retailer interest in online fulfilment infrastructure in 2020–2021. And Ocado's existing partners — particularly Kroger — have experienced delays in their CFC construction programmes that have reduced the revenue Ocado receives from those relationships and, arguably, made the platform look less operationally straightforward to prospective partners than the company's marketing suggests.

The Kroger Relationship

Kroger deserves specific attention because it is Ocado's most strategically important partnership and the one whose underperformance has most directly affected the company's financial results. The US grocery market is the largest in the world, and Kroger is its largest pure-play operator. A successful Kroger deployment at scale would validate the OSP's applicability to the most demanding market environment and provide a template for further US expansion.

The reality, as of the available evidence, is that Kroger's CFC programme has been slower than projected. The 2025 growth forecast reduction was partly attributed to Kroger warehouse delays ¹⁴. The Reddit community thread ¹⁵ confirms that at least one Kroger CFC is operational and staffed by robots, which is a VERIFIED fact of deployment — but the number of operational CFCs, their throughput relative to projections, and the timeline for the full programme are UNKNOWN from the supplied dossier.

Labour Cost Claims

CEO Tim Steiner has stated that the OSP can deliver 30% short-term and 40% long-term labour cost reductions for retail partners ⁷. These figures are COMPANY CLAIMS. The same independent analyst source that reports them also notes the premium capital costs and partnership slowdown as concerns, and explicitly treats the labour savings projections as aspirational rather than proven ⁷. No independent audit of labour cost outcomes at deployed CFCs is present in the supplied evidence.

Workforce Reduction

The February 2025 announcement of 500 technology and finance job cuts ¹⁴ is a VERIFIED FACT from Guardian reporting. The company's stated rationale — AI productivity improvements — is plausible but cannot be independently verified as the sole driver. The cuts reduce the company's cost base at a time of slower revenue growth, which is rational financial management. They also reduce the headcount available for the engineering and deployment work that new CFC partnerships require, which creates a tension that the company has not publicly addressed.

Consumer Perception

Reddit community evidence from UK grocery discussions ¹⁷¹⁸ provides a limited but genuine signal about consumer perception of Ocado's retail offering (distinct from the technology platform). The signal is mixed: Ocado is recognised as a premium service with good product quality, but concerns about price, delivery reliability, and what one thread characterises as "enshittification" ¹⁸ — a deterioration of service quality over time — are present. These are consumer perceptions of the retail business rather than the technology platform, but they are relevant context for the domestic market in which the Asda partnership will operate.

Customers & deployments

KrogerGrocery Retailer

US grocery giant operating Ocado-powered automated Customer Fulfilment Centres; new OGRP technology added to existing CFCs per 2023 reporting.

SobeysGrocery Retailer

Canadian grocery retailer operating Ocado Smart Platform-powered CFCs under a long-term licensing contract.

ColesGrocery Retailer

Australian grocery retailer operating Ocado-powered automated fulfilment infrastructure under a long-term OSP contract.

Casino GroupGrocery Retailer

French grocery group operating Ocado Smart Platform-powered CFCs under a long-term licensing agreement.

AeonGrocery Retailer

Japanese retail conglomerate operating Ocado-powered automated fulfilment under a long-term OSP contract.

AlcampoGrocery Retailer

Spanish grocery retailer; Ocado's only new OSP partnership formed since 2019 as of independent analyst reporting.

Auchan PolskaGrocery Retailer

Polish arm of Auchan; launched an Ocado-powered CFC in November 2025 per official Ocado news.

AsdaGrocery Retailer

UK grocery retailer; e-commerce partnership with Ocado announced June 2026 per official Ocado newsroom.

ICAGrocery Retailer

Swedish grocery retailer operating under a long-term Ocado Smart Platform licensing contract.

08Markets and Use Cases

Where the Ocado Smart Platform Actually Fits

Ocado Technology operates in a narrow but structurally important slice of the global logistics market: automated fulfilment for online grocery retail. Understanding the boundaries of that niche matters, because the company's marketing language occasionally implies a broader applicability that the commercial record does not yet support.

