In order to better target the e-commerce and small to medium enterprise (SME) segment of the market, DHL Supply Chain on Tuesday acquired US e-commerce fulfillment and retail distribution logistics provider IDS Fulfillment. 

The acquisition adds more than 1.3 million square feet of multi-customer warehouse and distribution space to DHL’s portfolio. This includes facilities in Indianapolis, Indiana; Salt Lake City, Utah; Atlanta, Georgia; and DHL’s home city of Plainfield, Indiana. 

IDS Fulfilment’s business model centres on supporting smaller e-commerce organisations — an area where DHL is keen to expand its reach. “E-Commerce has been a growth driver for DHL in recent years and is an important focus in our Strategy 2030 agenda,” said Patrick Kelleher, CEO of DHL Supply Chain North America. “The acquisition of IDS Fulfillment not only expands our operational footprint but also ensures small and midsized companies have access to our state-of-the-art logistics solutions designed for their specific requirements.”

In 2024, ecommerce sales in the US reached $1.192 trillion — more than double the total sales for 2019, before the pandemic, when US sales totalled $571.088 billion. 

E-Commerce from front to back 

The acquisition of IDS is DHL’s second major acquisition in 2025 targeting the e-commerce space. The company also purchased Inmar’s reverse logistics business in January, a move which added 14 return centres and around 800 associates to DHL’s Supply Chain business, expanding the company’s North American footprint to make it the largest returns processing provider in the region. 

“With global e-commerce set to grow at a CAGR of 8% per annum by 2029, DHL is targeting investments that further expand our capabilities to meet the needs of this growing segment and make our network and solutions easily accessible to businesses of all sizes. IDS Fulfillment complements our existing DHL Fulfillment Network, enhancing our ability to offer seamless global eCommerce solutions with local expertise and reach. Especially timely as more multi-national organizations are looking to establish fulfilment capabilities in North America,” said Oscar de Bok, Global CEO, DHL Supply Chain. 

As the world’s leading contract logistics provider is focused on offering scalable e-commerce solutions, the IDS acquisition not only adds a network of additional facilities, but also includes a diverse customer portfolio and additional fulfillment expertise. “These acquisitions demonstrate our commitment to continued growth in the e-commerce sector and reinforce DHL’s leadership position as the logistics provider of choice for customers of all sizes,” Kelleher added.

Committed to ensuring a seamless transition for customers and associates, DHL will continue to operate all IDS facilities under existing local leaders. 

In today’s business world, change is the only constant, and supply chains feel this most. Between geopolitical conflicts, climate change, and economic volatility, resilience and adaptability is crucial for success—making digitisation essential. 

Digitisation has enabled greater supply chain efficiency, sustainability, and resilience. However, as companies adopt these digital solutions, they must also elevate their workforce with the skills needed for an increasingly digital supply chain. 

Between 2021 and 2023, Schneider Electric increased digital talents across our supply chain organisation by 67%, from the shopfloor to senior management. Here’s how we did it.

Balance technology with human intuition

The manufacturing industry is facing a huge labor shortage. According to the World Economic Forum, more than 10 million manufacturing positions are open today. So, while AI and machine learning has made significant advancements in recent years, people remain the backbone of any successful supply chain. Why this labor gap? One significant cause is the higher demand for tech skills.

As companies go through digital transformation, ensuring people remain at the heart of their supply chain strategy is critical. It’s a simple equation: training current industrial talent for the digital world while also investing in the new generation builds a more vibrant, efficient, and future-ready operation. It’s unlikely we will see a sudden surge of digital supply chain talents on the market, so the most obvious step for organisations to address this gap is to ensure their current talents are upskilling and reskilling for the future.

Empower the workforce with essential skills of the future 

No matter how advanced technology becomes, it is the people at the ground level who are its primary users. Employee skills can make or break the success of implemented technology. Any digital skills strategy must be inclusive and include your employees working in your factories and distribution centers.

At Schneider Electric, we are equipping our shop-floor employees to become data-driven wizards and automation gurus. One critical step is ensuring they are digitally connected. We have connected approximately 40,000 employees across 175 factories and distribution centers to a digital communication tool, enabling them to receive and send communication in real-time. This breaks down traditional barriers and connects the shop-floor teams to managers and remote experts. It also ensures the team has greater access to knowledge and problem-solving, sharing best practices and troubleshooting tips across sites. This helps us scale best practices, including digital solutions, across the organisation.

You can’t change what you don’t measure. That’s why we have mapped digital competency across the supply chain organisation – from individuals at the site level to leadership. This transparency has tangible benefits: personalised learning paths for talents across the organisation, skill-gap analysis that empowers managers to drive development of their teams, and executive visibility so we can make informed decisions on where to invest.

We have also created a dedicated program to develop and engage shopfloor employees in automation manufacturing, focusing on three critical domains: programing and automation, digital and technological proficiency, and data analysis interpretation. This ensures these employees can develop the skills and expertise they need for today and tomorrow.

Create a culture of curiosity  

The volatility and uncertainty we have seen over the last few years has revealed the new skills, capabilities, and mindset needed for success. Our new world requires new ways of working, and it’s crucial to create a culture that values continuous learning, creative problem-solving, and innovation.

It’s important for leaders to encourage curiosity and open-mindedness, recognise and reward behaviors that demonstrate learning and innovation, and offer flexible learning opportunities that accommodate individual needs. This way, both organisations and their employees can adapt to new technologies and changes in business operations at their own pace, ensuring a smooth digital transformation. Our Catalyst Leadership program gives our people managers the skills to be more agile leaders and support their teams in their development.

But there are digital tools that can shape the culture too. Open Talent Market is an AI-driven technology that has helped Schneider Electric match our internal supply and demand of talent in a transparent, borderless, and unbiased way. Employees use it to develop, grow, and shape their futures, as they can select a mentor, contribute to a project, or even apply for a new role. 

Unlock digital transformation with the power of people

As we move toward an uncertain digital future, it’s vital to remember that people power technology. Organisations must invest in a skilled, adaptable workforce capable of navigating digital transformation. Developing digital expertise and fostering a culture of continuous learning within your supply chain isn’t easy, but those who invest will be better equipped to meet challenges, seize opportunities, and effectively manage supply chains.

The start of the year was promising for UK retail with February seeing the second month of increased retail sales volumes, according to the Office for National Statistics, with volumes up by 1.0%. Following that, there have been a number of substantial challenges: the impact of US tariff changes, rising UK business costs such as increased National Insurance contributions and minimum wage, and higher UK business rates, which are all falling this April, putting the retail sector under immense financial pressure.

With the retail landscape in a constant state of flux, it’s more important than ever for brands to remain committed to growing their customer base and keeping loyal shoppers happy, to maintain a healthy bottom line. For that, brands need to ensure that at every point of the customer journey they are giving their customers the most personalised experience possible, increasing the average order value and driving additional sales.

​​When it comes to the shopping end to end experience, returns are inevitable, however they can also be a way that businesses can set themselves apart by delivering an exceptional and intuitive experience for customers. 

Personalisation is one of the most powerful tools in driving retention and maximising customer lifetime value. Consumers expect a seamless, transparent journey from the moment they make a purchase to when that item arrives at their doorstep. For e-commerce brands, offering a premium order, returns and tracking experience can be a way to improve customer loyalty.

Personalisation: The Bridge Between Acquisition and Retention

The key to long-term success in e-commerce isn’t just about attracting customers, it’s about keeping them. Every shopper’s journey is unique, and delivering tailored content based on their preferences, browsing history, and past purchases can significantly boost the likelihood of a repeat purchase.

One of the most effective ways to implement personalisation is on the order tracking page. By showcasing product recommendations based on the shopper’s previous interactions, you not only enhance the customer’s experience but also open the door to cross-selling and upselling opportunities. Whether they’re a first-time buyer or a loyal customer, providing personalised suggestions can increase the average order value and drive additional sales.

The Power of Proactive, Predictive Tracking

A huge 96% of shoppers track their orders at least once, and they expect that process to be as smooth and reliable as possible. For brands, this presents both a challenge and an opportunity. To stay ahead, retailers must invest in technology that doesn’t just offer real-time tracking, but also integrates predictive analytics that give shoppers accurate delivery estimates.

Predictive tracking is a game-changer because it allows businesses to offer proactive updates, keeping customers informed every step of the way. By integrating these tools with existing technologies, like Klaviyo for email and text updates, brands can provide customers with a cohesive, branded experience. These updates can help to reduce customer anxiety, mitigate support inquiries, and, most importantly, improve the overall shopping experience. After all, happy customers are loyal customers.

Tracking Returns: An Overlooked Opportunity

But tracking doesn’t stop at the initial delivery. Returns, while often seen as an afterthought, represent a critical touchpoint in the customer journey. Many brands fail to recognise the potential of providing tracking for returned items. 

Offering tracking on returns not only enhances customer satisfaction but also reduces the burden on customer support teams. By keeping customers informed on the status of their returns, you build trust, which can lead to higher retention rates and greater satisfaction overall. Furthermore, by turning returns into exchanges or repeat purchases, retailers can increase revenue retention. 

Returns are often seen as a loss, but with the right tools and mindset, they can become an opportunity for growth. Offering seamless exchanges or discounts on future purchases can keep customers coming back, ensuring that your brand remains at the forefront of their minds.

