When Alan Ng, Founder and CEO of QuikBot Technologies, sat down with Angelica Ang of Fortune, the discussion centred on an uncomfortable reality. Despite years of experimentation and investment, last-mile delivery in dense urban environments has progressed far more slowly than public perception suggests.
As Ang observed, QuikBot’s current deployment may appear modest in scale, yet it is intentionally designed as a cohesive system that addresses the full delivery journey within cities.
Wrote Angelica, “QuikBot, for now, has just two delivery robots and a smart locker. Together, they form an ecosystem that automates last-mile delivery in urban environments. Goods are stored in smart lockers, which sit atop a long-distance autonomous robot called the “QuikFox.” Boxes are then transferred onto the QuikCat, a smaller delivery robot that can travel shorter distances to drop off goods at their final destination. Customers will get a text message with a one-time password, which they can use to open the box and collect their parcels.
“But Ng says QuikBot isn’t really a robotics company. “We don’t just sell robots. Our job is to help automate buildings,” he explains. “We connect the robot with the building so it can move freely within the space, and then whatever the company wants the robot to do, we can program it to help them with it.”

In dense cities, the hardest challenges of last-mile delivery often emerge inside buildings. Lifts, access controls, corridors, and shared spaces introduce friction that traditional delivery models struggle to address. QuikBot’s approach focuses on embedding autonomy directly into these environments, allowing robots to operate as part of the building’s daily flow.
By concentrating on how robots interact with real urban infrastructure, QuikBot is tackling a structural gap in last-mile delivery. The company’s strategy reflects a view that meaningful progress in urban logistics comes from system-level integration and operational readiness within the spaces where delivery actually takes place.
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