Dr. Amit Kohli, Associate Professor at University Canada West, looks at the evolving role of RFID technology in the cold chain.

This year, global supply chains will continue to expand along with the demand for perishable goods. As this occurs, the importance of maintaining products’ integrity and quality will only become more critical. Cold chain logistics are essential to the movement of these perishable products. A cold chain covers the transportation of temperature-sensitive products like food, pharmaceuticals, and agricultural items. In 2025, operating a cold chain incurs considerable challenges in adhering to regulatory standards, minimising waste, and ensuring transparency. 

The advent of Radio Frequency Identification (RFID) technology has proven to be a game-changer in cold chain management. The technology provides real-time monitoring, accurate tracking, and improved operational efficiency.

The Role of RFID in Cold Chain Logistics

RFID technology utilises radio waves to transfer of data between a tag attached to a product and a reader. This facilitates effective tracking and oversight of items throughout the supply chain. In contrast to conventional barcode systems, RFID does not necessitate a direct line of sight. Without the need for a laser to scan a code, RFID is much better suited to automated and continuous data collection. When utilised in cold chain logistics, RFID offers essential insights regarding product location, temperature variations, humidity levels, and handling conditions. 

By integrating RFID with Internet of Things (IoT) sensors, supply chain managers can gather and analyse real-time data. In doing so, they ensure that perishable items remain within designated temperature parameters. 

For example, RFID sensors installed in refrigerated containers or storage areas can promptly notify stakeholders if temperatures surpass safe limits, thereby preventing spoilage and ensuring adherence to food safety and pharmaceutical regulations.

Enhancing Transparency and Compliance

Regulatory authorities worldwide, including the U.S. Food and Drug Administration (FDA) and the European Medicines Agency (EMA), implement stringent regulations governing the storage and transportation of temperature-sensitive products. The implementation of RFID technology assists companies in complying with these regulations by offering a reliable record of temperature monitoring and shipping information. This degree of transparency is essential in sectors where the quality of products has a direct effect on consumer health and safety. 

For instance, the pharmaceutical sector extensively utilises RFID to monitor vaccine deliveries, ensuring that they consistently remain within the specified temperature parameters during transit. In the food industry, RFID-enabled cold chain systems can confirm that dairy, meat, and seafood items were transported under ideal conditions, thereby minimising health hazards and bolstering consumer confidence.

Reducing Waste and Improving Sustainability

Food waste represents a significant challenge within global supply chains. Organisations lose billions of dollars each year due to inadequate storage and handling practices. The implementation of RFID technology can greatly alleviate this problem by facilitating timely interventions. For instance, if the temperature fluctuates in a shipment of frozen products, RFID alerts can trigger immediate corrective measures. This helps prevent spoilage and minimise financial losses.

Additionally, the incorporation of RFID within cold chain logistics enhances sustainability efforts by improving inventory management and curtailing overstocking or waste. Organisations can leverage RFID data to optimise logistics, enhance route efficiency, and reduce carbon emissions, thereby fostering environmentally sustainable practices in supply chain management.

Case Studies: RFID in Action

Food Industry  

Walmart, a leading global retailer, has adopted RFID technology within its cold chain logistics to improve food safety and reduce losses. By incorporating RFID tags into perishable items, Walmart facilitates real-time monitoring and quick identification of compromised shipments. This initiative has led to a decrease in food spoilage, cost reductions, and enhanced consumer trust in product quality.  

Pharmaceutical Sector  

The distribution of COVID-19 vaccines highlighted the effectiveness of RFID in ensuring compliance with regulations and preserving potency. Pfizer and Moderna utilised RFID-enabled tracking systems to oversee vaccine shipments. This allows them to guarantee that temperature-sensitive vials were stored and transported under optimal conditions. The capability to gather real-time data and respond promptly was crucial to the success of the global vaccination campaign.

The Future of RFID in Cold Chain Management

As the pace of digital transformation quickens, RFID could play an increasingly vital role in cold chain logistics. Innovations in RFID technology, such as the introduction of ultra-high-frequency (UHF) tags and cloud-based analytics, will significantly improve data precision and predictive capabilities. The integration of AI-driven analytics with RFID systems can anticipate potential disruptions, streamline routes, and enhance the resilience of the supply chain. 

Moreover, the combination of blockchain technology with RFID opens up new avenues for secure tracking and verification. The blockchain’s decentralised ledger can store data produced by RFID. This establishes a transparent and immutable record of a product’s path from the manufacturer to the final consumer. This advancement is especially pertinent in the fight against food fraud and counterfeit pharmaceuticals.

Conclusion

RFID technology is transforming cold chain logistics by enabling real-time tracking, enhancing compliance, minimising waste, and increasing transparency. As industries focus on efficiency and sustainability, the use of RFID-based solutions is expected to grow. By implementing RFID in cold chain operations, companies can protect product quality, foster consumer trust, and contribute to a more robust and responsible global supply chain. 

The outlook for RFID in cold chain management is bright. The technology promises to advance the way that organisations monitor, manage, and move perishable goods globally. Organisations that embrace RFID innovations will be strategically positioned to address the challenges of contemporary supply chains while maintaining quality, safety, and efficiency throughout all phases.

  • Collaboration & Optimization
  • Digital Supply Chain

Lorenzo Grillo, Managing Director and Sami Dhifi, Director at Alvarez & Marsal, examine the road ahead for cybersecurity teams protecting the supply chain.

Companies around the world are emerging from a difficult year for supply chains. As 2025 continues, they must equip themselves with up-to-date knowledge on challenges, trends and innovations to formulate the best strategies to handle increased vulnerabilities. 

This is particularly true of supply-chain cybersecurity, which focuses on securing the entire chain of suppliers and service providers that support an organisation’s operations. 

From geopolitical tensions to ransomware and artificial intelligence (AI)-driven threats, several factors are likely to affect supply chains this year. The concept of managing supply chain cybersecurity is not new. However, the increasingly rapid shift towards digitalisation and interconnected systems has created new vulnerabilities. Increasingly, criminal organisations and state-sponsored actors are moving to exploit these weaknesses. Their targets range from corporations to critical infrastructure, for reasons ranging from financial gain to political objectives. Regardless of the motivation, the results are often regional and global supply chain disruptions. 

The impact of a cybersecurity failure affecting a vendor, partner, or service provider can be disastrous for a company, an entire sector, or even a nation.

Financial Impact and Cascading Effects

NIST’s Cybersecurity Supply Chain Risk Management (C-SCRM) defines supply chain cybersecurity risk as “the potential for harm or compromise that may arise from suppliers, their supply chains, their products, or their services.” Securing a company’s supply chain from a cybersecurity perspective is addressed by international standards and regulatory frameworks such as ISO 27001, NIST CSF, and NIS 2.

In the past few years, cyberattacks have severely impacted supply chains across various industries, a trend that we expect will continue in 2025. Ransomware attacks have compromised supply chain automation solutions, affecting inventory management, order processing and logistics systems. Significant hacking events have frozen critical resource distribution, prompting regulatory action to enhance cybersecurity measures for critical infrastructure. 

It is not only businesses that are affected by such incidents. Cyberattacks in the logistics industry have disrupted and affected global trade routes, increasing transportation costs and creating supply chain bottlenecks. In cases of severe impact, the disruption of supply chains and business operations can even affect economic stability, highlighting the potential for hackers to exert significant influence on the real economy.

What to Expect in 2025

As we enter 2025, several geopolitical and technological trends are poised to shape the cybersecurity landscape. Here are some of our key predictions:

Geopolitical tensions and digital sovereignty. 

Governments will increasingly prioritise control over their digital borders. Cyber conflicts will continue to escalate, with major supply chain actors in sectors such as energy, transportation, and technology remaining prime targets.

Continued focus on ransomware and extortion

Both state-sponsored and independent hackers will likely target private sector entities for financial gain. Vendors and contractors will remain vulnerable entry points, enabling attackers to exploit trusted relationships to compromise downstream organisations.

Increased attacks on Operational Technology (OT)

Cyberattacks on machinery and robotics in industries relying on OT could severely disrupt production and service delivery, directly impacting supply chain resilience.

AI-Driven Threats

The commoditisation of AI may lead to malicious use of the technology by some attackers. At the same time, the process of companies adopting new technologies may create unintended consequences. In some cases, these consequences might end up exacerbating supply chain vulnerabilities.

Addressing Supply-Chain Cybersecurity Resilience Challenges

Securing supply chains from cyber threats is inherently complex due to the nature of supply chains themselves. Cyber disruptions in planning, sourcing, manufacturing or delivery can have immediate financial and contractual repercussions. Compounding this complexity is the interconnectedness of supply chains, with companies depending on both internal and external suppliers and customers. A disruption at any point in this network can cascade across multiple tiers of suppliers and customers.

When it comes to securing supply chains, the challenge lies in managing not only IT systems—including on-premise and cloud environments—but also applications, databases, networks and OT. Despite these complexities, adhering to foundational cybersecurity practices can significantly enhance supply chain resilience:

Know your processes and assets

Maintain an accurate inventory of all critical systems, processes and dependencies.

Understand third-party dependencies

Identify and assess the cybersecurity posture of key third-party providers and their subcontractors.

Apply cyber hygiene controls

Implement vulnerability management, enforce access control policies, adopt secure development practices and establish backup and disaster recovery plans.

Prepare for the worst

Develop and regularly test robust incident response plans.

These measures may be manageable for smaller organisations with limited assets and partners. However, large corporations with thousands of assets and numerous critical third parties require a risk-based approach. This strategy helps prioritise investments in security controls that mitigate business risks within the organisation’s risk tolerance.