The Bottom Line: Invest in Experience, Reap the Rewards

Reverse logistics data by Loop suggests that 70% of consumers are willing to pay for returns if they provide a convenient and premium experience. E-commerce brands that prioritise an exceptional order and tracking experience will have a distinct competitive edge which is essential in these challenging times. By integrating predictive tracking, offering personalised experiences, and turning returns into revenue retention opportunities, businesses can drive customer loyalty and keep shoppers engaged long after the initial purchase. 

With so many unknowns on the horizon, one thing is certain: those who invest in operational resilience and customer satisfaction will be the ones who can continue to thrive.

Passed in 2023 by the last Conservative government, the Procurement Act – which came into force in February – is part of a series of legal and regulatory overhauls aimed at establishing an independent, streamlined, and more accountable framework in public procurement. 

According to the UK government’s own accounts, public service procurement contracts are worth hundreds of billions annually – reaching £407 billion in 2023/24. Given the lucrative nature of procurement, both the Labour government and its predecessor have committed to a more transparent, flexible, and risk-conscious approach to how public money is spent. This shift has profound implications for those companies in public sector supply chains.

At the heart of this new legislation lies a powerful and potentially game-changing tool: the debarment regime. For suppliers, both existing and prospective who are looking to win or retain public contracts, it signals a clear message: integrity and compliance are no longer optional. 

The new procurement landscape – who can be excluded, and why

Brexit brought with it the end of the Public Contracts Regulations 2015, a regime inherited from EU directives. While these rules aimed to ensure fairness and competition across member states, they were rigid, complex, and ill-suited to the UK’s specific needs.

The new act, and its debarment regime specifically, gives ministers the authority to investigate suppliers and determine whether they meet the right standards for ethical conduct, reliability, and risk management. 

The government can bar suppliers based on serious concerns about professional conduct, performance history, or even potential threats to national security, which is where the supply chain industry faces a particularly high risk, as we saw in the case of the Carillion Collapse in 2018.

Carillion – a construction and facilities management company – collapsed after failing to deliver on numerous government contracts. The company’s poor performance and mismanagement of its supply chain led to substantial delays in critical infrastructure projects. Its downfall caused a ripple effect across its suppliers, and many went bankrupt. 

The failures of Carillion highlight the need for supplier accountability, and under the new regime, even companies that have performed poorly on previous contracts, failed to meet ethical standards in their labour practices, or breached environmental or tax obligations could all find themselves under scrutiny. 

And now, ministers have the power to initiate these investigations. Once the investigation has concluded, the decision to debar a supplier (while not taken lightly) must be based on credible evidence and take into account any remedial steps made. 

If the ivestigators deem the concerns to be both substantial and ongoing, the government can place the company on the debarment list for a period of several years. While being debarred does not prohibit a company from operating in the private sector, it effectively bars them from bidding for or delivering public contracts. 

The risk associated with supplier failure 

For many suppliers, particularly those who specialise in public infrastructure, healthcare, or defense, this can be commercially devastating.

But this isn’t just theoretical. 

In 2020, the NHS faced significant disruptions during the pandemic due to its reliance on a small number of suppliers for key medical equipment. Some suppliers failed to meet quality standards, causing delays and shortages. This lack of oversight in supply chain management led to costly inefficiencies and, in some cases, dangerous delays in the delivery of essential goods. 

It serves as a stark reminder of why reform, though potentially unpopular, was necessary.

There is, however, a path to challenge or reverse a debarment decision. Suppliers can seek judicial review if they believe the process was flawed or unfair, and they may also be able to submit evidence that they’ve taken meaningful corrective actions – a process known as self-cleaning. For businesses in the supply chain, this means it’s vital to demonstrate how they have improved internal processes, addressed previous failures, and become more compliant with government expectations.

The long term outlook for government suppliers

For businesses hoping to secure public contracts, the message is clear: compliance, accountability, and transparency are now essential parts of doing business. 

It is no longer enough to simply deliver a service – suppliers must be able to demonstrate that they are responsible corporate citizens, capable of managing ethical risks and delivering consistently high standards across their operations.

This means companies will need to invest in stronger internal compliance systems, and keep clear documentation to show how they manage issues such as tax compliance, labour practices, and environmental responsibilities. 

Businesses will also need to carefully vet their supply chains and sub-contractors and ensure that they also meet the highest standards – particularly as any failures further down the chain can have serious consequences for the entire supply network.

It also means fostering a culture that takes whistleblowing seriously. It means developing an environment where people feel that they can escalate issues and see them dealt with early. Also, suppliers need to feel as though they can quickly show that they are learning from past mistakes. Supply chain transparency and risk management will become more critical than ever in ensuring continued eligibility for public contracts.

This new regime may feel daunting, particularly for smaller businesses or those with less experience in dealing with government procurement processes. But there’s an opportunity here too. 

Risk comes with new opportunities

By raising the bar, the government is also leveling the playing field. Those who can meet these higher standards – and prove themselves trustworthy and capable – may find it easier to win contracts in a more risk-conscious market.

So too the emphasis on social value, sustainability, and innovation – it gives well-run businesses a chance to stand out, especially those who can align their operations with broader government priorities like green procurement and ethical sourcing.

The introduction of the debarment regime marks a significant shift in how the UK government interacts with the supplier community. It reflects a growing public and political expectation that companies benefiting from public money must meet the highest standards of integrity and responsibility. The impact of this is magnified within the supply chain industry, where the interconnectedness of suppliers means that the actions of one company can have far-reaching consequences for the rest of the chain.

For businesses, this means the rules of engagement have changed. The risks of non-compliance – whether through poor performance, ethical failings, or simply a lack of transparency – are greater than ever. But so too are the rewards for those who get it right. Businesses that can demonstrate risk management, sustainability, and ethical leadership are well-positioned to thrive in this new era of procurement.

The coming years will test how this regime is implemented and enforced, and whether it delivers on its promise of a fairer, safer, and more efficient procurement system. For now, companies would be wise to treat the Procurement Act as more than just a new set of rules – it is a statement of intent. One that places values, not just value for money, at the centre of public spending.

Rishma Khimji, Chief Technology Officer, Harry Reid International Airport

“Manifest Vegas is a great place to meet different types of technologies, whether that is in supply chain, logistics and indoor or outdoor usage of technology. Being in the airport space, we need to make sure that we take part in these events and work out where it is going to affect our business. We have a baggage handling system at the airport and you see that a lot in manufacturing. What are they using to make that system that much better, robust and secure?

“We want to ensure that we are using the right technology so when we are processing a passenger’s baggage, we are getting it to their plane. We are giving the customer the data of when it got on the plane and they feel safe and secure that their baggage went through the system in a way that allowed it to get to the plane on time. 

“There is a lot of translation of services between the airports and other types of manufacturing and logistics that are here at Manifest Vegas. We are here to make sure that we are all being more collaborative and figuring out ways to leverage some of the same technologies but for different uses.”

Karoline Dygas, Global Supply Chain Executive, Nordstrom

“It’s actually my first time attending and I was surprised about how big Manifest Vegas really is. The event has exploded in the past few years and it’s easy to see why. It’s a good aggregation of shippers of innovative new startups and some of my supplier partners are here so it’s a really great opportunity to network and learn from each other to be ready for whatever problem is around the corner. Perhaps there’s already someone here that can help you solve it.”

Todd Greener, Chief Supply Chain Officer, Tupperware

“My peer group is here in a big way so that’s always important to network with them and other companies. A lot of us are dealing with the same things so that’s really important. Just from a provider standpoint, existing providers, startups, the mix of tech and operational and investment partners, it’s a really easy way to check all the boxes on what leaders like myself are looking to get out of one of these events.”

Shauna Gamble, Chief Procurement Officer, Bombardier

“I love the diversity of the commodities. I come from aerospace, but I used to come from high tech. You get to hear the view of your peers across such a broad platform and number of commodities or product solutions, be they hardware or software, and you understand their challenges. Supply chain leaders generally have the same problems.

“Maybe the level or the complexity of the problem is different, but to come to an event like this and hear the creativity of driving solutions and trying to be proactive both through the use of tools and applications such as AI or digitalisation, but also through their people and their learnings, it’s very important to take the time to hear others. You can’t have all the answers yourself.”

Judy Webb-Hapgood, former Chief Supply Chain Officer, University of Miami

“Last year I was one of only two healthcare customers in all of Manifest. It was great to have the opportunity to speak and then also to be given that chance again this year.

“I introduced the people at Manifest to some of my peers within the healthcare space because I feel like the industry is behind when it comes to best practice of supply chain and Manifest brings together a lot of the greatest innovators and leaders in manufacturing, logistics and distribution. I like to encourage people to learn from other industries. Don’t get pigeonholed in simply healthcare. Don’t get pigeonholed in academia. Look at Amazon, they’re very innovative. Can we do that on our side too? Manifest gives that opportunity for those that may not know about DHL or XPO and all these other manufacturers great practices that I can take back to my organisation and implement.”

Pam Simon, Conference Chair and EVP of Programming, Manifest

“Watching the growth of the show and how it is scaling every year has been amazing. From the last time I checked, over 120,000 connections have been made at the show. That’s a lot of new business, investments and partners or potential customers. I feel like anyone who is here is going to walk away with something that they can take back to their business financially and otherwise. It’s been really exciting to see.”

Commodities trading is a foundational part of the modern supply chain. Companies around the world buy and sell raw materials that they then transport, manufacture, process, distribute as products, and so on. 