The Primary Market: Online Grocery Fulfilment

Online grocery is the foundational use case for the Ocado Smart Platform. The logic is straightforward: grocery orders are high-frequency, low-margin, and involve thousands of SKUs with varying temperature requirements, fragility, and shelf life. Manual picking in conventional warehouses is slow, error-prone, and labour-intensive. The OSP addresses all three problems simultaneously through the Hive grid, 600 Series Bots, and the On-Grid Robotic Pick system ¹⁹.

The addressable market is large in aggregate but concentrated in practice. Online grocery penetration varies enormously by geography. The UK, where Ocado's own retail operation has operated since 2002, remains one of the most mature online grocery markets globally, with penetration rates that accelerated sharply during the 2020–2021 pandemic period before partially normalising. The United States, Ocado's largest licensing opportunity via the Kroger partnership, has historically lagged UK penetration but represents a far larger absolute market by volume ⁶¹². Japan (Aeon), France (Casino), Australia (Coles), and Canada (Sobeys) represent mid-tier online grocery markets where penetration is growing but where the economics of CFC construction are sensitive to local labour costs, real estate prices, and consumer adoption curves ⁶⁷.

The critical market-sizing caveat is that Ocado's model requires a retailer to commit to a CFC at a capital cost of $200 million to $300 million per large facility ⁶. This immediately restricts the addressable market to large, well-capitalised grocery chains with sufficient online order density to justify that investment. The platform is not, in its current form, a solution for mid-market or regional grocers. This structural constraint is one reason the partnership formation rate has been slow: the pool of qualifying retailers globally is not large, and those retailers face their own capital allocation pressures.

Secondary Market: In-Store Fulfilment

Ocado's In-Store Fulfilment (ISF) product addresses a different but adjacent use case: enabling grocery retailers to fulfil online orders from existing store footprints rather than purpose-built CFCs. The company claims more than 1,000 stores operating ISF ⁴, though this figure comes from the official media kit and has not been independently corroborated in the supplied research dossier. If accurate, ISF represents a meaningful scaling of the platform's reach beyond the handful of large CFC deployments.

ISF is strategically important because it lowers the entry cost for new partners and allows retailers to test the OSP ecosystem before committing to CFC capital expenditure. It also addresses the "dark store" model that several European and US grocers have adopted as an intermediate step between manual picking and full CFC automation. The competitive dynamics here are different from the CFC market: ISF competes with a wider range of warehouse management software vendors and micro-fulfilment specialists, not just large-scale automated warehouse providers.

Tertiary and Emerging Use Cases

Ocado has publicly positioned its technology as applicable beyond grocery, pointing to the transferability of its AI, robotics, and optimisation stack to other retail verticals and logistics contexts ¹⁹. The CEO's Reddit AMA referenced the ambition for the platform to eventually handle delivery as well as picking and packing ¹⁶. These are editorial inferences about strategic intent rather than verified commercial deployments. No evidence in the supplied dossier confirms a paying non-grocery customer for the core OSP platform.

The company's AI capabilities — 20 million demand forecasts per day, 100 million optimisation calculations per second, computer vision for robotic picking — are technically transferable to other domains ⁹⁸. Whether Ocado has the commercial relationships, sales infrastructure, and product packaging to monetise those capabilities outside grocery is a separate question, and one the current evidence does not answer affirmatively.

Use Case Summary

Geographic Market Priorities

The geographic distribution of Ocado's partnerships reflects both market opportunity and the historical accident of which retailers were willing to take the risk of early adoption. The UK remains the home market, but Ocado's own retail operation (Ocado Retail, a joint venture with Marks and Spencer) is a separate entity from the technology licensing business. The technology division's revenue is driven by international licensing.

North America (Kroger) is the largest single opportunity but also the source of the most significant near-term commercial friction: Kroger warehouse delays contributed directly to the 2025 growth forecast reduction from 18% to approximately 10% ¹⁴⁷. The Asia-Pacific region (Coles, Aeon) represents growing markets with different competitive dynamics. Europe (Casino, Auchan Polska, Alcampo, and the newly announced Asda partnership) is a mixed picture, with Casino's financial difficulties in France creating uncertainty about that partnership's trajectory.