By combining foundational practices with a risk-based approach, organisations can better navigate the challenges in supply-chain cybersecurity and build resilience against future threats.

  • Digital Supply Chain
  • Risk & Resilience

John Forslund, Senior Director of Product Marketing at Scandit, explores how next generation barcode technology is transforming postal logistics.

The global postal industry has had a difficult time in recent years, with challenges only increasing in 2024. The industry simultaneously has faced declining letter volumes and increased operating costs worldwide. This has led some countries to take measures, such as Germany revising postal laws to lower delivery frequency standards in a bid to ease burdens. However, in today’s on-demand society, steps like these risk undermining service quality and customer trust in vital infrastructure. 

Strict compliance regulations and heavy financial penalties from regulatory authorities have made the situation more challenging. For example, Ofcom recently fined Royal Mail £10.5m for failing to meet delivery targets for first and second class mail — for a second year in a row. The postal operator is required to deliver 93% of first class mail within a day, a target that the company missed by nearly 20% in the year ending March 2024. Many postal services are struggling to strike a careful balance between consistently meeting these service-level agreements (SLAs) whilst also keeping costs under control.

The current state of fluorescent barcode scanning — is it good enough?

Barcodes have been an integral part of postal operations for a long time, but few stop to consider the key role fluorescent barcodes play in making sure letters and parcels get where they need to go.

Fluorescent ink is used to print barcodes that contain information like destination zip codes or delivery routes, allowing for easy detection and scanning by specialised sorting machines. This technology significantly speeds up the sorting and routing processes and has been part and parcel of postal automation for many years now. 

However, these machines are mainly used for initial processing at major sorting centres, and not throughout the entire delivery chain — the dwindling parcel volume along the delivery route simply doesn’t warrant the investment in expensive UV scanners. Thus, postal workers cannot benefit from automated routing at subsequent touchpoints and instead have to manually sort the mail. Additionally, even at sorting centres, the process can sometimes require manual intervention in scenarios when smudged or incomplete ink leads to incorrect routing. 

All this manual work makes the process prone to sorting errors and potentially causes delivery delays due to misplaced letters, eventually resulting in unhappy customers, frustrated employees,  compliance issues and significant fines. 

Now possible: Fluorescent barcode scanning on smart devices

One solution to the current status quo is fluorescent barcode scanning on the go. 

As mentioned, historically only specialised machines in sorting centres could scan fluorescent barcodes, which limited their benefits to fixed locations. However, new developments in smart data capture software can enable any camera-based handheld device (e.g., smartphones or handheld computers) to perform the same function. This innovation represents a major leap forward by offering postal workers a new level of flexibility and efficiency without any hardware investment. For instance, it allows them to access automated routing information in real time, make corrections if needed, create an audit trail, and gather operational insights — anytime, anywhere. 

It also unlocks other key benefits for postal services. By enabling additional scanning points throughout the distribution network, post services obtain real-time visibility into the movement of letters. This tracking capability helps organisations prove they are meeting delivery deadlines, thus creating an audit trail and lowering the possibility of penalties. 

Case study: CTT

Take, for example, Portugal’s oldest mail provider CTT Correios de Portugal. After integrating fluorescent barcode scanning capabilities into its workers’ mobile app, all of its 5,000 postal workers were able to capture and track fluorescent orange barcodes using their phones, leading to more than 40,000 scanned letters every hour and a read rate of more than 98%. 

CTT therefore also gained access to a goldmine of actionable operational insights. When provided with comprehensive data regarding mail volumes and delivery patterns, postal services can identify high-volume areas, peak times, or workflow bottlenecks and work towards improving workforce and infrastructure planning, helping them meet strict SLAs and avoid hefty fines, in addition to enhancing customer satisfaction. CTT is now so confident in its new-found efficiency that it increased its audit sample size from 500 monthly items to 80,000.

This scanning technology could also send recipient notifications very soon, updating customers when postal services dispatch, sort, or deliver a letter. Such features would enhance transparency and build trust with customers.

A competitive edge for the future

Given the critical need for postal services to reconsider their operations, the timing of this technology is crucial. By integrating this mobile data capture capability, they may address long-standing inefficiencies and more effectively adapt to changing customer demands and regulatory requirements. 

This technology is transformative for the industry since it makes use of existing infrastructure to streamline delivery routes, improve compliance, and ensure customer satisfaction. By integrating smart data capture innovations like fluorescent barcode scanning on smart devices, the postal industry can tap into new efficiencies whilst avoiding significant hardware costs, unlocking increased profitability and ultimately securing a sustainable future for itself.

  • Digital Supply Chain

Jon White, CCO of global shipping solutions provider InXpress, looks at the trends set to define the year ahead for the logistics sector.

As we step into 2025, the logistics industry is undergoing significant transformations. These changes are being driven by technological advancements, sustainability imperatives, the e-commerce boom, and a heightened emphasis on customer service. 

These trends are reshaping supply chains and setting new standards for operational excellence. It is vital for the logistics and courier industries to keep up with these innovations to remain competitive. 

Technological Integration and Automation

From AI to automation and robotics the vast integration of advanced technologies is revolutionising logistics operations. AI enables predictive analytics for demand forecasting, route optimisation, and risk management. By analysing historical and real-time data, logistics companies can anticipate disruptions, reduce delays, and make informed decisions.

Moreover, courier platforms such as webship+ from InXpress offer real-time tracking of  shipments. This means that users have real-time visibility and their shipping consultants can easily spot and resolve any delays. This transparency ensures goods are delivered safely and on time, enhancing supply chain visibility.

Lastly, automated warehouses, autonomous mobile robots (AMRs), and self-driving vehicles are streamlining storage, handling, and delivery processes. For instance, Walmart’s partnership with Symbotic aims to automate 400 pickup and delivery centres using AI-enabled robotics, enhancing efficiency and reducing operational costs.

Sustainability and Green Logistics

Environmental considerations are becoming central to logistics strategies. Consumers are largely the ones driving this trend through increasing sustainability consciousness. As a result, courier and logistics businesses need to meet this changing customer demand. 

Companies are investing in electric heavy goods vehicles to reduce carbon emissions. Amazon’s order of over 150 electric HGVs for its UK fleet exemplifies this commitment to sustainability. Logistics providers are also adopting green initiatives such as optimised packaging and energy-efficient warehouses to minimise environmental impact. Sustainability is not only a regulatory requirement but also a competitive differentiator.

E-Commerce and Last-Mile Delivery Innovations

The e-commerce surge is prompting innovations in delivery methods, with delivery options like next-day delivery becoming a norm rather than a nice to have. Companies are also establishing micro-warehouses and local distribution hubs to facilitate same-day or even hourly deliveries, meeting consumer expectations for speed.

Moreover, the use of drones and autonomous vehicles for last-mile delivery is becoming more prevalent. Regions across the UK are positioning themselves as hubs for drone delivery services, enhancing delivery efficiency and reducing reliance on traditional couriers.

Enhanced Customer Service and Personalised Experiences

Customer-centric approaches will redefine logistics services in 2025. Offering flexible delivery times, real-time tracking, and the ability to modify delivery preferences are becoming standard practices to enhance customer satisfaction. Furthermore, brands are increasingly adopting D2C (direct-to-consumer) strategies, allowing for greater control over the customer experience and fostering stronger relationships with consumers. 

The bottom line

The logistics landscape in 2025 is characterised by a harmonious blend of technology and sustainability, driven by the demands of e-commerce and the imperative of superior customer service. Companies that embrace these trends are poised to lead in an increasingly complex and competitive environment.

  • Digital Supply Chain
  • Sustainability

Bernadette Bulacan, Chief Evangelist at Icertis, explores how AI and smarter contracting can help supply chains withstand financial risks and weather disruptions.

European supply chains faced significant disruptions last year. These included ongoing freight transport delays at key border crossings due to new Brexit regulations and global ripple effects from incidents like the Suez Canal blockage. These disruptions cost businesses an average of $82 million each, denting annual revenues by up to 10%. 

The 2025 landscape may grow even more complex with U.S. President-elect Trump’s proposed tariffs poised to reshape import and export dynamics while potentially increasing costs. 

For procurement professionals and business decision-makers, this points to an urgent need for greater agility in supplier relationships alongside more resilient and responsive supply chain strategies. From shifting revenue models to restructuring vendor networks, contracts are the cornerstone of commerce. More and more, they are the key to accelerating financial outcomes. Yet inefficiencies in contract management and outdated contracting practices are draining millions in potential revenue. 

From Risk to Opportunity

Managing a large portfolio of supplier contracts is an intricate and time-consuming challenge. Each one has their own unique terms, conditions, and performance obligations. Recent Icertis research reveals that 90% of CEOs and 80% of CFOs acknowledge poor contract negotiation practices. These subpar practices result in leaving untapped value ‘on the table’ for their businesses. These missed opportunities are particularly glaring for procurement teams responsible for managing spend before contract execution. Additionally, unchecked supplier costs, inflation adjustments, and overlooked auto-renewals are also leading to significant revenue leakage across the post-signature lifespan of a contract.

For instance, 70% of CFOs identified cost increases due to inflation as a leading source of financial loss. However, more than 40% of businesses are not leveraging inflationary pricing protections in contracts. These contract oversights not only create unnecessary expenses but also expose organisations to greater risks. This is particularly true as supply chain disruptions grow more frequent and severe. Taking action requires reimagining contracts as dynamic tools and data resources, with AI providing the necessary solution to effectively make this shift.

Applying AI in Contracts 

AI in contracting eliminates the dependence on antiquated ways of working or cumbersome manual processes, equipping businesses with a clear, real-time understanding of their supplier agreements. This visibility enables enterprises to pinpoint potential revenue drivers, identify missed renegotiation opportunities, and uncover costly hidden risks, positioning leaders to respond quickly and make better informed decisions. 