The supply and demand for various commodities changes constantly. Therefore predicting things like availability and price is challenging. It makes sense. A thousand factors can affect the price of grain, metals, lumber, and, critically, fuel. This is a serous pain point for many organisations, given how susceptible commodities are to macro and microeconomic influences. Therefore, mitigating commodities volatility is a key goal of supply chain organisations. Exactly how they mitigate this uncertainty us a complex process. 

We spoke to Graham Cade, Head of Operations at Attara about commodities trading, the supply chain, and how businesses can mitigate the risks posed by uncertainty. 

1. How do commodities impact the supply chain?

“Most companies will trade in commodities at some point along the supply chain in order to create or distribute a functioning product. These are raw materials, meaning the supply and demand is in constant flux, and so too are the markets they’re traded in. 

“Impacted by the smallest of changes in macroeconomic and geopolitical dynamics, the commodities market is extremely volatile, making predicting the price of fuel, grains, or metals impossible for companies of all sizes planning their finances.

“Supply chain management is an intricate web: sustainability and responsible sourcing, managing risk and proofing data are just some of the many factors that will impact a business, but careful management of a supply chain is obsolete if companies are exposing themselves to the risk of changing commodity prices throughout.”

2. What are the external factors businesses need to be aware of?

“It seems obvious to say that we’re living in uncertain times, but really the last few years have been considerably more unpredictable. Geopolitical tensions have remained heightened, some economies are recovering from the pandemic faster than others and concern increases as climates become more extreme. 

“Just last month, European gas prices reached a two year high due to a cold snap. Farmers protested new taxes in London. And the price of gold has been elevated for weeks now. 

“For smaller businesses trying to keep their bottom line water tight, dealing with fluctuating outgoings is  near impossible when it comes to planning ahead.” 

3. What is commodity hedging and why is it the solution? Who can access it?

“Commodity hedging is something that has been traditionally reserved for the bigger players in the market; conglomerates and multinationals using big banks with full service offerings. UK SMEs haven’t benefitted from these tools because they just weren’t aware of them, even though there are 5.5 million SMEs in the UK underpinning large sections of the economy. 

“However, emerging technology has allowed us to provide simple tools for companies of all sizes. Through hedging, we can leverage our access to multiple markets to ensure that we effectively manage risk exposure by using derivatives across a broad spectrum of industries. By offsetting the changing prices of raw materials, companies are able to plan ahead, giving them the winning hand in a game of the unknown. It’s impossible to always know what’s around the corner, but with the latest technology, businesses have a protective shield against whatever is. 

“To put this into perspective, a haulage firm’s spend on fuel is likely to be its third largest outgoing behind wages and real estate. Leaving this number to chance doesn’t sound like a responsible business decision. However, many businesses are forced to because they don’t know there’s another option. The ability to lock the price of fuel in for a year or so allows a company such as this to make confident and informed decisions. In the same vein, what if the local family bakery could predict what they would be paying for their ingredients for the next six months?

“Although profits will vary between businesses of different sizes, risk is relative. It’s an injustice to see external factors that hedging can mitigate erode businesses’ margins.”

4. What are your projections for the markets this year?

“It’s safe to say volatility will continue to characterise the markets. UK SMEs are already treading a risky path following the Autumn Budget Announcement, which increased business tax burdens and the cited numbers for UK economic growth are dwindling. 

“Tensions are high following the US announcement of a 25% import tax on all steel and aluminium entering the US, ending previous exemptions for allies including Canada and the EU; it remains to be seen how this will impact the UK directly, however the wider markets will certainly feel the ramifications in full force and are likely to be more changeable than ever. 

“This is all underpinned by a wider race to net zero. With the future of EVs in hot debate, what will the demand for certain metals look like? The latest change in policy is likely to upset the delicate balance of supply and demand, so what’s the best solution in the move away from fossil fuels?”

The UK economy is set to expand in 2025 with consumer spending being the main driver of growth, as households’ real incomes will increase slightly as inflation falls. This growth in consumer spending will help to fuel the expansion of the logistics sector and increase the demand for workers. 

In light of the skills shortages that continue to impact the logistics and supply chain sector, retaining workers is crucial. To meet the staffing demand, the industry has come to rely on foreign talent. Research by Prologis UK indicates that in 2023 more than one in ten (12%) of logistics, warehousing, and supply chain workers in the UK were non-native English speakers.

This brings language barriers and communication challenges which are set to grow. This is because logistics companies are likely to increase the amount of workers they recruit who speak English as an additional language (EAL) due to the UK’s increasingly diverse population. Thus it is essential to make the sector more accessible for EAL workers. 

The sector must invest in overcoming communication barriers to boost talent engagement and retention to tap into a wider array of workers and reduce the costs of recruiting and training. Here are some lessons UK logistics and supply chain companies can learn to build and retain a more inclusive workforce in 2025 and cope with increased demand.

Language inclusion is crucial

High turnover rates are costly and disruptive, so retaining staff is crucial. Creating a supportive environment that minimises language barriers can lead to higher job satisfaction, increased loyalty, and reduced staff turnover. Thus creating environments with language inclusion is crucial for operational excellence and employee well-being. 

Language barriers can lead to misunderstandings, lower productivity and increased health and safety risks. Also, when workers struggle to communicate effectively and engage with their colleagues it affects their confidence and job satisfaction. In an industry where precision and efficiency are essential, any miscommunication can have ripple effects throughout the supply chain that lead to costly mistakes and delays. 

Using tech to overcome language barriers 

Technology has a critical role in enabling effective conversations in the workplace.

Tools like Pocketalk, a versatile language translation device, can facilitate real-time communication between employees who speak different languages. By providing instant, accurate, secure translation, such tools enable workers to understand instructions, report issues, collaborate more effectively, and most importantly understand safety protocols, which improves both safety and productivity.

Develop language training programmes

Although technology offers immediate solutions, long-term strategies should involve investing in language training programs. Providing English language classes can greatly support non-native speakers. Also, providing basic language courses for native English speakers to learn key phrases in their colleagues’ languages can foster mutual respect and understanding.

These programmes improve communication and show a company’s commitment to supporting its employees’ growth. All of which can help to retain EAL workers.

Building multilingual workplaces

Building a multilingual work environment goes beyond implementing translation tools and offering language classes. It involves fostering a true culture of language inclusion. This can be accomplished through bilingual signage and documentation, employing multilingual support staff, and implementing inclusive communication policies that promote the use of multiple languages, ensuring equitable access to company information for everyone.

Developing a culture of language inclusion also opens up career opportunities for everyone, regardless of their language background. Again, this is essential for attracting and retaining EAL workers. 

Evidence of the benefits of language inclusion 

US retail powerhouse Kroger’s warehouses faced significant language barriers with up to to eight languages spoken simultaneously within a single facility.

With language barriers causing health and safety concerns and prohibiting workplace integration, the management team distributed digital translation devices to sites across the organisation. These devices were used to enhance safety measures and facilitate day-to-day operations within the warehouses and refrigerated rooms.

This improved workplace communication and helped employees integrate better into their communities, enhancing their overall quality of life and job satisfaction.

Supporting a wider pool of talent than ever 

Ultimately, as we move towards an increasingly globalised and diverse world, the ability to overcome language barriers and communicate effectively will become even more important. UK logistics companies can improve their operations by investing in language inclusion to create more equitable and supportive workplaces that help to recruit and retain people from a wider pool of talent than ever.

Supply chains today operate in an environment of constant disruption, with challenges ranging from labor shortages to rising costs and increasing demands for sustainability.  According to research gathered by Reuters in 2024, 61% of supply chain businesses experienced disruptions in 2023 that exceeded financial expectations, underscoring the urgency for innovation. These pressures are prompting logistics leaders to explore advanced technologies that can enhance efficiency, resilience, and long-term stability.

One technology gaining traction is autonomous robotics, including solutions for routine tasks like facility cleaning. The adoption of these robots has been particularly pronounced in logistics hubs and warehouses, where operational consistency and hygiene standards are critical. At Brain Corp, we’ve witnessed first-hand the scale of adoption with internal data showing over 400% growth in the use of automated robots for cleaning in European logistics facilities from Q3 2022 to Q3 2024. The trend seemingly reflects a growing recognition that automating repetitive processes can deliver both immediate and lasting benefits.

Rethinking Efficiency in Supply Chains

The rise of autonomous cleaning robots offers a window into how supply chains are reimagining efficiency. Robots can address critical operational challenges, such as:

Labor Constraints: With persistent workforce shortages, autonomous robots provide a scalable way to maintain facility standards without increasing labor costs.

Cost Management: By automating repetitive tasks, businesses can reallocate resources to higher-value activities, reducing overall operating expenses.

Operational Consistency: Robots deliver predictable, high-quality performance, ensuring standards are met even in high-demand environments.

Actionable Insights: Equipped with sensors and IoT connectivity, robots generate data that helps facilities optimise schedules, resource allocation, and even energy use.

This growing reliance on robotics is part of a larger industry shift towards automation, where AI and IoT are becoming increasingly integral to supply chain modernisation.

The Technology Driving Change

The rapid development of Artificial Intelligence (AI) and Internet of Things (IoT) technologies has made it possible for autonomous robots to consistently evolve and improve. They now navigate complex environments, adapt in real time, and integrate with warehouse management systems.

For example, AI-enabled navigation allows robots to map facilities dynamically, while avoiding obstacles and ensuring safety alongside human workers. Meanwhile, IoT systems enable real-time monitoring, giving supply chain managers greater control and insights into their operations. These capabilities not only improve performance but also help facilities transition to smarter, more connected ecosystems.