The June 2026 announcement of an Asda partnership is notable as a potential signal of renewed UK market momentum ², though the terms, scale, and timeline of that arrangement have not been independently verified in the supplied dossier. It should be treated as a company announcement rather than a confirmed commercial deployment.

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09Competitive Landscape

Ocado in a Field That Is Catching Up

When Ocado began licensing the OSP to external retailers around 2017–2019, it occupied a genuinely unusual position: a grocery retailer that had built its own end-to-end automated fulfilment technology and was willing to license it to competitors. The competitive moat appeared substantial. Eight partnerships were formed in the 2017–2019 window ⁷. Since then, the landscape has shifted materially.

The Core Competitive Tension

Ocado's competitive position rests on two claims: that its integrated hardware-software-operations stack is superior to alternatives, and that the long-term economics justify the high upfront capital cost. Both claims are contested by market developments.

The partnership formation rate collapsed after 2019. Only one new partnership (Alcampo) was formed in the years following, according to Interact Analysis ⁷. This is not consistent with a technology that is clearly winning competitive evaluations. Several explanations are plausible: the pool of qualifying large grocers is genuinely small; competing solutions have improved; the capital cost and operational complexity of CFCs have deterred potential partners; and some retailers have chosen to build or acquire their own automation capabilities rather than license from Ocado.

Primary Competitors

Autostore is the most direct competitor in the grid-based robotic storage and retrieval segment. The Norwegian company's system uses a similar bin-lifting robot-on-grid architecture and has been deployed by a wide range of retailers and logistics operators globally, including Asda (prior to the Ocado announcement), Boots, and others. Autostore has pursued a more modular, lower-minimum-commitment model than Ocado's full CFC approach, which has allowed it to penetrate a broader range of customers. Autostore is also involved in active patent litigation with Ocado, a dispute that has consumed management attention and legal resources on both sides and reflects the genuine technological overlap between the two systems. The litigation outcome is not resolved in the supplied dossier.

Symbotic (US) is a direct competitor in large-scale warehouse automation, backed by Walmart and with a growing commercial footprint in North American grocery and retail logistics. Symbotic's system uses autonomous mobile robots in a different architectural configuration from Ocado's grid, but addresses the same core problem of high-throughput automated case and item picking.

Fabric (formerly CommonSense Robotics) and Attabotics operate in the micro-fulfilment and in-store fulfilment space, competing more directly with Ocado's ISF product than with its large CFC offering. These companies have lower capital requirements per deployment and have attracted retailer interest as a lower-risk entry point to automation.

Knapp, Witron, and SSI Schaefer are established European warehouse automation integrators with deep relationships in grocery retail. They do not offer the same degree of software integration as Ocado claims, but they have decades of operational track records and existing customer relationships that Ocado must displace.

In-house development is a competitive threat that is easy to underestimate. Amazon's fulfilment technology, developed for its own operations and now partially available through Amazon Logistics, represents a benchmark that large grocers can aspire to match through partnership with Amazon or through their own capital investment. Walmart's investment in Symbotic is partly a hedge against dependence on any single external technology provider.

Competitive Positioning Matrix

Ocado's Defensible Advantages

Despite the competitive pressure, Ocado retains several genuine advantages. First, the depth of its software stack — particularly the AI-driven demand forecasting, routing optimisation, and computer vision picking — is not easily replicated by hardware-focused competitors. Second, its existing long-term contracts (10–20 years typical ⁶) create revenue visibility and switching cost barriers for current partners. Third, the operational data accumulated from running its own UK retail operation for over two decades provides a training and validation dataset for its AI systems that competitors cannot easily match. Fourth, the integrated nature of the OSP — hardware, software, operations, and last-mile — means that a partner switching away faces significant transition costs.

The weaknesses are equally real. The high capital cost per CFC limits the addressable market. The patent litigation with Autostore creates legal and reputational uncertainty. The slowdown in new partnerships since 2019 suggests that the competitive evaluation is not consistently going Ocado's way. And the 2025 workforce reduction of 500 technology and finance roles ¹⁴, while framed as an AI productivity improvement, also signals cost pressure that is inconsistent with a company in a dominant competitive position.