AI-driven solutions for intelligent contracting simplify supply chain complexity by analysing agreements at scale. With actionable insights into what’s outlined in every supplier contract, and how suppliers are performing, business leaders are positioned to: 

1. Navigate disruptions with agility. 

By harnessing AI to identify supply chain vulnerabilities in existing contracts, businesses can effectively mitigate potential revenue losses and implement precautionary measures, such as price adjustment clauses and liquidated damages clauses within agreements. Additionally, companies can diversify their supplier base by entering into new contracts to establish contingency plans in preparation for potential disruptions before they occur.

2. Transform financial weak spots into strategic advantages. 

Poor contract management costs companies as much as 9% of their bottom line, and the stakes are only multiplying. By automating the monitoring of key contract terms and the parties’ obligations, such as inflation adjustments and discounts, organisations can reduce financial losses and ensure commitments are fulfilled. 

3. Futureproof supply chains. 

The future of procurement lies in the convergence of technology and strategic planning. As economic pressures grow and geopolitical risks become more rampant, businesses that adopt AI-driven contract management platforms will be more agile and resilient, positioning themselves for long-term success.

Intelligent Contracting in Action 

In today’s volatile environment, the ability to quickly identify problems and opportunities is crucial. Unpredictable events like floods or political unrest create bottlenecks, raise prices, and reduce stock availability, impacting a business’s ability to meet customer needs. 

Consider the Panama Canal crisis. A climate-crisis-fueled drought resulted in a queue of 154 commercial ships with average wait times of 21 days. These delays impacted supply chains across almost every industry, hindering shipments, limiting production, and driving up costs. Businesses with AI-powered contracting were positioned to quickly identify impacted suppliers and adjust logistical strategies to ensure business continuity. 

Another notable example is the adaptation of the force majeure clause, which gained critical relevance during the COVID pandemic. AI enhances the application of force majeure clauses in contracts by enabling businesses to automatically ensure they are included in every agreement and easily and quickly triggered, should a crisis or catastrophe occur.  

The Bottom Line

As we look to 2025 and beyond, procurement leaders have an opportunity to leverage contracts as a source of strength and operational value. Contracts are the foundation of business relationships, and effective management across the enterprise is imperative to safeguard financial health, reduce risks, and create more resilient supply chains in any economic climate. By adopting the right AI tools and forward-thinking approaches, organisations can avoid the financial strain that often accompanies unexpected disruptions. AI-powered contracting is an indispensable part of modern supply chain management, equipping businesses with the agility to not only address immediate challenges but also build greater resilience for future uncertainties. 

  • Digital Supply Chain

Siddharth Rajagopal, Chief Architect EMEA at Informatica, takes a look at the role of data analytics in supply chains in 2025.

It’s that time of the year when business leaders turn an eye to the future. What’s in store for the months ahead? What’s going to shape the challenges and opportunities the organisation will face? Where should we invest and where should we play it safe?

Data is going to be a key driver of change in 2025. The quality and agility of businesses’ data strategy will make the difference as they navigate the ups and downs of the market. Manufacturers and logistics operators are facing sustained pressure, juggling the need to comply with evolving supply chain regulation, handle the impact of climate change, remain adaptable in the face of economic challenges, and work to meet their corporate social responsibility requirements. 

To achieve this formidable combination of tasks while also driving commercial growth, companies need to prioritise good data processes. They need a complete, end-to-end view of their supply chain, not only to ensure they can appease regulators, but also to enable business success, giving them the insight they need to adapt to change at each level. 

As tough as it can be to secure growth in a volatile market, the real challenge will be felt by companies that don’t develop systems that ensure their data is relevant, responsible, and robust. Organisations that fall back on incomplete or scattered data that delivers inaccurate results will soon feel the pinch of poor decision-making.

So here are three key data trends for supply chain professionals to keep on top of: data quality, data visibility, and AI for data management.

Data quality has to come first 

When it comes to data strategy, quality underpins everything. If data is incomplete, out of date, or unusable, it might as well not exist at all. Organisations need to detect and migigate data quality issues early, before they proliferate across systems and processes. Observability tools and enterprise data quality tools play a crucial part here.

As companies seek to improve their data quality, there are some critical factors to consider. The first is to identify and, if possible, remediate data quality issues at sourc. Addressing these errors and inconsistencies where they originate prevents them cascading into the rest of your supply chain processes and applications. 

Another key area to work on is data observability. This essentially means ensuring that everyone who needs to know about possible data quality issues is kept informed in real time. Businesses should aim for proactive monitoring, with notifications rapidly going to the right stakeholders if patterns of poor data quality appear. Additionally, as data ecosystems and infrastructures become increasingly complex, robust data integration and interoperability is crucial. Integrating systems effectively ensures that data flows efficiently and accurately, allowing businesses to unlock the full potential of their data, while avoiding hold-ups caused by siloed or incompatible systems. 

Visibility growing clearer

Once data quality is assured, organisations need to put that data to use. For supply chain success, it’s crucial to have real-time insight into key information streams like supplier movements, product availability, and shipping routes. That means making the right data available to the right people, in the right format, at the right time.

As a result, supply chain visibility systems need to include end-to-end monitoring and enable data-driven decision making. This means integrating both internal and external data in a trusted and timely manner. The best way to do this is to take a cloud-native data management approach, ensuring all your data is accessible and secure at all times. 

Consider a product recall: a manufacturer must quickly trace affected items across a complex supply chain. 

With high-quality, visible data, businesses can pinpoint the exact locations and quantities of defective products and rapidly communicate with retailers and consumers. And let’s not forget the importance of data visibility for ESG reporting. Without visibility into ESG-related data across an organisation and its supply chain, it becomes challenging to get an integrated picture of ESG performance. By implementing metadata management and data lineage, and maintaining a unified 360-degree view of all products and suppliers, businesses can make informed decisions based on trusted data.

How AI and analytics are changing the industry

Good data processes don’t just form the foundation for good decision-making and supply chain management: they also drive the development of next-gen AI applications that can transform how companies operate. 

For example, AI can extract actionable insights from supply chain data much faster and to a far greater level of depth than was previously possible. It can identify trends and predict outcomes that would have been tough to spot in the past. 

This capability will be a necessity for identifying alternative suppliers, creating more effective partnerships and getting the right products to the right places fast. However, the success of AI depends on orchestrating AI models with the right data at the right time, supported by real-time visibility and trusted data integration. 

AI can also help automate data management processes, connecting the dots between technical and businesses’ meta data. Beyond ensuring data quality at scale, these technologies can help automatically classify data in line with sensitive and organisational policies. Metadata-driven AI models can help automate and improve the data management experience. Plus, as natural language models à la Chat GPT are merged into these systems, operators will be able to use intuitive prompts to discover and understand supply chain data visibility, and generate data management artifacts to support scaling of these insights. 

In short, AI can connect the manufacturing chain to the supply chain, from start to finish.

  • Digital Supply Chain

Olivier Chapman, founder and CEO of OCI Limited, looks at the year ahead for supply chain managers and explores why striking the right balance between sustainability and innovation will be key.

It promises to be a big year for supply chain management. There are many challenges and innovations set to play their part as we head into 2025.

Innovation and sustainability need to go hand-in-hand

Artificial intelligence (AI) undoubtedly will have a role in helping to enhance predictive analytics, inventory management, and decision-making. Automation, including robotics and autonomous vehicles, also have a role to play. These technologies will continue to support the optimisation of warehouse operations and last-mile delivery. In both cases, organisations are hoping that automation will increase speed and reduce human error.

Companies will become under even more pressure to adopt sustainable practices and will need to work towards reducing carbon footprints, waste, and promoting the re-use of materials. Circular supply chains are also gaining traction, where resources are kept in use for as long as possible.

New technologies move further into the mainstream

We’re likely to see more use of digital twins – virtual replicas of physical supply chain systems – which will allow businesses to simulate, predict, and optimise their supply chains in real-time. This technology helps in improving decision-making by modeling various scenarios.

Distributed ledger technology (DCT), meanwhile, is helping increase transparency and security in supply chains, particularly for industries like food and pharmaceuticals, where traceability and authenticity are critical. It ensures that every step in the supply chain is recorded, preventing fraud and improving accountability.

2024’s focus shift continues

In the aftermath of disruptions like the COVID-19 pandemic, businesses now – and in 2025 – will focus more on building resilient and agile supply chains. This includes diversifying suppliers, building stronger relationships with key partners, and adopting risk management technologies to better handle unforeseen challenges.

With the rise of e-commerce, we anticipate supply chains to evolve to handle faster deliveries and more complex logistics. Omnichannel strategies are now necessary to meet customer expectations for seamless shopping experiences across online and offline channels.

While global supply chains continue to offer cost advantages, there’s a trend towards regionalisation, where at OCI, for example, we’re already seeing companies sourcing closer to home or to regional hubs to mitigate risks and reduce lead times, especially in light of trade tensions and transportation bottlenecks.

Knowing your supplier’s supplier, or KYSS as we call it internally, is an approach to create a detailed understanding of the supply chain for companies, not only the identity of the suppliers that make up the eco-system but a detailed understanding of their financial strength, status within their local community and linked to human rights.”

Skills shortages and the last mile

The ongoing digital transformation in supply chains is creating a shift in required skill sets. Companies will increasingly seek employees with expertise in AI, data analytics, robotics, and other advanced technologies, and there’s a growing need for talent that can manage complex, globalised systems.

Innovations in last-mile delivery, such as drones, autonomous vehicles, and crowdsourced delivery platforms, are reshaping the way organisations deliver goods to consumers, improving speed and reducing costs.