Future Trends to Watch

The evolution of autonomous robots is set to continue at pace. Several emerging trends are likely to shape their role in supply chains:

AI Advancements: Future robots will leverage increasingly sophisticated algorithms for smarter navigation, adaptive decision-making, and enhanced situational awareness.

System Integration. Deeper integration with smart facility systems will enable robots to work seamlessly with other automated processes, such as inventory tracking and predictive maintenance.

Versatility. Robots are expected to expand beyond single functions. They will combine tasks like cleaning, inventory management and data collection to maximise utility.

Enhanced Collaboration. As robotics evolve, they will better complement human teams, focusing on collaborative tasks and enhancing productivity rather than replacing workers.

A Transformational Moment

The adoption of autonomous cleaning robots signals a broader transformation in how supply chains operate. By embracing automation, businesses will be able to address immediate challenges. Not only that, but they will also be able to prepare for a future where resilience and adaptability are paramount.

The integration of these technologies is not just about solving today’s problems—but about building a supply chain infrastructure that can thrive in an era of constant change. As automation continues to evolve, supply chain leaders have a unique opportunity to harness its potential for long-term success.

The holiday season is a high-stakes period for retailers and logistics companies, demanding seamless coordination across staffing, technology, inventory, and customer service. Here’s how these sectors are preparing to tackle the challenges of peak season.

Managing Seasonal Workforce Challenges

The holidays often call for a rapid workforce expansion, with retailers and logistics firms doubling or tripling their staff to meet demand. However, recruiting and training reliable temporary workers can be daunting. For logistics, the stakes are particularly high as delivery volumes surge, and errors in last-mile fulfilment increase significantly. Studies indicate that up to 25% of such errors during peak periods are due to insufficiently trained staff.

To address this, companies are implementing seasonal training programs well before the rush, ensuring temp workers can adapt quickly. Others rely on flexible staffing solutions by partnering with logistics agencies, enabling them to handle demand surges without overloading core teams.

Leveraging AI and Automation for Efficiency

Technology continues to reshape holiday operations, with AI and automation leading the charge. Retailers are using AI-driven tools to predict demand spikes, manage stock efficiently, and optimise delivery routes. Logistics firms are turning to automation in warehouses, with robotic picking and packing systems minimising errors and accelerating fulfilment.

For example, companies like Ocado use advanced robotics to handle peak-season orders efficiently. Meanwhile, smaller retailers and importers are adopting targeted solutions like AI-powered inventory systems, which help anticipate consumer needs and prevent overstocking or shortages.

Adapting to Evolving Consumer Expectations

Consumer behaviour during the holiday season has undergone significant shifts. With e-commerce dominating, customers demand faster shipping, real-time inventory updates, and transparent delivery tracking. This places immense pressure on retailers and logistics providers to meet soaring expectations.

As the season progresses, demand patterns change. Early in the season, electronics and apparel top the list, while December sees a surge in food, beverages, and gift items. Platforms like TradeDepot enable distributors to adapt by connecting them to global suppliers who can quickly respond to these shifts, ensuring timely deliveries and satisfied customers.

Mastering Inventory Management

Effective inventory management is critical during peak periods. Retailers must strike a delicate balance—stock enough to meet demand without overloading warehouses. Mismanagement can result in lost sales during stockouts or inflated costs from overstocking.

Seasonal trends further complicate the equation. For example, confectionery demand peaks in October for Halloween, while December brings higher demand for beverages and holiday-themed goods. Businesses using demand-driven supply chains, supported by AI and real-time data, tend to perform better, ensuring smoother operations throughout the holiday season.

A Test of Agility and Innovation

The holiday rush presents unique challenges for the retail and logistics industries, testing their ability to scale, adapt, and innovate. Success hinges on proactive workforce management, cutting-edge technology, and dynamic inventory strategies.

Large e-commerce players leverage robust systems to manage seasonal demand seamlessly. However, smaller importers and distributors are finding opportunities through platforms like TradeDepot, which connect them to responsive global supply networks. This adaptability is essential in an increasingly complex retail landscape, ensuring businesses survive the holiday crunch and thrive.

In the current business climate, organisations are navigating many issues. These include the rise of Artificial Intelligence (AI) and various ongoing geopolitical disruptions. To foster growth, businesses must consistently adjust and adapt to keep up with these shifting conditions. 

Mergers and Acquisitions (M&As) are one popular route by which businesses can do this. Morgan Stanley predicts that M&As will double in volume this year compared with 2023. However, often short pre-M&A timelines leave little time to conduct exhaustive due diligence, putting higher pressure on post-M&A procedures. M&As, therefore, must have well-thought-out end-to-end strategic planning. This is particularly the case when it comes to integrating supply chain and logistics processes. This is because these operations are often the most complex part of a business.  

For a merger or acquisition to be successful, the transition cannot compromise business resilience. Organisations must have resilient supply chains that can adapt to the ever-changing demands of the business world. Not only that, but they must also be able to help optimise business performance.  

The importance of monitoring integration  

Organisations can’t afford to ignore the importance of monitoring supply chain and logistics operations post-deal. Effective supply chain and logistics management is critical for achieving operational excellence, driving customer satisfaction, and maintaining a competitive edge in the marketplace. Keeping a close eye on suppliers and on-the-ground teams early on keeps small issues from escalating into larger problems.  

It’s not uncommon for a new business entity to face teething issues in the post-M&A period. However, having a responsive supply chain (and an effective team to manage it) can make all the difference. They should be able to adjust to disruptions – whether due to supplier issues, logistical challenges, or market shifts. By maintaining a proactive approach to supply chain monitoring, businesses can ensure a seamless transition that minimises disruption, fosters resilience and seizes opportunities for optimisation. 

Tackling teething issues 

The pre-M&A period is often conducted under considerable time pressure. Therefore, pre-acquisition due diligence sometimes begins and ends with the finance and legal side of business. This doesn’t necessarily account for all the operational detail which is central to a business continuing to run effectively. Plus, there is always potential for market shifts or complications to disrupt operations, adding unforeseen risks and costs. 

When it comes to integration, in practice, challenges can arise from various sources. These can include operational and cultural clashes between merging organisations, glitches in new technology systems, and knowledge gaps between teams.  

One of the most significant hurdles post-M&A can be the human element. Teams coming together might result in the need to restructure. Workplaces may need to be relocated, and job roles may need to transition to account for changing supply chain responsibilities. Companies can manage this by implementing dual systems initially before operations are streamlined.  

Conducting a comprehensive post-M&A supply chain and logistics review is a critical stage that can be overlooked in the initial period following the merger or acquisition. If a full review was not completed pre-M&A, then the new entity should identify opportunities to streamline operations and pinpoint inefficiencies that may have been overlooked. This review process is not just about fixing immediate issues; it is an opportunity to integrate best practice from both organisations, fostering a collaborative environment that encourages continuous improvement.  

As we discussed in our good practice guide, engaging with experienced supply chain experts during this phase can provide valuable insights and facilitate smoother transitions, ultimately supporting greater success in the marketplace. By prioritising these aspects, businesses can mitigate the impact of teething issues, ensuring a more seamless integration that lays a strong foundation for future growth. 

Navigating evolving markets post-M&A 

As market conditions continue to evolve with high interest rates, political uncertainty, and the disruptive potential of AI, navigating business conditions post-M&A has never been more challenging. KPMG predict that this year, 50% of supply chain organisations will invest in AI, stating that the supply chain landscape is undergoing a profound transformation. As such, it is more prevalent than ever for organisations to review and optimise their supply chain procedures.  

On top of AI, recent geopolitical disruptions have impacted global supply chains massively. Ongoing conflicts, trade tensions, and regional instabilities have resulted in transportation disruptions. For example, the Red Sea crisis has severely disrupted shipping routes through critical waterways, drastically affecting delivery times and costs. Companies are being forced to re-evaluate supply chain strategies and prioritise agility above all, focusing on resilience and diversification to mitigate risks. 

M&As present a unique opportunity for organisations to reinvent themselves or pursue growth during these times of uncertainty. It is therefore paramount that supply chain leaders prioritise strategic planning and post-M&A supply chain review in their initiatives to fully leverage the benefits that M&As have to offer.  

Ultimately, the journey through a merger and acquisition presents challenges and opportunities amid an unpredictable and evolving market. Strategic end-to-end planning is essential, and it is vital that post-M&A operations are not overlooked. By adopting a proactive approach to monitoring supply chains and operations post-M&A, businesses can overcome teething issues and achieve a smoother integration; they can also position themselves for long-term success and growth in an ever-changing business landscape. 

At this year’s LogiPharma 2024 event, we caught up with some of the pharmaceutical supply chain sector’s leading executives to learn more about them, their analysis of the trends shaping the industry, and how their organisations are responding to the challenges ahead. 

Here’s Elissa Libby, Vice President of Operations for Pharma Storage at Alcami, discussing the future of pharma logistics in a post-COVID world, digital developments, and change management. 

Would you be able to give me a brief introduction to your role and the company you work for?

I’m Elissa Libby, Alcami Vice President of Operations for Pharma Storage. Alcami is a US-based contract development and manufacturing organisation (CDMO) headquartered in North Carolina with 45+ years of expertise advancing pharmaceuticals and biologics from development to delivery.  

In addition to a robust nationwide network of cGMP pharma storage sites and support services including environmental monitoring, calibration, and validation, we also provide fully integrated lab services and drug product manufacturing. The advantage of working with Alcami is our ability to provide an end-to-end, scalable solution across multiple services as needed.  