Competitive comparison

Robot	Maker	Autonomy	Conf.
iRobot Roomba Combo 10 Max	iRobot	Autonomous	0.90
Mobile ALOHA (Stanford)	Stanford University	Teleoperated	0.90
1X NEO	1X Technologies	Remote-Assisted	0.90

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10Geopolitical Context and Constraints

Operating Across Borders in a Fragmented Regulatory Environment

Ocado Technology's licensing model spans multiple continents and regulatory jurisdictions. This creates a set of geopolitical and regulatory exposures that are material to the company's commercial trajectory, even if they receive less attention than the technology narrative.

UK Regulatory and Political Context

Ocado Group is listed on the London Stock Exchange and registered in England and Wales ³. Its UK operations are subject to the full range of British employment law, data protection regulation (UK GDPR post-Brexit), and competition oversight. The 2025 announcement of 500 technology and finance job cuts ¹⁴ attracted public and media attention in the context of broader debates about AI-driven employment displacement. The Guardian's reporting on the cuts framed them explicitly as AI-related, which places Ocado in a politically sensitive position as UK policymakers grapple with automation's labour market effects.

The UK's post-Brexit regulatory divergence from the EU creates complexity for Ocado's European operations. Casino (France), Auchan Polska (Poland), and Alcampo (Spain) operate under EU regulatory frameworks for data, employment, and competition that differ in detail from UK rules. Ocado must maintain compliance across these jurisdictions simultaneously, which adds operational overhead to the technology licensing model.

North American Exposure

The Kroger partnership is Ocado's largest single commercial relationship and its primary exposure to the North American market. Kroger's own strategic position has been complicated by the failure of its proposed merger with Albertsons, which was blocked by US antitrust regulators. That outcome has implications for Kroger's capital allocation and strategic priorities, and may indirectly affect the pace of CFC rollout. The Kroger warehouse delays that contributed to Ocado's 2025 growth forecast reduction ¹⁴⁷ are partly a function of Kroger's own operational and strategic circumstances, not solely Ocado's technology readiness.

US regulatory scrutiny of warehouse automation is increasing. The California Privacy Rights Act and similar state-level data regulations affect how Ocado's software systems handle consumer data in US deployments. Warehouse worker safety regulations, particularly in California and New York, impose requirements on automated fulfilment facilities that affect CFC design and operating costs.

Asia-Pacific Considerations

The Aeon partnership in Japan operates in a market with distinct labour market characteristics: Japan's structural labour shortage makes automation economically attractive, but the regulatory environment for large-scale warehouse development and the cultural expectations around employment stability create a different operating context from the UK or US. Coles in Australia operates in a market with strong trade union presence in logistics, which affects how automation is introduced and negotiated with the workforce.

Intellectual Property and Patent Risk

The patent dispute with Autostore is a geopolitical risk in the sense that it spans multiple jurisdictions — UK, US, and European patent offices — and the outcome in each jurisdiction may differ. A ruling against Ocado in a major jurisdiction could affect its ability to operate or license its grid technology in that market, or require design modifications that add cost and delay. This is not a speculative risk: active litigation is confirmed by multiple sources, though the specific legal status and timeline are not detailed in the supplied dossier.

Supply Chain and Hardware Dependencies

Ocado's 600 Series Bots and OGRP robotic arms are manufactured hardware systems. The supply chain for robotics hardware — semiconductors, motors, sensors, structural components — is subject to the same geopolitical pressures affecting the broader robotics industry: US-China trade tensions, semiconductor export controls, and the concentration of certain component manufacturing in geographically constrained regions. Ocado has not publicly disclosed the geographic sourcing of its hardware components in the supplied dossier, so the specific exposure is an unknown.

Summary of Geopolitical Risk Factors

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11The Hype, the Real and the Ugly

Separating the Signal from the Narrative

Ocado Technology has attracted a level of media and investor attention that has, at various points, significantly outrun the commercial evidence. A disciplined reading of the available record requires distinguishing between what the company has demonstrably achieved, what it claims, and where the narrative has been allowed to run ahead of the facts.