Real-time data and advanced analytics are becoming critical for decision-making. Companies are leveraging data from IoT sensors, GPS, and other sources to track shipments, manage inventory, and forecast demand more accurately and this will only increase in 2025.

There will always be challenges to overcome when it comes to supply chain. From natural disasters to geopolitical tensions in Ukraine, the Middle East and more, supply chains continue to face disruptions. At OCI, we’re always exploring more agile, flexible systems to react quickly to such challenges.

Currently, the global supply chain industry seems to be struggling with labour shortages, particularly in logistics, warehousing, and transportation so there will be an increasing need to ensure that the workforce adapts to digital tools and new technologies.

Inflation and rising transportation and raw material costs are, of course, always concerns. Organisations must find ways to mitigate cost increases while maintaining service levels and profitability.

As supply chains become more digital, protecting sensitive data from cyber threats is a critical challenge. Blockchain and enhanced cybersecurity measures must be deployed to safeguard information.

The pressure for sustainability reform isn’t going anywhere

As governments and consumers push for more sustainable practices, companies will face increasing pressure to comply with environmental regulations and to be transparent about their environmental impact.

These trends and challenges point to an increasingly complex and technology-driven landscape for supply chains in 2025. Overall, this means that balancing innovation with resilience, sustainability, and efficiency will be key for success.

  • Digital Supply Chain
  • Sustainability

Sharath Muddaiah, Director of Strategic Solutions, 5G, Private Networks & IoT, at Giesecke+Devrient (G+D), shares his 5 supply chain predictions for 2025.

The year ahead promises to be a strange, challenging time for supply chains around the world. From impending Trump tariffs and the climate crisis to the ongoing question of AI’s role in the global economy, C-suites are increasingly looking to their supply chains as a source of resilience, security, and value. 

We spoke to Sharath Muddaiah, Director of Strategic Solutions, 5G, Private Networks & IoT, at global SecurityTech company Giesecke+Devrient (G+D), about what he expects to see shaping the supply chain sector next year. 

1. Smart labels 

2025 will see a marked uptake in the use of smart labels to monitor the transportation of goods. Sectors making increased use of the technology will include retail, shipping, insurance, and food and beverage. 

Reduction in the cost of smart labels, combined with improvements to the technology within such labels, will drive this trend. Additionally, the continued battle for retailers in the rise of ‘non-delivery fraud’ will see demand for smart labels increase in the consumer sector for high-value goods. 

The label’s versatility extends to its ability to track shipments of any size or type, emphasising its adaptability across the supply chain. Simply peel off the sticker from the back, stick it on your asset, and you’re set!  

2. Securing the supply chain 

2024 saw numerous incidents (in countries facing geopolitical tensions) of technological devices being tampered with. These breaches were brought about by security holes in the supply chain.  

In October, the EU introducted the NIS2 regulation. The legistlation is intended to ensure security measures are adhered to throughout the IT supply chain. Essentially, IT providers will implement IoT technology that monitors and protects IT components while they are being shipped. Doing so will ensure they are compliant with this new regulation. Not only that, but it will also help them protect themselves and their customers.  

3. Energy efficiency will be a key priority 

Sustainability will continue to be an important priority for IT providers and customers alike. 

When it comes to IoT and location tracking, providing energy-efficient technology is paramount, considering the small batteries such devices have on board. For this reason, clever management of cell triangulation alongside GPS technology will provide significant advantages.   

4. 5G LPWA technologies gaining momentum  

The main advantage that 5G LPWA technologies have over other types of networks, such as Wi-Fi, is its low power consumption. 

This makes it ideal for use in smart applications. For example: smart labels, where battery life is an important factor for device design and operation. 

5. Digital twin for supply chain 

In 2025, the use of digital twin technology will become a standard practice within supply chain management. 

This is thanks to the proliferation of IoT sensors and application of AI to digital twins, which will enable the dynamic tracking of simulated changes in real-world conditions, providing a powerful tool for predictive analytics and risk management on demand. 

  • Digital Supply Chain
  • Risk & Resilience
  • Sustainability

Allison Ford-Langstaff, Managing Partner and Patrick Li, Consultant at 4C Associates, explores the potential of 3D printing to transform the supply chain.

Have you ever seen the mesmerising movements of a Fused Deposition Modelling (FDM) machine in action, tracing intricate patterns layer-by-layer? Or experienced your design materialising from a resin bath with the magic of UV light? 

Additive manufacturing (used synonymously with 3D printing in this article) is not a new concept. 

However, we are yet to see the mass adoption of 3D printing in supply chains and operations. This is largely due to its slow production speed, limited material choices, and the need for post-processing. However, developments in 3D printing offer an opportunity for organisations to adopt the technology across supply chains and operations. The technology could even have a place manufacturing end products in various industries such as aerospace, construction and fashion.  

How can 3D printing transform your supply chain?

1. You can manufacture on-demand

The increasing affordability of 3D printers have made 3D printing on-demand or make-to-order products more economically viable, especially for highly customisable products. Custom implants and dental moulds are some good examples. We have also been involved in the manufacturing of ‘miniature’ figurines for tabletop boardgame designers and enthusiasts. 

2. Your supply chain will be resilient to disruptions

3D printing enables local production, allowing production to be de-centralised. Each site can produce what is needed in house, reducing the dependency on parts produced by other locations and making it less vulnerable to supply chain disruptions. Businesses and communities can benefit from a de-centralised production, in some cases by the community itself. During the initial PPE shortage due to Covid-19, we helped to produce and donate hundreds of face shields assembled with polyurethane sheets to local charities and frontline workers in London. 

3. You can reduce dependency on distant suppliers

Similarly, businesses can become less dependent on foreign suppliers as additive manufacturing improves the capability of businesses bringing productions locally. 

A good example would be car repair shops 3D-printing parts required. Inventory management is challenging due to the large number of car parts, for which the demand is relatively low. Repair shops often order lower-volume parts from suppliers only as demand arises. 

By creating local production capability of 3D printed car-parts, it can reduce the order lead-time, especially from distant suppliers. This, in turn, would reduce the need of stock buffers. The average auto repair franchise makes $1.2 million per year, with COGS covering roughly 30% of their revenue. Assume that the franchise decentralises its network into 5 local regions which yields 20% COGS reduction from inbound logistics and margin, this will give $14,400 cost savings per printer annually. Implementing a network of metal 3D printers costing $80,000 each can achieve an ROI of 26%, assuming an average machine lifespan of 7 years. 

4. You can drive costs out of your business

Additive manufacturing yields very little material waste compared to traditional subtractive manufacturing as it constructs layer-by-layer. This is especially apparent when valuable materials are used, such as titanium alloys and carbon fibre composites in the aerospace industry. 

It also has a high material efficiency when creating lightweight additively. These same designs would be significantly more costly to achieve with subtractive manufacturing methods. Furthermore, by enabling localised production, 3D printing can shorten supply chains and reduce transportation and logistics costs.

5. You can fix, replicate and create

When paired with 3D scanning and Computer Aided Design (CAD), additive manufacturing can create close replicas of existing objects. 

Reverse engineering is especially useful in speeding up the time-to-market. The process is ideal for replicating and improving existing parts in the product development stage. Not only that, but it can also extend the usefulness of end-of-life products no longer supported by the manufacturer. 

Apart from prototyping, we have also scanned, modified and printed parts for brackets and hand tools for repairing. This process proved to be functional, inexpensive and quick.

novameat plant based pulled beef burger and fries

There are, however, industry challenges

There are ongoing debates on whether additive manufacturing is a sustainable and environmentally friendly practice. While it comes with the benefits of eliminating overproduction and lowering carbon emissions due to long-distance transportation, there are also environmental concerns on its harmful emissions. 

Some additive manufacturing technologies involve the use of photopolymer resins which emits volatile organic compounds (VOCs) during the curing process, as well as potential soil and water pollution if the resin is disposed improperly. Direct skin contact with resins causes irritation, and inhalation of fumes can lead to respiratory issues.

Reverse engineering has also resulted in key issues on patent violation as patented inventions can be replicated without permission, which in turn lead to counterfeit products and trademark infringement. This problem has been worsened by the rise of digital manufacturing; the enforcement of IP rights is particularly difficult as design files can be easily shared online. 

3D printing offers a transformative potential for supply chains by enabling on-demand manufacturing, enhancing resilience, reducing dependency on distant suppliers, driving down costs, and facilitating repairs, replication and creation of parts. These benefits streamline operations, as well as making 3D printing a valuable asset for innovation: 3D printed shoes could be tailored to the form of a customer’s feet [source], cruelty-free meat products could be 3D printed to replicate the texture and structure of actual meat products [source]. 

The versatility and economic benefits of 3D printing are clear, positioning it as a key technology for the future of manufacturing and supply chain management. While it is important to be mindful of environmental and intellectual property concerns, there are many ways 3D printing can transform your supply chain.

  • Digital Supply Chain

Stefan Spendrup, VP, Northern and Western Europe at SOTI, explores the benefits of enhancing device visibility in the logistics chain.

From scanning inventory when it first enters the warehouse to tracking parcels out for delivery, devices are heavily relied on by the transport and logistics (T&L) sector. When devices go offline or when applications malfunction, multiple points of the supply chain can be disrupted. As a result, staff productivity can be severely hindered. 

This lost time quickly adds up. New data from SOTI reveals that T&L workers each lose an average of 11 hours a month to device issues. This is costly for companies, especially during the festive shopping season when demand is high.  

SOTI’s data suggests that a lack of visibility may be the root of the problem. Over a third of workers reported an inability to identify downtime issues and fix them quickly as a key source of delays. 