I am responsible for all of our Pharma Storage operations across the US. We have a presence in New England, Garner, NC and Reno, NV. I offer 20 years of experience within the biotechnology industry, much of that time in a Quality role. I’ve stood up and led raw materials testing laboratories, in-process testing labs and finished product disposition organisations. I have also led warehousing and logistics operations. 

Alcami’s state-of-the art pharma storage network offers a full range of standard and custom conditions ranging from cryogenic LN2, ultra-low freezer, freezer, refrigeration, controlled room temperature and ambient conditions. All chambers undergo rigorous and robust mapping, qualification and validation and are continuously monitored with multiple redundancies built in to reduce risk. 

As part of our service offerings, we also have the capabilities to support aliquoting, dispensing, and kitting within our qualified sample booths.  We also offer full-service stability management programs, reference standard management, and calibration and validation field support.  

Is there anything that makes this event stand out for you? How is it different from others you’ve attended?

It was super memorable for me, as it was my first time attending LogiPharma and my first time presenting!

It was such a pleasure getting to meet so many folks and share my industry experience as we took a deeper dive into the critical role that cGMP storage plays in delivering optimum product quality. 

Given the backdrop of the global disruption over the past few years (COVID, wars, inflation etc), how would you sum up where the pharmaceutical supply chain space finds itself today?

From my perspective, the pharmaceutical supply chain is still in the rebuilding phase. If we look at the COVID situation, there was an immediate reaction to the crisis which caused increased inventories and rapid growth. 

Now that the vaccine for COVID co-exists much like the flu vaccine, organizations are running things differently and are likely to accept more risk now that the supply chain is finding its new normal.

We find that many innovator companies do not have the bandwidth to invest, validate and maintain conditioned storage chambers in addition to the physical management of their materials like labelling, sampling, testing etc. We play a critical role in providing these materials services to clients to enable them to focus on innovative therapies

People are a company’s greatest asset but can also be a hurdle to overcome when it comes to innovation. How do you manage the people challenge and get them on board with change?

Change is essential and an inevitable part of managing an operational team (or any team for that matter). 

Not all individuals will buy into change in the same way or within the same timeframe. It is important to be transparent about the why behind the changes being made while at the same time being empathetic to the fact that individuals are just that and will each fall someplace different on the change curve. 

Being transparent, visible, and creating an environment where questions and feedback are welcome will help facilitate open conversations with people.

Are there any exciting projects that you’re currently working on or any past ones that you’re proud of that you’d like to highlight? 

Alcami’s pharma storage footprint spans multiple locations within the US; New England, Garner NC, and Reno NV.  

We are excited to offer aliquoting and dispensing solutions within all three locations, which enables location diversification. We are also expanding our CRT spaces in both Garner and Amherst, NH, with a combined total of over 9000 additional pallet locations at 20-25^oC. Also, we are currently adding a 20,000 sq ft expansion at our Shirley, MA location that has the potential to house any storage condition needed. Our Reno facility has undergone significant transformation and capacity optimization which now includes High Density storage on the West Coast. New England has also grown the cold storage capacities at both -20 ^oC and -75^oC.

In a global supply chain sector increasingly facing major challenges that range from natural disasters to economic pressure, sharing knowledge and collaborating with the wider ecosystem are emerging as key strategies that separate successful supply chain managers from those at the mercy of disruption. 

The Association for Supply Chain Management (ASCM) is the global pacesetter of organisational transformation, talent development and supply chain innovation. As the largest association for supply chain, ASCM members and worldwide alliances fuel innovation and inspire accountability for resilient, dynamic and sustainable operations. 

We caught up with ASCM CEO, Abe Eshkenazi, at the ASCM CONNECT event in Austin, Texas to learn more about the trends affecting the supply chain sector and how ASCM’s diverse and comprehensive supply chain conference helps supply chain professionals interact with peers and experts to tackle the most business-critical challenges in supply chain today.

1. Could you introduce yourself briefly? 

I’m Abe Eshkenazi, CEO of the Association for Supply Chain Management (ASCM). ASCM is the global leader in supply chain organisational transformation, innovation and leadership. 

We connect companies around the world to the latest tools, education and thought leadership on all aspects of the industry. As CEO, I lead a team of talented individuals who make it possible for our members to better navigate the fast-paced world of supply chain.

2. You’ve been leading ASCM since 2006, witnessing plenty of changes in supply chains. How would you summarise the last 20 years? 

We’ve had a truly dramatic evolution over the past two decades. Initially, the primary focus was all about cost reduction. However, the world has changed significantly, and supply chains now must achieve numerous goals simultaneously. 

We’re keenly focused on resilience, sustainability and digital transformation. Major disruptions — the financial crisis, geopolitical turmoil, COVID-19 and many others — demonstrate how important these aims are. At the same time, supply chains are under intense scrutiny, and not just in boardrooms but on a global stage. 

ASCM works to ensure they are equipped to navigate these challenges and thrive in a rapidly changing environment.

3. How much planning goes into making an event like ASCM CONNECT successful? Is it a year-round effort? 

Absolutely. We constantly track industry trends to build educational content that addresses the most pressing challenges. 

But it’s not just about educational sessions; we created experiences like the Innovation Hub Expo and the Masterclass Series to give people hands-on learning. And we always plan for some fun and excitement too, like this year’s Formula 1 simulator and ticket giveaway.

4. What makes ASCM CONNECT such a special event in the supply chain calendar? 

It’s our blend of education and engagement. Attendees don’t just sit and listen; they engage with thought leaders from around the globe, exploring top supply chain trends and the very latest innovations. 

They experience real-world case studies, factory tours and interactive panels that really bring the learning experience to life. 

5. How long has ASCM CONNECT been around, and how do you keep it fresh for attendees each year? 

ASCM has had an annual conference since its inception in 1957. Of course, back then it was on a much smaller scale. And as the CONNECT we have today grew over the years, we always kept evolving. 

We do this by closely monitoring the evolving landscape of supply chain management to ensure that the conference content is relevant and timely, curating diverse speakers and topics to give attendees a broad perspective on the challenges and opportunities facing the supply chain, and prioritising engaging experiences that encourage active participation and knowledge exchange among attendees. 

6. What were your biggest takeaways from this year’s ASCM CONNECT? 

AI, resilience and sustainability were definitely the core themes, but there was also a big focus on digital transformation and workforce development. Arianna Huffington and Guenther Steiner gave standout sessions.

The Innovation Hub Expo was a real highlight, allowing attendees to see and try the latest tech innovations. And our conferences always provide ample opportunities for participants to connect with peers, other industry professionals and potential business partners. 

Networking events, social gatherings and dedicated networking zones facilitate meaningful connections — which are often the biggest takeaways and real career-changers.

7. Why should people attend ASCM CONNECT? 

It’s a must for anyone serious about supply chain. You get to learn from top experts, thought leaders and practitioners while engaging in hands-on activities and invaluable networking. 

Our attendees come back year after year because they know there’s no better event for advancing their networks and their careers. 

One of my favourite parts of our conference is seeing professionals reconnect with others in the field who have truly become their friends, thanks to ASCM events.

8. With so much on their plates — digital transformation, sustainability, diversity — how can today’s chief supply chain officers (CSCOs) manage everything? 

CSCOs are juggling a lot, and the key is using the right tools intelligently. AI, advanced analytics, and pretty much anything supporting digital transformation are essential to streamline decisions and ensure collaboration. 

At the same time, talent development is crucial for keeping pace with all these changes. It’s about building a team and a strategy that ties everything together.

9. What about the next generation of talent? How can we inspire more people to enter the supply chain field? 

Supply chain is everywhere, and young people are seeing more and more how impactful and exciting careers can be. There’s real-world problem-solving and innovation happening every day. 

Early exposure, whether through internships, mentorship, or real-life programs, is important. We also need to showcase the cutting-edge technology that’s reshaping the industry and making it an exciting place to be. All of us at ASCM work to promote and highlight supply chain’s impact on everyday life, diverse role models, and technology and innovation.

10. How exciting is the future of supply chain and procurement? Is now the best time to be in this space? 

Without a doubt, now is the best time to be in supply chain. The industry is at a pivotal point, with emerging technologies, sustainability and global challenges driving rapid change. 

Supply chains are more visible and strategic than ever, and we have an unprecedented amount of influence on where communities, economies and the global marketplace will be heading in the future.

11. What does the future hold for ASCM CONNECT? 

We’re hard at work preparing for our next event,  September 8-10, 2025, in Columbus, Ohio. We’ll continue to focus on emerging trends, ensuring ASCM CONNECT remains the top event for supply chain professionals to learn and network.

12. Is there anything else you’d like to share? 

Supply chain professionals have shown incredible resilience, and with all the innovation happening in tech and sustainability, the future looks bright. 

We’ll continue shaping the global supply chain space through premier education, essential collaboration and pacesetting innovation.

The supply chain has long been the unsung hero of the retail world. For decades, it has quietly powered the intricate web of logistics that keep products flowing from factory to doorstep. Now, this once-staid industry is now on the brink of a technological revolution.  

For years, the retail supply chain has been saddled with outdated processes, siloed data and even risk-averse stakeholders. Together, this has made it difficult to respond to the evolving demands of the e-commerce era. Moreover, the rise of omnichannel retail has transformed from a forward-thinking concept to an operational necessity. Customers now expect seamless, same-day fulfilment across multiple channels, leaving many retailers struggling to keep up. This presents new complexities that the supply chain was simply not built to handle. 