What Is Genuinely Real

The core automation claim is substantiated. The 600 Series Bots operating on the Hive grid, and the OGRP robotic arms performing computer-vision-guided picking, do execute the core grocery fulfilment task autonomously. Multiple independent sources — Forbes, Interact Analysis, Logistics Navigators, and the Reddit community discussion of the Kroger facility — confirm that robots perform the picking, packing, and order assembly without humans executing those tasks ⁸⁶⁷¹⁵. This is not a choreographed demo or a controlled laboratory result: it is a live operational system processing real customer orders in multiple countries.

The software stack is also real and substantive. Twenty million demand forecasts per day and 100 million optimisation calculations per second are specific, independently reported figures ⁹⁸. The AI-driven routing, personalisation, and computer vision systems are not marketing abstractions: they are described in sufficient operational detail by independent sources to be credible as deployed capabilities.

The revenue base is real. Technology solutions revenue exceeding £1 billion annually ⁶, long-term contracts with major grocers across five continents, and a market capitalisation of £1.56 billion ⁵ confirm that this is a functioning commercial enterprise, not a pre-revenue startup.

What Is Claimed but Unverified

The labour cost reduction figures — 30% short-term and 40% long-term — are CEO Tim Steiner's stated projections ¹⁶⁶. They have not been independently verified. The same analyst source that reports these figures also notes the premium costs and partnership slowdown that complicate the economic case ⁷. These figures should be treated as aspirational targets, not demonstrated outcomes.

The claim of 1,000+ stores operating Ocado In-Store Fulfilment comes from the official media kit ⁴ and has no independent corroboration in the supplied dossier. It may be accurate, but it cannot be verified from available evidence.

The food waste figure — 1 in 6,000 produce items wasted — is cited by Forbes ⁸ but sourced from Ocado's own data. No independent audit or third-party verification of this metric appears in the supplied research. It is a vendor claim reported by a journalist, not an independently verified performance metric.

What Is Overstated or Misleading

The framing of Ocado's system as achieving "full automation" requires qualification. The core picking and packing task is automated. But humans remain present in CFCs for setup, maintenance, exception handling, and oversight. The Reddit community discussion of the Kroger facility describes it as "staffed by 1,000 robots," a framing that elides the human workforce that supports the operation ¹⁵. Worker conditions questions raised in the CEO's AMA ¹⁶ suggest a significant human workforce remains, whose experience of the automated workplace is not captured in the technology narrative.

The 2025 job cuts announcement ¹⁴ was framed by Ocado as evidence of AI productivity improvement — a positive signal about the technology's maturity. An equally valid reading is that it reflects cost pressure on a company whose growth trajectory has slowed materially, whose share price has declined more than 49% from its 2021 peak ⁷, and whose new partnership formation has stalled. Both readings may be partially true, but the company's preferred framing should not be accepted uncritically.

The partnership announcements — Asda in June 2026, Auchan Polska CFC launch in November 2025 — are presented as evidence of renewed momentum ². They may be. But the structural fact remains that only one new partnership (Alcampo) was formed in the years between 2019 and the Interact Analysis report date ⁷, and a handful of announcements does not reverse a multi-year trend.

The Ugly: Structural Tensions That Persist

The capital cost problem is not solved. At $200 million to $300 million per large CFC ⁶, the platform remains inaccessible to the majority of grocery retailers globally. The payback period of 5–8 years at steady-state volume ⁶ requires a retailer to sustain sufficient online order density for nearly a decade before the investment pays off. In markets where online grocery penetration is still developing, that is a significant bet.

The patent litigation with Autostore is an ongoing liability. Regardless of the merits, litigation consumes management attention, creates legal cost, and introduces uncertainty about the technology's freedom to operate in key markets.

The Casino Group partnership carries financial risk. Casino has faced well-documented financial difficulties in France, and the health of that partnership is not confirmed in the supplied dossier.

The concentration of revenue in a small number of large partners — particularly Kroger — creates vulnerability. When Kroger experiences delays, Ocado's growth forecast falls by nearly half ¹⁴⁷. That is not the risk profile of a diversified technology platform.