Coupled with ongoing labour shortages, this makes visibility, or a lack thereof, a crucial factor for businesses to address. Without doing so, goods can’t be delivered as efficiently and seamlessly as possible. 

Tackling Tech Stress 

A big part is making sure that employees have the necessary tools for their role. Vitally, those tools must also be charged, updated and ready to go. Yet, SOTI’s study found that over half (54%) of UK workers are experiencing increased stress due to device issues impacting their ability to get on with their job. This includes fast battery drain and apps being slow to load or not working at all. Much of this could be avoided if logistics businesses could take stock of their full fleet of company devices. Doing so would allow them to better monitor health and performance. 

Another issue is the rising trend of device swapping within organisations. Almost three-quarters (71%) of respondents reported that device swapping was becoming more common. This is due to scanners being uncharged or not working, or there not being enough to go around. 

While SOTI found that 82% of workers feel adequately trained in data security, this culture of sharing devices increases the risk of data breaches as employees may gain access to sensitive information not required for their role.  This can be prevented if each employee has their own well-managed, working device. Central visibility also means that if a device becomes lost or stolen, it can be tracked and locked down immediately. 

Combatting E-Waste

In addition to battling downtime, workforces are expecting more from their employers when it comes to sustainability, and some are even willing to walk out the door. SOTI’s report found that half of T&L employees would leave their jobs if their employer was not doing enough to protect the environment. And one of the biggest preventable issues is e-waste. 

There needs to be a bigger spotlight on how businesses repair, reuse and improve existing devices as too many are thrown away for ‘shiny, newer’ models, simply because it’s easier. This rip and replace culture of devices needs to be addressed from a wider environmental perspective but the enterprise mobility industry has a huge role to play. By enabling better visibility and quick, remote fixes, organisations can reduce the swap mentality and focus on identifying device issues upfront. 

This not only contributes to a more sustainable tech ecosystem but helps improve employee morale, enhance operational efficiency and bolster security. 

Road to Success

We’ve seen this in action through our work with logistics provider, DPD Ireland. DPD has a network of over 300 delivery vans and drivers within its network of depots. The company manages up to 25,000 parcels every single day. And this volume doubles during peak periods like Christmas. Due to these high volumes, it needed to ensure its devices were up to the task, allowing its workforce to get on with the job. With SOTI, DPD gained instant visibility over operations throughout the complete job cycle. Immediately, they began receiving updates on the state of devices so that issues could be dealt with quickly. 

The Top Five Benefits of Increased Device Visibility:

  • Security. The T&L sector can ensure the security, compliance and protection of sensitive data by locking down managed devices. Critically, this can be done from any location at any time.
  • Deployment. Companies can rapidly deploy devices, content and apps, out to their fleet of devices. 
  • Tracking assets. Real-time tracking allows businesses to see the location and status of assets, so operations can continue to run smoothly. 
  • Increased productivity. Reduced downtime from device issues means staff can focus on getting the job done. 
  • Reduced e-waste. With access to device diagnostics and intelligence, managers can make more informed decisions on whether a device needs to be replaced or simply repaired.  
  • Digital Supply Chain

Supply chain experts from Ivalua, DataDocks, SCALA, Brookfield, Project44, and more share their predictions for the future of the sector in 2025.

With 2024 drawing to a close, we reached out to some of the industry’s leading experts to get their predictions on what the next year might hold for the global supply chain sector.

The responses we received covered a wide range of topics, from warehousing to AI and cybersecurity. One thing remained constant, however: 2025 will be a year that poses significant challenges for supply chain professionals around the world, and it will take a combination of technology adoption, strategic planning, and collaboration to rise to them.  

Understanding the supply chain to manage risk has never been more important

Sue Williams, Managing Director at Hexagon Consultants

“More in depth risk assessments will become increasingly essential. It’s crucial for businesses to have a deep understanding of their supply chain, conducting thorough risk assessments and scenario planning in order to foresee and mitigate risks before they become major problems. 

Organisations need to ensure that they are mapping their supply chain network, ideally collaborating with suppliers to get as far down the supply chain as possible: consistently providing updates and regularly communicating to avoid any disruptions.” 

Visibility, technology, and risk mitigation will separate 2025’s winners and losers 

Phil Reuben, executive director at SCALA

“We’ve experienced a series of turbulent years for global supply chains. With ongoing geopolitical changes and technological progress, 2025 is set to be another crucial year for building supply chain resilience.

Trade tariffs proposed by the Trump administration on major manufacturers like China will have major implications for businesses with global supply chains. Very soon, businesses will have critical decisions to make about how they continue to source raw materials, manufacture, and ship products.

“Furthermore, ongoing global conflict could threaten supply and distribution in certain global territories, necessitating more resilient and adaptable supply chain strategies. Nearshoring is emerging as a strategic response to disruption, with companies opting to bring production closer to key markets, thereby reducing transportation costs and mitigating risks. 

“One area that could be increasingly key in creating resilience is effectively deploying emerging technologies. Those businesses choosing to integrate Artificial Intelligence (AI) across supply chain operations may reap the benefits of improved demand forecasting, inventory management, and general efficiency, for example. 

“Ultimately, understanding your operations, making the most of technology, and mitigating risks in the supply chain will be critical in 2025.”

2025 will be the year of smart, strategic warehousing 

Ben Segelman, Head of Portfolio Management – European Logistics, at Brookfield

“Throughout the latter part of 2024, we saw a return of confidence to the European logistics market as inflation began to turn and interest rates cooled off. As a result, we are seeing a number of large asset portfolios come to the market, as well as occupancy rates within our own portfolio growing – largely driven by built-to-suit projects with large corporates. As we look ahead to 2025, the European logistics market is poised for significant activity and transformation as tenants demand high-quality spaces. 

“The primary themes driving the logistics landscape in 2025 will be automation, digitisation, and sustainability. Companies across the entire supply chain, from sourcing to fulfilment, will prioritise these elements, even as they navigate the challenges of rapidly evolving trends. 

“This is why the role of the landlord will become ever more important in 2025. Businesses will increasingly turn to warehouse and logistics partners who can leverage the power of ‘connected networks’ to achieve maximum optionality from their space, such as unlocking access to land banks and the grid.

“There will be a particular focus on premises in strategic, best-in-town locations that offer excellent transport links, as well as spaces which attract talent. A move to campus locations, such as multi-functional logistics parks, is therefore an emerging trend that I believe we will see more of as we progress through 2025.”

The next generation of supply chain leaders will accelerate tech disruption

Tom Perrone, SVP Global Professional Services at project44

“2025 will be a transformative year for the supply chain – not just through the implementation of disruptive technologies, but also through new business models driven by a new generation of supply chain leaders.

“Data shows that today, millennials represent most of the global workforce. Over the next few years, leadership teams are set to become a millennial territory.

“This will undoubtedly cause a shift in processes and technological adoption across the supply chain, with millennials open to innovation based on their ability to quickly adapt and learn to use new platforms.

“Here, we can expect the next generation of supply chain leaders to increasingly harness automation and AI to streamline workflows without sacrificing productivity.

“At the same time, millennial employees prioritise sustainability and ethical practices in the companies they work for. With more millennials stepping into leadership roles, we can expect this shift to push more organisations to adopt new processes and technologies that enable more sustainable supply chain operations, as well as enhanced traceability to ensure socially responsible sourcing. Ultimately, this unique perspective and new set of leadership skills will help to drive innovation and enhance the resilience of supply chain operations.”

Progress on sustainability starts with data 

Jarrod McAdoo, Director of Product at Ivalua

In 2025, data will be as important as ever as organisations face increasing regulatory pressure and growing consumer demand and expectations for sustainable practices. Organisations’ ability to collect, manage, and utilise data will be key to ensuring they don’t fall behind the competition.

In addition to the need to comply with regulations such as CSRD and CS3D, initiatives like Digital Product Passports (DPPs) will gain traction, particularly in sectors like retail and battery production, to respond to growing consumer demand for transparency. Added pressure for circular initiatives will come from the EU’s forthcoming introduction of DPPs in 2027 which aims to tackle unsustainability by providing detailed digital records on product origins, materials, and recyclability. Forward-thinking brands, like Tesco’s F&F clothing range, and fashion brand Nobody’s Child have already taken steps toward this change, and more will follow suit next year.  


“The real challenge and opportunity we’ll face in the coming year lies in identifying which solution providers will effectively address the comprehensive data management challenges presented. The technology must enable companies to facilitate data collection from different sources to track metrics, monitor progress, and identify areas for improvement, as well as report. We’re likely to see a phased approach, with the key focus being on balancing regulatory requirements with practical implementation. This will require significant investment in both technology and process transformation, but sustainability should be seen as an investment, not a cost.”

Cybersecurity problems in the supply chain aren’t going away

Dominik Birgelen, CEO of oneclick AG Group

“In 2025, cybersecurity is likely to remain a priority for supply chain businesses. As supply chain companies leverage innovative solutions and digitise their operations, the risk of cyberattacks can also increase.”

“According to Statista, approximately 183,000 customers were affected by supply chain cyberattacks worldwide in 2024. This makes cybersecurity a critical issue to address for supply chain businesses. Cyberattacks can easily disrupt supply chain operations, resulting in delays, lost revenue, and a damaged reputation. This, in turn, can hinder the long-term growth of supply chain businesses.” 

“By deploying advanced solutions based on the Zero Trust Architecture (ZTA), supply chain operators can ensure that suppliers, warehouses, and logistics systems operate securely without interruption.” 