But just as the challenges seem impossible, a new wave of technologies is poised to disrupt the status quo. These innovations are not just improving efficiency–they’re redefining what’s possible in warehouses and factories. With so many stakeholders and legacy systems in place, the road to modernisation is long.  

Supply chain organisations implemented legacy systems to bring order and efficiency. Now, however, they stand as barriers to the agility and responsiveness demanded by modern consumers. As e-commerce giants set new standards for speed and flexibility, traditional retailers find themselves hamstrung by their technological foundations. 

Yet, the winds of change are blowing. Forward-thinking organisations are beginning to recognise that the cost of inaction may soon outweigh the pain of transformation. According to VDC’s research, warehouse worker productivity has increased by 15.6% among organisations adopting voice-based solutions to support operations. The question is no longer if legacy systems should be replaced, but how organisations can do so strategically and effectively. 

The supply chain’s new backbone 

In the quest for greater efficiency and responsiveness, one technology has emerged as a true disruptor. Meet the voice-directed picking system. 

These systems have progressed from simple task-guiding devices to become the central nervous system of modern warehouses. The advancements in natural language processing (NLP) technology have made voice-directed picking systems more sophisticated. This allows them to understand context, intent, and even subtle vocal nuances. 

These improvements yield tangible benefits across the supply chain. Faster onboarding for new employees, reduced errors, and a user experience that enhances, rather than hinders productivity. Additionally, the increased accuracy and expanded language capabilities make these systems more accessible to a diverse workforce. Effectively, this is breaking down communication barriers in the warehouse environment. 

For supply chain managers, voice-directed picking has become an essential tool in their arsenal to modernise operations and keep pace with the speed of e-commerce. 

Integration with automated systems 

The true power of voice-directed picking systems lies in their seamless integration with other automated technologies within the warehouse. By doing so, these intelligent assistants are helping to create a cohesive, data-driven warehouse environment. In this environment, voice commands can initiate and coordinate multiple processes simultaneously. 

These intelligent assistants have become integral ingredients of modern warehouse automation ecosystems, working in harmony with Warehouse Management Systems (WMS), robotics, conveyor systems, and AI-powered analytics platforms. 

If we consider the WMS as the brain of the warehouse, voice-directed picking acts as its vocal cords, providing clear, real-time communication throughout the facility. This integration, typically achieved through standardised protocols and APIs (Application Programming Interface), allows for smooth data flow and comprehensive visibility. For warehouse managers, this level of integration provides the control and insights needed to make more informed decisions and streamline workflows across the entire facility. 

By bridging the gap between human workers and the complex technological infrastructure of the modern warehouse, voice-directed picking systems are redefining the very foundation of the retail supply chain.  

The factory of tomorrow 

Imagine a warehouse where voice commands not only guide picking, but also trigger replenishment, adjust conveyor speeds, and dispatch robots – all in real-time. With the continued advancements in AI and machine learning, voice-directed systems will become increasingly proactive and provide personalised coaching to workers. 

For supply chain leaders, embracing this vision is no longer a choice, but a strategic imperative. Those who invest in voice-powered automation will unlock unprecedented levels of efficiency, responsiveness, and competitive edge. These are essential qualities in the new era of retail, where customer expectations change in the blink of an eye. Supply chain leaders who innovate now will be the ones to lead the charge into the next chapter of the retail revolution.

Richard Gilliard, CEO of Renovotec started in the IT world back in 1996, but his entrepreneurial career started from very humble beginnings as early as age 13.

Richard’s money-making activities from a young age included weekly and Sunday paper rounds and a very profitable scheme of making framed posters with images of popstars in Smash Hit Magazines to sell to girls at school. 

Later in his teens, Richard set up his first official company ‘Log Cabin Hamsters Inc’. Within a year he had pretty much captured the market for breeding hamsters in West Yorkshire. From this young age, Richard quickly learned that the most successful way to make money is by offering something that customers want but can’t get elsewhere. And it was this wisdom that led Richard to set up Renovotec in 2009, which today is the UK’s fastest-growing technology solutions integrators organisation operating in warehousing, retail, and throughout the supply chain. 

The road to Renovotec

Gilliard reflects on his entrepreneurial path to Renovotec: “Before Renovotec I had been working in the software industry, but I quickly identified a gap in the market when it came to hardware. Software companies were not keen on getting involved in hardware, because it was a low-margin area. This meant you had a situation where customers struggled to buy hardware from their software supplier, which presented me with an opportunity for a business. To pick up that side of the industry and offer customers what they need and get elsewhere.”

 “When I started in the IT world, I gained my knowledge by working with warehouse management solutions and being very hands-on with the reality of warehouse operations. Within just a few years, I’d acquired a small warehouse management company with a very talented team of staff. We grew significantly until the financial crisis hit back in 2008/2009. Although we were financially stable, we didn’t have enough work to keep our team happy. This allowed me to utilise available resources to start Renovotec. The subsequent sale of the software house provided the funding to acquire several specialist providers in our industry so that we could cover a comprehensive range of solutions that would help meet our customer’s needs. This was how Renovotec was born.”

Building an acquisition advantage

In the fast-paced competitive world of IT growing a business through acquisitions has become more popular. But in 2009 when Renovotec launched onto the scene, this was not the case. Organic growth was the safer route to expansion. Renovotec in this respect could be considered a game changer.

Gilliard describes how the acquisition route came into fruition: “Renovotec did not set out to acquire companies for growth, but over the years when the opportunities have arisen, we have been quick to grasp them when we can. For the first few years from 2009 – 2012, Renovotec achieved steady growth but in 2012 we came across a competitor, a company named Sandpiper that appeared to offer very similar solutions. At a partner conference in 2013, that we were both attending I took the opportunity to talk to the Managing Director of Sandpiper about an exit strategy proposition whereby we were not duplicating efforts.

By the end of that evening, Renovotec had agreed in principle to buy Sandpiper. It was perhaps one of the quickest acquisitions you can imagine. We completed the due diligence and the legal processes in a matter of months, and it served as a really good platform for Renovotec to grow from. It gave us a taste for acquisitions despite not having considered them before.”

Agressive growth

Since then and over the last decade Renovotec has pursued an aggressive growth strategy, acquiring a series of companies with complementary technologies that allow Renovotec to claim a new or an enhanced stake in the market. The acquisition of industrial print specialist Datatrade in 2017 was hugely significant. This made Renovotec the market leader in industrial print support in the UK.  Recent acquisitions include DigitalAir, claiming Renovotec’s stake in the next wave of Wi-Fi innovation, and Jade Solutions, expanding high-growth contactless retail dominance. 

Gilliard concludes: “Our acquisition strategy has one clear objective of meeting our supply chain customers’ business needs with best-in-class technology. This is definitely paying off.”

One step ahead of customers 

Putting the needs of customers above anything else and at the centre has been core to Renovotec’s strategy from the outset. Gilliard believes you cannot possibly understand or assess what the customer needs if you aren’t investing and involved in their operation. “From the outset and today I am always trying to be a step ahead of our customers, assessing and evaluating what they may need to help their business thrive, especially when macroeconomic influences are out of balance, and ideal conditions are disrupted.”

“In recent years organisations operating in warehousing, retail, and throughout the supply chain have come under extreme pressure with the combined forces of the COVID pandemic, subsequent lockdowns, and changing consumer habits across the world.”

“On top of this, we have Brexit which brought additional problems for many UK manufacturers and retailers. We too felt the impact all too intensely, experienced substantial delays, and even lost opportunities because of this move.”

“However, like our customers, we’ve had to refocus and see these problems as opportunities and have been able to position ourselves better so that we can deliver the level of service that our clients need.”

Welcoming Autonomous Mobile Robots (AMRs)

The transformative impact of robotics is creating a buzz across the logistics sector. But Renovotec was quick and one of the first to identify the competitive advantage of robots and automation to help rejuvenate a drained supply chain industry desperate to achieve ROI. Of particular interest to Renovotec were Autonomous Mobile Robots (AMRs) with their ability to operate without human oversight and roam free of a set path making them fit for an impressive array of tasks.

Gilliard outlines the array of benefits these intelligent machines bring to the supply chain and warehouse operations. “Automated robots never get tired, can work 24/7, and have no aversion to taking on the laborious, hazardous, and heavy-lifting work that can tire humans. Using a combination of advanced sensors, cameras, and software algorithms, they can understand their surroundings, navigate around permanent and temporary obstructions, plot the most efficient path, and carry out tasks independently.”

“Any kind of added efficiency and saved cost is important in a supply chain industry still recovering from the impact of COVID-19. Since the UK’s National Living Wage increase of 9.8% to £11.44/hour in April 2024, an already overburdened industry has found itself under even greater pressure given the high volume of employees needed in a typical distribution centre and the challenge of high staff turnover. Robots can and have quite literally, stepped in and saved the day.”

Challenges to overcome

Let’s be clear that this is not about taking the human workforce out of the equation. Gilliard presents just one example of the harmonious superpower of robots: “If we take the example of Order Picking, humans, and robots can work together as a team, further enhanced with the integration of other complementary technologies such as voice-directed technology and machine vision. The cost-saving benefits can be huge when you consider that a robot combined with voice technology can halve the number of steps taken by a typical picker in one day. When integrated into the warehouse in harmony with human workers and with other technologies, robots can deliver massive ROI and help humans do their jobs better and more efficiently.”