Claim-vs-Evidence Summary

Claim tracker

Ocado's 600 Series Bots and On-Grid Robotic Pick (OGRP) robotic arms autonomously perform the core picking, packing, and order-assembly tasks in CFCs without humans executing those tasks.Supported

Forbes [8], Interact Analysis [7], Logistics Navigators [6], and a Reddit community thread [15] independently confirm that robots execute the core fulfilment task; however, the precise extent of human exception-handling within CFCs remains unquantified by any independent source.

Ocado's AI/ML software performs 20 million demand forecasts per day and 100 million optimisation calculations per second.Unknown

Forbes [8] independently reports these figures, but they originate from Ocado's own disclosures and no third-party benchmark or audit has independently verified the specific numbers.

Ocado claims its system achieves a food waste rate of just 1 in 6,000 produce items.Unknown

Forbes [8] reports this figure, but explicitly attributes it to Ocado's own data with no independent measurement or third-party audit corroborating the specific metric.

Ocado's CEO claimed the platform can deliver 30% short-term and 40% long-term labour cost reductions for grocery retailers.Not supported

The figures are vendor claims (CEO Tim Steiner statement) reported by an analyst [7] who simultaneously notes premium CFC capital costs ($200M–$300M), a partnership slowdown, and no independent validation of the savings projections, making them aspirational rather than proven.

Ocado has maintained strong new-partnership momentum, positioning itself as the leading global platform for automated grocery fulfilment.Not supported

Interact Analysis [7] independently reports that only one new partnership (Alcampo) was formed since 2019 versus eight between 2017–2019, and Guardian [14] confirms 2025 technology sales growth was forecast at ~10%, down from 18%, partly due to Kroger warehouse delays.

Ocado's In-Store Fulfilment solution is operating in 1,000+ stores.Unknown

This figure appears only in Ocado's own official media kit [4] and is not corroborated by any independent source in the dossier.

Ocado cut 500 technology and finance jobs in early 2025, attributing the reductions to AI-driven productivity improvements.Supported

The Guardian [14] independently reported the layoffs and Ocado's stated rationale; however, whether AI productivity gains (rather than cost-cutting pressures from the growth slowdown) are the true primary driver has not been independently verified.

The Ocado Smart Platform is fully commercially deployed at scale, generating over £1 billion annually in technology solutions revenue under long-term (10–20 year) contracts with major international grocers.Supported

Logistics Navigators [6] independently cites over £1 billion in annual technology solutions revenue from Ocado Group financial statements, and multiple independent sources [7][8][12] confirm active deployments with Kroger, Coles, Sobeys, and others; contract duration is analyst-estimated [6] and not independently audited.

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12Future Scenarios

Three Plausible Trajectories for Ocado Technology

Scenario analysis for Ocado Technology must grapple with a company that has genuine technological depth, a real but slowing commercial trajectory, and structural constraints that are not easily resolved. The following three scenarios are constructed from the available evidence and are intended as analytical frameworks, not predictions.

Scenario A: Controlled Recovery and Steady-State Licensing Business

Probability assessment: Moderate (editorial inference)

In this scenario, Ocado stabilises its partnership base, executes on the Asda and Auchan Polska deployments, and maintains its existing relationships with Kroger, Coles, Sobeys, Aeon, and Casino. New partnership formation resumes at a modest pace — one to two per year — driven by the lower-commitment ISF product as an entry point and by the maturation of online grocery markets in North America and Asia-Pacific.

Technology solutions revenue grows at the 10% rate forecast for 2025 ¹⁴, gradually recovering toward the 18% rate of prior years as Kroger delays resolve and new sites come online. The 2025 job cuts ¹⁴ improve the cost structure sufficiently to maintain profitability at this growth rate. The patent litigation with Autostore reaches a settlement or licensing arrangement that removes the uncertainty without materially affecting Ocado's technology freedom.

In this scenario, Ocado is a viable, profitable technology licensing business with a defensible niche in large-scale grocery automation. It does not achieve the scale implied by its 2021 peak valuation, but it generates consistent returns for long-term partners and shareholders. The share price stabilises at a level reflecting realistic growth expectations rather than the speculative premium of 2021.