In 2025, organisations will struggle to juggle cost reduction with managing supply chain risks 

Alex Saric, Smart Procurement Expert at Ivalua

“In 2025, as investment into peak procurement staff has stalled, organisations will need to juggle a stubborn focus on cost reduction against demand to re-architect supply chains so they are more flexible than ever before. This comes as geopolitical tensions mount, a shortage of critical materials remains, and more extreme weather events loom – all making the risk of supply chain disruption even more unpredictable.

“Procurement teams will face a tough balancing act next year, so understanding how to optimise suppliers and spend in these complex times will be critical. Organisations will need to focus on diversifying supply chains to reduce risk of disruption and reliance on China. This means making sure they can build strong relationships with their strategic suppliers, and that they can identify alternative sources of supply in case of unexpected disruptions.”

Geopolitics, economic pressure, and AI will shape the post-pandemic supply chain landscape

Nick Rakovsky, CEO of DataDocks

The post-pandemic supply chain transformation is about to hit its stride. 2025 will mark the end of reactive digitalisation and the beginning of truly intelligent operations.

Three forces will define the year. 

First, geopolitical tensions will intensify supply chain scrutiny. Border checks will become more stringent, documentation requirements more complex, and origin verification more demanding. 

Second, the economic climate will force a bifurcation in the industry. Companies that have invested in automation and AI will pull decisively ahead of those still relying on manual processes and disconnected systems. The performance gap between digital leaders and laggards will become too wide to ignore, particularly in warehouse operations and logistics coordination.

The third and most interesting force is the maturation of AI-powered compliance tools. These systems will transform how organisations handle regulatory requirements, turning what was once a burden into a competitive advantage. Supply chains will become simultaneously more compliant and more agile – a combination that would have seemed paradoxical just a few years ago.

These changes won’t happen all at once. Most companies will take a “wait and see” approach in the first half of the year. But those waiting for perfect certainty before acting will find themselves scrambling to catch up when the market accelerates. 

The supply chain industry has received its lessons about preparedness – 2025 will show which companies took those lessons to heart.

The future of supply chain innovation lies with emerging technologies

Adam Spurdle, COO, at Communisis Brand Deployment

“Emerging technologies like Gen AI, blockchain, and IoT are revolutionising supply chain operations, with AI taking centre stage in marketing procurement categories, including in-store marketing materials, printed communications, and marketing incentives such as in-store purchase-linked redemption programs and couponing for large brands.

As businesses in this sector aim to streamline complex processes, the granular insights provided by AI are proving indispensable. AI enables real-time monitoring and analysis, offering the visibility needed to optimise workflows and make data-driven decisions that directly impact efficiency and outcomes.

For marketing procurement, advanced AI models are set to transform demand forecasting, particularly in areas like production scheduling for printed communications and inventory management for in-store marketing materials. AI-driven insights can also anticipate fluctuations in redemption program participation or coupon usage by analysing historical and IoT data patterns. These capabilities help prevent overproduction, reduce waste, and align procurement strategies with actual consumer demand, ultimately improving sustainability outcomes.

Moreover, AI’s ability to automate routine tasks—such as processing procurement documents, analysing supplier data, or tracking marketing asset delivery—through intelligent automation and robotic process automation (RPA) will allow teams to focus on higher-value activities. This means marketers and procurement professionals can dedicate more energy to creativity and strategic decision-making, ensuring campaigns are innovative, impactful, and aligned with brand objectives as we move into 2025.

In short, AI is not just a trend but a transformative force for marketing procurement, enabling smarter, faster, and more sustainable operations across categories. As these technologies evolve, their role in shaping efficient and creative supply chains for brands will only grow.

  • AI in Supply Chain
  • Digital Supply Chain
  • Risk & Resilience

Ahead of Manifest Vegas 2025, Kyle Henderson, CEO of Vizion, discusses the importance of keeping a finger on the pulse and staying ahead of the curve in an ever-changing and transformative world.

If the past few years have shown us anything, it’s that the supply chain is far from straightforward. 

Supply chain leaders have had to become agile jugglers, balancing everything from global ‘black swan’ events to digital transformations, sustainability initiatives, and talent management. With so many moving parts, it’s no wonder the challenge can often feel overwhelming.

However, aiming to simplify matters for supply chains is Vizion. Vizion empowers companies to track and monitor individual containers during the container journey and has recently launched capabilities to actively monitor 60% of global trade. TradeView, Vizion’s Global Trade Intelligence platform and dataset is designed to measure and analyse the flow of goods to identify risk and improve supply chain resilience. 

Vizion’s container tracking solution seamlessly delivers the most comprehensive, standardised, and detailed container tracking events directly to any software system or spreadsheet. This empowers logistics service providers, shippers, and stakeholders with complete end-to-end visibility into the freight that fuels their business, ensuring they stay ahead of the curve. Too often, outdated data leaves companies in the dark when they need it most. Vizion’s real-time tracking solution provides its customers with instant updates, allowing them to monitor a container’s every move as it happens. Through Vizion, customers stay in control and make informed decisions with data that is fast and responsive.

Speaking exclusively to SupplyChain Strategy ahead of Manifest Vegas 2025, Kyle Henderson, CEO of Vizion, explains why he thinks the supply chain industry is at a pivotal moment amid a disruptive geopolitical world and a new US administration and the knock-on impacts these events have.

Kyle Henderson, CEO of Vizion

Can you share some background on yourself and the business?

Kyle Henderson: “I am the founder and CEO of Vizion, a leading company in the freight visibility industry. Vizion monitors, maps, and predicts global supply chains live. We provide unparalleled visibility into the flow of goods, enabling businesses and governments to identify risks, optimise logistics, monitor markets, and combat illicit trade. Imagine a world where you can trace the origin of every component in your product, or instantly detect anomalies that could disrupt your supply chain. That’s the power of having Vizion.”

What inspired you to get involved in logistics?

Kyle Henderson: “My career is all about using technology to change industries. I started back in 2015 with ClearMetal, where I realised how important logistics is. It’s how everything we use gets to us. It was important to use tech to make the whole process of moving stuff around the world way more efficient. I call this ‘using bytes to move atoms.’ Since starting Vizion, I have been focused on finding innovative solutions for supply chains and global trade. I am excited about the huge potential for tech to totally transform these areas.”

What are you most looking forward to at Manifest 2025?

Kyle Henderson: “Engaging with our customers and partners in person is a top priority for us. Events like Manifest provide the ideal setting for these valuable face-to-face interactions. Whether it’s on the bustling expo floor or during our dedicated Ion Stage event, these connections are invaluable for understanding the evolving needs of our customers and strengthening our partnerships.

“Furthermore, Manifest is a dynamic event for discovering the next wave of innovation in our industry. We’re always eager to explore emerging companies and groundbreaking technologies that are poised to disrupt the supply chain landscape. Keeping a finger on the pulse of these advancements is essential for us to stay ahead of the curve and continue delivering cutting-edge solutions to our clients.”

How do you think events like Manifest are contributing to the overall evolution of supply chain and logistics? What makes it so special?

Kyle Henderson: “Biggest and broadest. Manifest brings the largest audience of attendees from all over the supply chain space. Whether there to learn, shop for solutions, or reconnect with professional networks Manifest is a wonderful place to discover software, hardware, and people solutions for conquering supply chain challenges.”

What, broadly, do you think 2025 holds for the supply chain space?

Kyle Henderson: “The year 2025 is packed with unknowns: new US administration, deepening geopolitical tensions, the redrawing of supply chain networks to optimise resilience vs. cost. We should see freight rates improve as freight volumes return push past 2010 highs. Needs around supplier risk and compliance will continue to grow as regulation and politics make impacts. We’ll see large corporates begin reorganising to take better advantage of tech, optimise costs, and rethink the geographies they do business in.”

What does 2025 hold for your business specifically?

Kyle Henderson: “For Vizion, 2025 is about expanding on our customers’ success with the TradeView platform. We continuously monitor 99% of the container freight assets and have unprecedented visibility into what is being shipped worldwide. This intelligence is used to help logistics operators, supply chain planners, and market analysts understand and predict live trade at unprecedented detail and scope. Logistics Visibility, Supply Chain Risk, and Trade Forecasting are at the heart of Vizion’s 2025.”

Learn more about Vizion here.

  • Digital Supply Chain

Ahead of Manifest Vegas 2025, Paul Heitlinger, General Manager, Autonomous Inventory Monitoring Service (AIMS), at Nokia, discusses how his organisation is boosting accuracy, efficiency and cost savings in the supply chain through tech innovation.

Nokia is changing the game.

In the pursuit of streamlined, customer-centric, and cost-effective operations, warehouse managers are presented with a difficult choice.

They can either pour sizable resources into costly labour to oversee vast inventories, or they can accept the inevitable losses from shrinkage — the theft, misplacement, or damage of goods within expansive warehouse spaces. According to Nokia, this can lead to large annual inventory losses, not only inflating operational expenses but also jeopardising the timely shipment of products to customers.

This is where Nokia has stepped in. The company has solved this dilemma via the revolutionary launch of its Autonomous Industrial Monitoring Service (AIMS).  Cutting-edge autonomous drones navigate warehouses with ease, scanning inventory in real-time and providing managers with near-continuous, accurate updates. The result? A significant boost in accuracy, efficiency, and cost savings.

Paul Heitlinger is the General Manager, Nokia AIMS. In an exclusive interview with SupplyChain Strategy ahead of Manifest Vegas 2025, Heitlinger fills us in on the moves his company is making within the space and why 2025 is set to bring even further transformation.

Paul Heitlinger, General Manager, Nokia AIMS

Can you share some background on yourself and the business?