There are challenges of course, as Gilliard acknowledges: “The job of choosing the right AMR for your warehouse can be challenging. There are many different AMR solutions on offer, including those from traditional automation providers seeking to jump on the AMR bandwagon. Getting the right AMR solution from the outset and prioritising smooth integration with your WMS (Warehouse Management Systems) and other complementary technologies can make all the difference.”

Despite the challenges, Richard urges any warehouse operation of any size to start thinking about introducing robots into your warehouse: “AMRs can be easily and quickly integrated into existing systems and workflows to help support faster deployment without unnecessary disruption. Businesses don’t need to modify an existing environment or waste time implementing this technology but instead can benefit almost immediately. Where possible start small to learn how the solution will impact the unique elements of an operation. We have customers who have introduced robots just to manage waste, and that alone has taken one person out of the cost.”

You can’t do it alone

Renovotec is backed by an ecosystem of trusted technology partners, including Honeywell, Zebra Technologies, Ruckus Networks, and Datalogic.

Gilliard highlights that partnership and collaboration are key to providing customers with an end-to-end service: “The supply chain is interconnected and ever-changing. Adjusting to supply and demand fluctuations is complex. One vendor alone can’t offer customers working in the supply chain the full spectrum of the most cutting-edge technological tools and know-how, to ensure that they reach their revenue goals and remain competitive despite the current pressures of the industry.”

“Collaborating with partners enables us to offer everything from wireless and networking to robotics and voice picking. We can take care of the software and hardware side of things, offering slick, user-friendly devices that help businesses exceed their client’s expectations and help them grow or scale up their businesses.”

“It is essential to work closely with clients to deliver every aspect of the solutions they need. So, there is no requirement for them to go elsewhere, which takes away the stress, pressure, and wasted resources that comes with sourcing technology and services from multiple sources and suppliers.”

In today’s rapidly evolving business landscape, companies are under increasing pressure to improve the sustainability of their supply chains, driven by regulatory demands, stakeholder expectations and the urgent need to combat climate change. 

One of the most significant trends in addressing these challenges is the integration of advanced technologies. These include AI, machine learning, and ESG (Environmental, Social, and Governance) reporting tools. 

These technologies are instrumental in tracking carbon emissions, water usage and other vital sustainability metrics. Doing so allows companies to meet regulatory compliance and gain the insights they need to achieve Net Zero targets. However, achieving true sustainability requires more than just technology. It demands real collaboration across the entire supply chain.  

Why Collaboration Matters 

Effective supply chain sustainability hinges on collaboration among all stakeholders, including suppliers, manufacturers, logistics providers and customers. To make a meaningful change to your supply chain sustainability, each part of the supply chain needs to be onboard and aligned with the overall business strategy. 

Scope 3 (supply chain)emissions, which can account for 80% or more of a typical company’s total emissions, are indirect and span a wide range of activities, from purchased goods and services to employee commuting and business travel. The indirect nature of Scope 3 emissions makes them difficult to monitor and manage, requiring extensive data collection and analysis. 

One of the biggest obstacles companies face in meeting their sustainability targets is the complexity of tracking and measuring Scope 3 emissions. This is where collaboration becomes crucial! 

ESG Reporting Tools and Centralised Platforms

For large companies with complex supply chains, gathering and managing Scope 3 data is a huge undertaking! Having dedicated software platforms that can calculate all a company’s emissions, and a centralised place where suppliers can provide their data makes everything much easier.

ESG reporting tools play a crucial role in streamlining the collection and analysis of sustainability data. These tools provide a central platform for monitoring, analysing and improving sustainability performance over time. By using these tools, companies can gain insights into high-impact areas, such as energy consumption and waste management practices and track the sustainability efforts of their suppliers.

AI, Automation and Machine Learning

AI and machine learning technologies can significantly enhance supply chain sustainability. These technologies can predict equipment failures, optimise energy consumption and identify patterns and trends in large datasets. AI-powered sustainability platforms automate the tracking of Scope 1, 2, and 3 emissions, providing real-time actionable insights that help companies optimise resource use and reduce waste.

Automation further contributes to sustainability by streamlining operations, reducing human error and increasing efficiency. Automated systems can manage inventory control, order fulfilment and transportation logistics, leading to lower energy consumption and reduced emissions. These improvements enhance sustainability and contribute to cost savings and operational efficiency.

Building Trust Through Transparency

Transparency is a cornerstone of sustainable supply chain management. Companies that are transparent about their sustainability practices build trust with stakeholders, investors and customers.

Transparent sustainability reporting demonstrates a company’s commitment to environmental stewardship and social responsibility, enhancing its reputation and competitive advantage.

Delivering on supply chain transparency requires accountability and data. Again, having a centralised platform for managing this helps to reduce the administrative burden and risk of errors.

Overcoming Regulatory Challenges

Compliance with evolving sustainability legislation across the UK and Europe adds another layer of complexity. Companies must navigate a constantly changing regulatory landscape, which requires up-to-date and comprehensive data. Collaboration with legal experts, industry bodies, and sustainability consultants is essential to stay compliant and avoid potential penalties. 

Conclusion

Improving supply chain sustainability is a complex but essential task. Getting it right requires advanced technologies and, more importantly, robust collaboration between all stakeholders. By using tools such as ESG reporting platforms, AI, machine learning and automation, companies can overcome the challenges of tracking and measuring emissions, comply with evolving regulations and build trust through transparency.

In the last four years, the supply chain and warehouse industry has gone through a remarkable transformation, showing how essential it is to everyday life. Everything in your room or office once passed through a warehouse. Warehousing’s role in linking supply with demand is pivotal. 

Ensuring timely, problem free delivery to consumers hinges on effective warehousing, yet businesses risk high costs from inventory errors. In the US, retailers alone face an estimated annual loss of $2 trillion due to inventory inaccuracies. 

The modern warehouse: a hub of constant activity

Today’s warehouses are dynamic environments operating around the clock, with goods moving in and out at speed. In such a complex, fast moving environment, the wrong inventory levels rapidly lead to customer dissatisfaction and employee frustration. Addressing challenges in demand forecasting, supplier management, production efficiency, inventory control, and technology integration demands perfect collaboration across systems.

The 2020 pandemic sped up the global shift towards eCommerce, raising consumer expectations of swift, hassle free deliveries in the process. Warehousing has become even more crucial in supply chain management and the global economy, driven by growing demands. 

The role of visibility in supply chains

Warehouse Management Systems (WMS) are considered the heart of warehouse operations. However, errors in stock counts and poor use of physical space can create visibility gaps. Accurate information is vital in today’s competitive market, making visibility a cornerstone of operational resilience. Visibility entails real time tracking and monitoring of goods, information, and resources at various stages, giving businesses a competitive edge. Yet only 6% of logistics companies achieve full operational visibility.

Achieving full visibility involves real time tracking of goods at every stage. It also means generating insights to support proactive decision-making and collaboration among supply chain partners. A comprehensive view enables organisations to identify bottlenecks, improve processes, and enhance overall efficiency in the operation. Tracking inventory, monitoring shipments, and managing operations precisely demonstrates visibility’s transformative power. 

Identifying blind spots

Visibility gaps can disrupt the entire supply chain, and often centre on warehouses. These busy hubs can suffer from mistakes in inventory tracking and discrepancies between recorded and actual stock. Addressing these challenges requires knowing which data to collect and turning it into usable strategies.

Acquiring data is only the first step. The true value lies in translating it into insights and actionable strategies that drive business forward. 

Understanding the visibility gap in warehousing

Modern logistics operations are complex, involving numerous stakeholders and often fragmented, legacy systems. Data silos hinder real-time tracking and monitoring. Achieving full visibility demands a seamless flow of data.

The root cause of the visibility gap is related to data. Several factors cause the fragmentation of data, but three main reasons are:

1. Fragmented systems: Disjointed systems create data silos that impede information flow.
2. Inefficient communication and human error: Delays and inaccuracies in information sharing exacerbate visibility gaps.
3. Legacy technologies: Outdated systems lack the capabilities for real time data exchange.

Implications of the visibility gap for businesses

A lack of visibility leads to several inefficiencies and risks:

• Increased operating costs: Inefficiencies, excess inventory, and disruptions raise a business’ costs and affect its profits.
• Customer dissatisfaction: Delayed orders and stockouts can damage a business’ reputation and lead to dissatisfied customers.
• Risk exposure: Limited visibility hinders effective risk management, leaving businesses vulnerable to unforeseen challenges. 

Closing the visibility gap

Annually, 6,500 hours are spent on tasks like cycle counts and stock checking, yet data is only partially gathered, quickly becoming outdated. To close the visibility gap, businesses should:

1. Real-time data: Invest in integrated systems for instant updates on inventory, order status, and shipment tracking.
2. Advanced analytics and predictive monitoring: Use AI-powered analytics to anticipate demand, optimise inventory, and identify bottlenecks.
3. Technology infrastructure: Upgrade and integrate technology within the warehouse, including WMS, IoT devices, and cloud-based solutions.
4. Collaboration: Foster collaboration with supply chain partners through shared platforms and standardised data protocols.
5. Employee training and change management: Train employees on new technologies and implement change management strategies.
6. Continuous improvement: Cultivate a culture of continuous improvement, regularly refining processes based on data analytics and feedback.

The visibility gap presents significant challenges in an increasingly complex environment. Supply chain professionals must adopt innovations that provide continuous real-time data. Deploying advanced technologies enhances operational efficiency and ensures end-to-end visibility and data accuracy, serving as a strategic tool for proactive decision-making.