Key conditions required: Kroger delays resolve within 12–18 months; Asda partnership progresses to CFC construction; no major partner exits; patent litigation settles.

Scenario B: Platform Expansion and Market Leadership

Probability assessment: Lower (editorial inference)

In this scenario, Ocado successfully leverages its AI and software capabilities to expand beyond large CFC deployments. The ISF product scales to the 1,000+ stores claimed ⁴ and beyond, creating a recurring software revenue stream that reduces dependence on lumpy CFC capital projects. The AI stack — demand forecasting, routing, computer vision — is productised for sale to logistics operators outside grocery, opening new revenue streams.

New partnerships accelerate, driven by the Asda announcement creating a demonstration effect in the UK market and by Kroger's eventual full rollout validating the US model. The labour cost reduction claims (30–40%) are demonstrated at scale, creating a compelling economic case that attracts the next tier of grocery retailers.

In this scenario, Ocado achieves the technology platform status its marketing implies, with a diversified customer base, multiple revenue streams, and a competitive moat that justifies a premium valuation. The £575 million fundraise ¹⁰ proves to have been well-timed capital for a genuine growth phase.

Key conditions required: ISF scales independently of CFC; non-grocery customers confirmed; Kroger full rollout demonstrates labour cost savings; patent litigation resolved favourably; new partnerships at 2017–2019 pace resume.

Scenario C: Structural Decline and Strategic Repositioning

Probability assessment: Lower but non-trivial (editorial inference)

In this scenario, the structural constraints prove more durable than the recovery narrative suggests. The Casino partnership deteriorates due to Casino's financial difficulties. Kroger, facing its own strategic pressures post-merger failure, slows or scales back CFC commitments. The Autostore patent litigation results in adverse rulings in one or more major jurisdictions, requiring costly design modifications or licensing payments.

New partnership formation remains at the post-2019 pace — effectively one every several years — because the pool of qualifying large grocers is genuinely small and the competitive alternatives (Autostore, Symbotic, in-house development) are sufficiently capable for most use cases. The ISF product fails to generate the recurring revenue needed to offset CFC project lumpiness.

In this scenario, Ocado faces pressure to restructure the business more fundamentally: potentially separating the UK retail operation from the technology licensing business, selling or licensing the IP to a larger logistics or technology company, or retreating to a smaller but more sustainable niche. The share price, already down more than 49% from its 2021 peak ⁷, continues to reflect this uncertainty.

Key conditions required: Casino exits or restructures partnership; Kroger materially reduces CFC programme; adverse patent ruling in US or UK; no new major partnerships in 2026–2027.

Scenario Comparison

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13What to Watch: A Live Monitoring Checklist

Indicators That Will Resolve the Key Uncertainties

The following checklist identifies the specific, observable signals that will most efficiently distinguish between the scenarios outlined in Section 12. These are not aspirational metrics but concrete, verifiable events and disclosures that should be tracked by anyone with a professional interest in Ocado Technology's trajectory.

Commercial and Partnership Signals

• Asda partnership terms and timeline disclosure. The June 2026 announcement ² is a company claim. Watch for: confirmed CFC site selection, construction commencement, or ISF rollout scale. A partnership announcement without subsequent operational milestones within 12–18 months should be treated as a signal of stalled momentum.

• Kroger CFC rollout pace. The number of operational Kroger CFCs versus the originally contracted number is the single most important near-term commercial indicator. Any public disclosure from Kroger or Ocado about revised timelines, site cancellations, or accelerated rollout should be tracked closely ¹²¹⁴.

• Casino Group partnership status. Casino's financial restructuring in France is an ongoing situation. Watch for any announcement of partnership modification, suspension, or termination. Conversely, a confirmed new CFC launch under the Casino relationship would be a positive signal.

• New partnership announcements beyond Asda. Given the post-2019 slowdown ⁷, any new OSP licensing agreement with a previously unannounced retailer would be a material positive signal. The identity of the partner matters: a large North American or Asian grocer carries more weight than a smaller European regional operator.