Paul Heitlinger: “Hello all. I am an entrepreneurial leader with extensive experience in corporate innovation and entrepreneurship. In my current and most exciting venture to date, I am leading AIMS, a Nokia startup that uses autonomous drones, computer vision and AI to automate warehouse inventory cycle counting. The venture originated as a Nokia Bell Labs research project, progressed to a commercial launch and is now in an accelerated growth stage. Previously, I have held senior positions in companies such as Avis Budget Group, Verizon, Citigroup, Capgemini, and various startups, in varied roles including CEO, venture capital, corporate innovation, product management and strategy consulting.”

What inspired you to get involved in logistics?

Paul Heitlinger: “Logistics is an industry with vast efficiency improvement possibilities – there are a hundred thousand warehouses around the world that still operate manually with limited automation. The industry holds multiple opportunities for true innovation that improves logistics performance, efficiency, customer satisfaction and ultimately the bottom line. This is such an exciting space to be building a new service right now.”

What are you most looking forward to at Manifest 2025?

Paul Heitlinger: “The team and I are looking forward to interesting discussions around warehousing automation possibilities. I’m not just there to pitch the value of AIMS to prospective customers, but also to learn from my peers and thought leaders. It’s an amazing opportunity when the brightest minds in the industry come together in one place to learn from each other, network and have fun. Manifest isn’t too large or too small, it’s just the right size to sell, learn and create new relationships.”

How do you think events like Manifest are contributing to the overall evolution of supply chain and logistics? What makes it so special?

Paul Heitlinger: “It is a perfect opportunity to meet a lot of experts in the field, learn from them and share future visions. Attendees can explore a lot of innovative solutions and can bring back concrete, ready-to-go solutions already in the market for immediate implementation. Everyone, both customers and vendors, have something to contribute to the event.”

What, broadly, do you think 2025 holds for the supply chain space?

Paul Heitlinger: “In 2025, more and more companies will evaluate their operations on a detailed level. There are more opportunities for automation and analytics. 2025 will be an exciting year as we see more AI and ML solutions to help warehouse operators manage operations, sales and workforces. Add in uncertainty around tariffs and trade, and I think this will be an amazing year for both logistics companies and vendors working with them.”    

What does 2025 hold for your business specifically?

Paul Heitlinger: “2025 will definitely be a growth year for Nokia AIMS! We have gone through the start-up phase and are now expanding rapidly. The need for this kind of solution is evident and our capability enables warehouses to automate inventory counting 7-10 times faster and with higher accuracy and increased efficiency than manual counting. Nokia AIMS has a proven 30-40 % ROI over a three-year period, therefore it is truly a no-brainer to our customers. As a result, employees can concentrate on more value-adding tasks, and thus companies can increase employee satisfaction and decrease employee turnover. We look forward to working with our customers and making the product better than ever and helping our customers operate best-in-class warehouses.”

Learn more about Nokia AIMS here.

  • Digital Supply Chain

Ahead of Manifest Vegas 2025, Adam Ulfers, VP of Sales at Meter, reveals how his organisation is aiming to save customers time and money via its end-to-end network solution.

In the fast-moving logistics industry where speed and efficiency are everything, fast and high-performance internet and Wi-Fi are essential to getting shipments out the door on time and keeping customers satisfied. 

Network downtime isn’t just an inconvenience—it’s a costly disruption that can throw off delivery schedules and damage a company’s reputation. 

Enter Meter, the innovative solution driving change in the world of logistics. Founded in 2015, Meter’s mission is to build enterprise-grade networks that are faster, more reliable, and more secure. With a full-stack approach that seamlessly integrates Meter’s own hardware, software, and operations, they ensure that companies can run smoothly on a modern, reliable network—no matter their size or sector.

Speaking exclusively to SupplyChain Strategy ahead of Manifest Vegas 2025 is Adam Ulfers, VP of Sales at Meter. He explains the seismic shift from experimentation to the widespread implementation of transformative technologies within the supply chain.

Adam Ulfers, VP of Sales at Meter

Can you share some background on yourself and the business?

Adam Ulfers: “Today, I run the global sales team at Meter. I’ve been in the industry for over a decade, most recently building and leading the global sales teams at Cisco Meraki. 

Meter provides internet infrastructure for the enterprise. Alongside our partners, we handle everything needed to get great internet, networking, Wi-Fi, and cell coverage in any space. We’ve spent the last decade building a unified network stack: enterprise hardware, intuitive software, and operational support delivered to our customers for one, predictable monthly fee. Today, hundreds of customers,from growing startups to the largest hedge fund in the world, trust Meter to run their networks.”

What inspired you to get involved in logistics?

Adam Ulfers: “The logistics industry relies on fast and highly performant internet and Wi-Fi to get shipments out the door to meet delivery schedules and maintain customer satisfaction. Network downtime can be disruptive and extremely costly to businesses, so leaders in logistics are turning to modern networking solutions, like Meter’s, to ensure their devices remain connected. Logistics companies like Go Bolt, Stord, Veho, and others use Meter to scale their warehouse and shipping operations. With Meter, they can reduce their total cost of ownership, increase operational efficiency, avoid heavy upfront hardware costs, and always have the latest technology in their spaces.”

What are you most looking forward to at Manifest 2025?

Adam Ulfers: “We’re really looking forward to connecting with leading logistics companies to demonstrate how they can save time and money with Meter’s end-to-end network solution. Today, warehouses have robust networks with numerous Internet of Things (IoT) devices. Robotic pickers, scanners and cloud-based software stacks require a reliable, secure, and scalable solution. Meter can provide a streamlined solution and management support to enable IT teams to focus on more high-leverage tasks for their business. We’re excited to showcase Meter’s solutions to this audience, building meaningful relationships along the way.”

How do you think events like Manifest are contributing to the overall evolution of supply chain and logistics? What makes it so special?

Adam Ulfers: “Events like Manifest play a critical role in driving the evolution of supply chain and logistics by fostering innovation, collaboration, and thought leadership across the industry. Supply chain challenges are increasingly complex and can really benefit from cutting-edge technology and cross-industry partnerships. Manifest helps bring these elements together in one place, creating a unique environment for progress.”

What, broadly, do you think 2025 holds for the supply chain space?

Adam Ulfers: “The adoption of new technologies in the supply chain space is accelerating, driven by the need for greater efficiency, resilience, and adaptability. In 2025, I expect to see a significant shift from experimentation to widespread implementation of AI and ML, IoT and sensor technologies. It will be imperative to have a network that supports this influx of new technologies to ensure each component stays online and productive.”

What does 2025 hold for your business specifically?

Adam Ulfers: “We’re growing quickly, serving hundreds of customers today across the US, Canada, and the UK. Into 2025, we’ll continue acquiring new distributed spaces as enterprises look for a solution that makes their life easier. We’re excited to grow our business in the shipping and warehouse space–Meter was purpose built for it. All we need is an address and a floor plan, and we can take care of the rest. From ISP procurement to network design, configuration, installation, and management, and finally, ongoing support and upgrades we work with and for our customers along the way.”
Learn more about Meter here.

  • Digital Supply Chain

Industry experts weigh in on the role of technology in overcoming demand fluctuations, out-of-stocks, inventory mismanagement, increased cyber threats, and the other challenges posed by mega shopping events like Black Friday.

Black Friday 2024 is over. This year, while customers’ enthusiasm for in-person shopping was muted, online retailers saw their revenues rise yet again year-on-year. While the shopping extravaganza can provide numerous opportunities for retailers, brands also face issues such as demand fluctuations, out-of-stocks, inventory mismanagement, and increased cyber threats — especially as online shopping continues to rise in popularity.

This year, we spoke with a range of industry experts to take a deep dive into the challenges Black Friday poses for supply chains, and understand how the industry can use innovative tech to address them in the upcoming holiday shopping period and beyond

Streamlining inventory management

There are several challenges that retailers and supply chain brands face during Black Friday and inventory mismanagement remains at the top. During the busy shopping period, brands need to maintain high inventory accuracy for effective order fulfillment. According to Amber Hovious, VP of Marketing & Partnerships at Teamwork Commerce: “During Black Friday, the focus on stock management should become a top priority.” 

“Being able to provide high-quality experiences is one thing, but it is a waste of time if a retailer doesn’t have a specific product available. With increased traffic both online and in-store around Cyber Weekend, the potential for stockouts, and ultimately, disappointed customers, increases significantly.” 

Similarly, Dean Drew, President of the RFID Solutions Division at SML Group, highlights the crucial role of inventory replenishment during Black Friday. Frew believes: “Replenishment  during peak holiday sales periods is critical in order to avoid out of stocks in distribution centers and on the sales floor.”

It is clear that retailers should find ways to navigate the right solutions to meet their specific needs. Teamwork’s Hovious suggests: “Once Black Friday sales begin, retailers need to utilise the right technology that can track inventory across all locations, from the supply chain to the shop floor. The right platform can keep an accurate view of all sales – both online and in-store – as well as stock, flagging when inventory levels begin to deplete. From here, associates can replenish shelves, or they can redirect more stock from warehouses to various locations depending on sales demand.”

“Product availability can make or break a retailer’s performance during Black Friday.” — Amber Hovious, VP of Marketing & Partnerships, Teamwork Commerce

There is no denying that brands should invest in cutting-edge technologies that can enable them to keep accurate track of inventory which is key not only to drive sales but also to deliver high-quality customer experience. Highlighting the importance of inventory accuracy, Hovious adds: “Product availability can make or break a retailer’s performance during Black Friday. There is no greater disappointment for a customer than discovering an item they want is out of stock. By getting their inventory practices right during Black Friday, retailers can maximize their opportunities for success.”