Supply chain management priorities are changing. Geopolitical tensions, economic pressures, and the worsening effects of the climate crisis are conspiring to increase the risk of disruption globally. As a result supply chains are restructuring in order to increase resilience while preserving cost containment. 

From nearshoring and supplier diversification to automation and digital transformation, all supply chain restructuring starts with visibility. Increasing visibility into the supply chain is key to allowing supply chain managers to identify strengths, and analyse inefficiencies to enable data-supported goals. 

Finding the right metrics to measure can be challenging, however. Here are five supply chain metrics that can help quantify supply chain performance. 

1. Supply chain cycle time 

The supply chain cycle time is a good metric for holistically gauging the overall efficiency of a supply chain. At a glance, a shorter supply chain cycle is more efficient than a longer one. A cycle that averages longer than expected could indicate a bottleneck, external disruption, or inefficiencies to address. 

To calculate the supply chain cycle supply chain managers need to accurately measure how long each step of the supply chain takes. By combining time from sourcing suppliers and order placement to customer delivery and final payment, the total supply chain cycle time can be calculated and weighed against expectations. 

2. Inventory-to-sales ratio 

This KPI measures the amount of inventory available for sale compared to how much is sold and helps avoid over-stocking items, which ties up capital and incurs storage costs. It also prevents understocking items, which prevents delays and back ordering. 

Calculating the inventory-sales ratio requires dividing total available inventory by the amount sold and then multiplying that result by 100 for a percentage. In a market where resilience is key, organisations may want to increase their ratio of inventory-to-sales in order to account for unpredictable demand. However, more inventory carries its own cost, so finding the right balance is essential. The right ratio of inventory to sales is always changing based on internal and external factors, so regular reevaluation is key. 

3. Inventory accuracy 

Transparency in inventory management is critical to ensuring that the decisions being made at a strategic level align with reality. Inventory accuracy measures whether an organisation’s recorded inventory data and actual physical stock align. Enhancing inventory accuracy is crucial as it reduces carrying costs and minimises the likelihood of stock shortages.

To determine inventory accuracy, divide the inventory count in the supply chain database by the physical inventory count.  A company looking for a healthy inventory accuracy should strive for an inventory accuracy rate somewhere between 95% and 99%. Improvements in inventory accuracy can be achieved by improving naming and labelling standards. Additionally, the use of advanced warehouse and inventory management systems can reduce manual data entry and decrease the likelihood of human error.

4. Perfect Order Rate 

Another useful way to measure the holistic health of a supply chain. A perfect order rate measures a supply chain’s ability to deliver orders to customers error-free. Only orders that are delivered to the customer in full, containing the correct goods, on time, and without any breaches in compliance or contract count as perfect. 

A company’s perfect order rate has a significant effect on the bottom line. If a perfect order rate is too low, it can negatively affect customer satisfaction and retention, as well as company reputation. Also, the time, effort, and forfeited revenue spent correcting order errors has a negative ripple effect across the whole supply chain.  

In order to be considered a perfect order, a delivery must arrive complete, on-time, undamaged, and with proper documentation. Calculating a company’s perfect order rate requires multiplying (Percent of orders delivered on time) x (Percent of orders complete) x (Percent of orders damage free) x (Percent of orders with accurate documentation) x 100. On average, organisations in the US have a perfect order index of 90%. This figure varies across industries and markets, however. 

5. Warehousing costs 

The cost of storing physical goods in a physical space is a significant overhead. Picking, organising, and handling those goods compounds this potential pain point. Warehouse operations can represent one of the biggest labour and/or technology costs for a business, and keeping track of these costs is essential. 

Costs associated with running a warehouse, such as labour, rent, utilities, equipment, and systems for handling materials and information, not to mention expenses incurred from ordering and storing goods, can significantly vary between facilities. It’s crucial to constantly and accurately measure and evaluate these costs. Successfully doing so can help pinpoint opportunities for reducing costs and improving efficiency.

Supply chain managers are facing an increasingly complex and challenging landscape. While the spectre of the pandemic is fading, new challenges and pain points have arisen. Geopolitical tensions, economic pressures, and the looming climate crisis all conspire to make effective supply chain management more essential to organisations than ever. 

For supply chain managers, the current landscape can feel overwhelming. Increasingly, SCMs are asked to react to complex and intractable problems while also increasing efficiencies and creating strategic wins for the business. 

Here are four key areas where SCMs can focus on creating efficiencies and unlocking new capabilities for their supply chains. 

1. Visibility 

Visibility is critical for supply chain leaders looking to improve their operations’ efficiency or productivity. 

AI and machine learning can quickly and accurately ingest large amounts of data. As a result, successfully adopting these technologies can generate useful insights that can improve supply chain forecasting, inventory management, and customer service. IoT enabled real-time tracking systems can help follow the movement of goods through the supply chain, helping identify potential inefficiencies and bottlenecks. Lastly, using enterprise resource planning (ERP) software to orchestrate and oversee multiple elements of a supply chain is becoming essential as supply chains become more complex. 

2. Sustainability 

Decarbonising the supply chain is becoming an increasingly non-negotiable goal for SCMs. However, sustainability reform is often the first thing to take a back seat when supply chains face pressure to improve reliability or cut costs. Nevertheless, pursuing more sustainable supply chain operations is an increasingly essential way to mitigate risks, such as regulatory penalties or reputational damage. 

Engaging in ethical and sustainable sourcing can not only ensure compliance and create reputational benefits. Sustainable supply chain practices can also improve supply chain continuity, create new partnerships, and attract new business.  

3. Automation 

From warehouse automation and robotics to RPA and back-office automation, figuring out which elements of a supply chain to automate can be a challenge. Nevertheless, identifying which pain points can be alleviated by automation is a worthwhile pursuit for SCMs. 

For example, supply chain teams handle a wide variety of documents, including delivery orders, dock receipts, bills of lading, and sea waybills. Processing these manually is time-consuming and prone to errors which can delay and disrupt operations. Artificial intelligence (AI) and optical character recognition (OCR) enable document automation from one end of the supply chain to the other. 

4. Demand planning 

Accurate demand forecasting—using historical sales data, research, and analysis of market trends—enables supply chains to ensure they aren’t overstocking (or going to run out of) inventory. For example, a clothing retailer could use sales data from the previous ten seasons, along with current fashion trends to predict the demand for specific clothing items next season.

Big data and predictive analytics enhance forecasting accuracy, better enabling businesses to adapt to changing customer needs. Advanced software tools automate parts of the forecasting process, offering real-time updates and alerts on inventory levels to optimise stock management.

Driven by shipping disruption and e-commerce growth, global air freight is on the rise, leading major carriers to expand operations and open new routes and services—specifically those focused on expediting delivery within APAC.  

Global air freight volumes are on the rise

According to a monthly state-of-the-industry report from DHL, increased shipping times and increased likelihood of disruption are major drivers of this trend. With shipping passing through both the Suez and Panama canals facing disruption, many organisations are turning to air freight as a pressure valve to relieve strain in their supply chains. 

At the same time, however, strong e-commerce growth is increasing freight volumes, particularly in South China and Hong Kong. Meanwhile, air cargo demand remains high from Bangkok to Europe, boosted by road-air volumes trucked down from Vietnam and other regions impacted by conflicts in the Middle East.

Niki Frank, CEO of DHL Global Forwarding Asia Pacific, commented: “We are seeing positive signs that demand for air freight will continue to grow in the coming months.”

As a result, global air freight capacity was up by 9% year-on-year versus March 2023. Belly cargo—cargo that is carried in the lower deck of a passenger aircraft—has also increased by 12% year-on-year. This growth in capacity is expected by DHL’s report to relieve some of the strain placed on air freight networks by the increased demand. 

“The situation in the Red Sea is seeing some ocean freight to air freight conversion, so we are helping customers with a range of hybrid sea-air solutions,” said Frank. “Looking further ahead, we see a positive outlook for airfreight services inbound and outbound Europe, and we expect uplift from Middle East hubs such as Dubai into Europe and the U.S. to continue to grow,” he added.

New routes support growing e-commerce volumes

This week, UPS announced that it is launching a new service offering next day delivery between logistics hubs in Asia and Australia. 

As a result, UPS has confirmed that it can deliver shipments picked up from customers in mainland China, Japan, South Korea, Taiwan, Malaysia, the Philippines, Singapore, Thailand, Vietnam, Indonesia and Hong Kong to Australia as early as the next business day.  

At the same time, UPS customers in Australia can also have deliveries across Asia Pacific and even to Europe completed as early as the next business day.

Experts expect e-commerce as a whole to grow over the coming years.

Sebastian Wouters, senior vice president, global head of e-commerce at Kuehne+Nagel (K+N) said in a recent interview that: “We believe e-commerce in general as a sector will continue to grow in the next few years, not just in established markets but we expect also growth from upcoming e-commerce markets.” He added: “We believe that cross-border deliveries will continue to be a substantial part of the e-commerce landscape and with that the need for air freight capacity on key lanes.”

Richard Smith, president and chief executive, airline and international, at FedEx, was also confident about e-commerce growth. Earlier this year, he noted that FedEx is “optimistic about where e-commerce demand in the air cargo industry is heading.” He highlighted the fact that, with “online retail sales expected to reach more than $8 trillion by 2026,” global volumes of air freight have nowhere to go but up, even as the shipping sector overcomes its especially bad start to 2024.