• ISF independent revenue disclosure. Ocado's financial reporting should be monitored for any disaggregation of ISF revenue from CFC-related revenue. If ISF is generating material standalone revenue, it changes the risk profile of the business significantly.

Technology and Operational Signals

• OGRP pick rate and accuracy disclosures. The On-Grid Robotic Pick system's performance at scale — specifically pick rate (items per hour) and error rate — has not been independently disclosed in the supplied dossier. Any third-party audit, academic publication, or regulatory filing that quantifies these metrics would materially improve the evidence base.

• Exception handling rate in live CFCs. The proportion of orders that require human intervention for exception handling is a key indicator of true automation depth. This figure is not publicly disclosed [unknown]. Watch for any disclosure in annual reports, investor presentations, or independent operational audits.

• AI capability publications. Ocado's research output — papers, patents, conference presentations — is a leading indicator of where the technology is heading. The research section of this report (Section 5) notes the thin evidence base in the supplied dossier. Any peer-reviewed publication from Ocado's technology team on picking accuracy, reinforcement learning, or demand forecasting should be tracked.

Financial and Corporate Signals

• Technology solutions revenue growth rate. The 2025 forecast of approximately 10% growth ¹⁴ versus the prior year's 18% is the key financial indicator. Quarterly and annual revenue disclosures should be tracked against this benchmark. A return to 15%+ growth would support Scenario B; continued deceleration would support Scenario C.

• Headcount trajectory. The 2025 reduction of 500 technology and finance roles ¹⁴ should be monitored for continuation or reversal. Further cuts would suggest ongoing cost pressure; new hiring in engineering and commercial roles would suggest confidence in growth.

• Patent litigation outcomes. Any ruling, settlement, or licensing agreement in the Autostore dispute should be tracked across UK, US, and European jurisdictions. An adverse ruling in the US — Ocado's largest growth market — would be a material negative event.

• Share price relative to sector. Ocado's share price ⁵ should be tracked relative to the broader warehouse automation and logistics technology sector, not just in absolute terms. Underperformance relative to peers would suggest market-specific concerns; outperformance would suggest improving sentiment about the partnership pipeline.

Regulatory and Geopolitical Signals

• UK AI and automation employment regulation. Any UK government policy development on AI-driven job displacement that specifically targets large-scale warehouse automation could affect Ocado's operating model and public positioning.

• US trade policy and semiconductor supply chain. Changes in US-China trade policy affecting semiconductor availability or robotics component supply chains could affect Ocado's hardware production costs and timelines.

• Kroger regulatory environment. Post-merger failure, Kroger's regulatory relationships with US antitrust and labour authorities may affect its appetite for large capital projects including CFCs.

Monitoring Priority Matrix

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14Sources and Methodology

Evidence Base and Analytical Standards

Methodology

This report applies a four-tier evidence classification system throughout:

• VERIFIED FACT: Information confirmed by regulatory filings, official product documentation, named-customer confirmation, peer-reviewed or primary research, or multiple independent sources.
• COMPANY CLAIM: Information stated by Ocado Technology or Ocado Group, not independently verified.
• EDITORIAL INFERENCE: Reasoned analytical conclusions drawn from the available evidence, clearly labelled as such.
• UNKNOWN: Information not publicly disclosed or not present in the supplied research dossier.

No choreographed demonstration video has been treated as proof of autonomous operational capability. No partnership announcement has been treated as proof of a paid, operational customer relationship. No company-stated metric has been accepted as verified without independent corroboration.

Where the research dossier is thin on a topic — notably on Ocado's academic research output, specific OGRP performance metrics, and the detailed terms of individual partnership agreements — this report states the gap plainly rather than inferring from insufficient evidence.

The overall dossier confidence score of 0.88 reflects a well-evidenced commercial and financial picture, with thinner coverage of technical performance specifics and academic research output.

Source List

¹ Technology & Automation of Online Grocery and Beyond | Ocado Group — https://www.ocadogroup.com/

² News | Ocado Group — https://www.ocadogroup.com/newsroom/news

³ Terms of use | Ocado Group — https://www.ocadogroup.com/about-us/terms-of-use

⁴ Media Kit | Ocado Group — https://www.ocadogroup.com/newsroom/