When it comes to ensuring inventory accuracy, technology such as item-level RFID can be instrumental. SML’s Frew suggests: “By employing item-level RFID, retailers can easily track stock levels across their entire supply chain. This enables brands to identify individual products and components and trace them throughout the supply chain from production to point of sale.” Explaining why brands must use RFID technology during Black Friday, Frew adds: “It [RFID] provides retailers with supply chain clarity and sets the foundations for an efficient operation during Black Friday weekend.”

Cybersecurity & crime during Black Friday

Cybercrime remains a pressing concern during the busy shopping season. Dominik Birgelen, CEO of Oneclick AG Group points out: “Black Friday is often a busy period, providing countless opportunities for supply chain businesses. But, it’s also a prime time for hackers seeking vulnerabilities during the busy period. The supply chain sector remains a lucrative target for cybercriminals, having significant amounts of critical data.”

Cyber attacks can significantly impact operations during busy periods, along with other severe consequences. Birgelen highlights: “Cyberattacks can easily disrupt supply chain operations, resulting in delays, lost revenue, and a damaged reputation. This, in turn, can hinder the long-term growth of supply chain businesses.” Outdated software and the lack of technologies can lead to increased vulnerabilities. To protect themselves from cybercriminals, retailers and supply chain companies should lean on robust security solutions. Birgelen advises companies to use zero-trust solutions. He says: “By deploying advanced solutions based on the Zero Trust Architecture (ZTA), supply chain operators can ensure that suppliers, warehouses, and logistics systems operate securely without interruption.” 

In addition to cybercrime, theft continues to be a serious issue for brands, increasing retail shrink. According to Sarah Bird, Head of Local Services at NBCS: Supply chain crime has been making the headlines recently as a significant amount of cheddar was recently stolen from the London cheese producer Neal’s Yard Dairy – a fraudster impersonating a French retailer managed to scam the business.” Businesses must invest in significant in-store security measures to reduce losses while ensuring high-level security for their staff. 

Black Friday and beyond

To capitalise on Black Friday opportunities, businesses must first address inventory and security issues. As per industry experts, leaning on innovative technologies can be a wise choice for brands to empower themselves and drive growth. 

Those who can get the right tech stack in place can operate effectively, navigate the season’s demands and achieve sustainable growth.

  • Digital Supply Chain
  • Risk & Resilience

Executives at Manifest Vegas preview one of the hottest events in the supply chain calendar and why 2025 will be the conference’s biggest yet.

2020 was a year to forget for lots of people.

The COVID-19 pandemic caused disruption in almost all walks of life and shook the world to its very core.

However, in amongst that chaos was also opportunity as Courtney Muller discovered.

Today, she serves as President at Manifest Vegas as well as Chief Corporate Development Officer at Connectiv. Manifest brings together the most comprehensive ecosystem of those innovating and transforming end-to-end supply chain and logistics. It is a must-attend for those looking to discover how technology is transforming the way goods are moved around the world.

As a result of the pandemic’s impact, Muller and her team had a long wait before Manifest could launch its first event in 2022. But, according to Muller, that actually acted as an advantage. “It was a blessing in disguise,” she tells us. “We had a two-year lead up to build the first Manifest. This is very unusual for a conference but it enabled us to penetrate the industry, not just in the United States but globally.”

And it has quickly become one of the most hotly anticipated events in the supply chain calendar. With 6,000+ total attendees arriving from over 50 countries, there will be more than 1,500 shippers, 1,200 startups and investors and over 300 world-class speakers at the three-day event. Set to be hosted at The Venetian for the first time, Manifest showcases a unique combination of a global audience with an all-star line-up of speakers, exhibitors and networking all blended to make Manifest an unmissable experience.

Early beginnings

That launch event in January 2022 was the culmination of a significant amount of work by Muller and her team. Indeed, it could have been seen as something of a risk considering the uptake of virtual events in the wake of the pandemic. However, Muller was determined to make Manifest a success. “When we launched the event, the Omicron wave was in full force,” she reveals. “I can’t tell you how many conversations we had with people to reassure them we were still holding the show. It’s funny to look back now because everyone wore a mask that first year and that’s an important part of the journey. But you can’t beat in-person communication. It’s the best way to build relationships and network.”

Katie Date, SVP, Industry Relations and Strategic Initiatives at Manifest, has been with the organisation for a little over a year. Date has 20 years of experience bridging businesses, research, and education in various supply chain roles. Currently, she leads efforts to build strategic partnerships, drive innovation, and promote diversity, equity, inclusion, and belonging (DEIB) in the industry. She also founded the Women in Supply Chain Initiative at MIT, a pioneering project that expands knowledge and resources to create more diverse and inclusive workplaces.

People-focused

Her journey to Manifest is an interesting one as she was recruited by Muller after delivering a keynote speech at the Women in Supply Chain Lunch at Manifest in 2023. “I was on stage talking about the topic of diversity and inclusion which is close to my heart and Courtney and I had a very short conversation backstage which really set the wheels in motion,” she explains. “I got to see the magic that was Manifest, meet the team and see first-hand what they were creating. A year and a half later, we’re still creating that magic.”

Muller adds that recruiting Date was one of the most important moves her company has made so far due to the qualities she brings to the table. “Katie’s background and expertise is so important, and we both really care about DEI and gender diversity,” explains Muller. “It is a topic we connected on together. I had seen Katie quoted in a Wall Street Journal article which is how I came to know about her. I reached out to her LinkedIn, and I remember not hearing from her for a while so when I finally did, I was so excited and she ended up giving one of the best speeches we’ve ever had at the Women’s Lunch.”

Innovation

A new exciting element that Manifest is introducing is mentorship. As part of the invitation to the Manifest Women’s Lunch, conference organisers ask the C-suite level attendees whether they would like to be a mentor or mentee. Anyone who shows interest will be added to the event networking app for matchmaking before being paired up.

“We are suggesting that these people can meet at the Women’s Lunch but they would obviously be able to meet before that if they would like,” says Muller. “Katie is going to talk about how to be a great mentor and how as a mentee you can get the most out of the relationship. We are hoping that at the end of the lunch, there are going to be lots of people hanging around who are meeting for the first time, potentially in a new mentor-mentee relationship, and that they will have been matched up by the Manifest technology. We are really excited about this.”

Muller adds that one of the great things about the Manifest Women’s Lunch is that a significant number of men also attend. “Often when you go to women’s events, it is 95% women, but this event attracts an even spread and we have a lot of men asking questions at the end and really engaging to learn more,” she reveals. “It’s just such a great thing to see and I feel that many people walk out of that lunch learning something that they didn’t know before and adopt a new practice around gender diversity.”

Navigating the supply chain 

Given the disruptive nature of the supply chain in recent years following a barrage of issues ranging from COVID-19 to geopolitical tensions, Manifest aims to shine a light on the problems of the day and advice on how to tackle them. “I’m really proud that at Manifest we have sessions focusing on cutting-edge technologies like AI, visibility and autonomous vehicles, but we’re also looking at things like organisational design and change management,” explains Date. “Also by popular demand, we are expanding our shipper round tables. For shippers particularly, this is a great opportunity because shippers in a small group setting get to talk about the issues that are top of mind and walk away with some new connections and some real tangible solutions that can be applied in the supply chain.”

Date’s primary area of focus is recruiting shippers to Manifest. With more than 6,000 supply chain leaders in attendance, Manifest is certainly creating quite the buzz in the space. “My aim is to attract more shippers to the event. With so many on stage bringing their larger teams to the event, it’s a great signal to the industry that this is truly the place to be with your peers,” explains Date. “A lot of people consider Manifest a little mini supply chain reunion because there are so many people from lots of different companies there. And we love it because we do the business at Manifest, but we also like to have fun with things to make it a truly immersive experience at every corner of the event.”

Why Manifest?

Manifest certainly offers something for everyone. With more than 150 conference sessions covering a range of aspects within the supply chain ranging from robotics and AI to nearshoring and sustainability, attendees will be spoilt for choice. The conference will offer an innovation stage on the expo hall where some 40 companies will present and demo their latest technologies and there will also be a startup area that will host up to 100 startups.

“Our expo floor is unique because it offers so many opportunities to network and have fun with peers,” explains Muller. “We keep our audiences well hydrated with coffee bars, we have a beer garden and if you don’t like alcohol, we’ve got a mocktails area too. You can pet a puppy, swing a golf club, or even play an arcade game on the Manifest Expo floor while browsing the latest technologies. It’s an event that focuses on innovation, content, networking, and an incredible show experience. We invest in the things that make it a better experience for our audience.”

After Party

And following a packed three-day agenda at Manifest, Grammy-nominated and global megastar Flo Rida will perform exclusively for the conference on the Official After Party stage. With international hits such as ‘Low’, ‘Right Round’ and ‘My House’, Flo Rida has sold more than 80 million records worldwide. “The response has been great. Everyone knows Flo Rida and his music is extremely upbeat so we’re all really excited about this booking,” affirms Muller. “Every year, we try to get a great performer and I truly feel like Flo Rida has resonated with our audience.”

Previous years has seen the likes of Ludacris, Nelly and Neo all perform at Manifest’s After Party. Date adds that the advantage of booking headliners is the close setting. “These parties are pretty small and you can get quite close to the performers,” she explains. “It’s a great opportunity to let your hair down and have a great time. It’s truly a celebration of everything that we’ve put into planning the event, but everything that the industry has put into making the content so rich.”

Future plans

Despite so much planned for 2025’s event, Muller and her team have no intention of slowing down. With more countries set to be represented than ever before at approximately 50+, Manifest is driven to go international. “In the 2024 show, we had 44 countries represented, and the year before it was about 35. We keep growing every year and we are now seeing people from all five continents attend our conference. We truly are a global event.”

As part of that, the team’s long-term plan is to host an event in Europe, however, there are no firm plans for when or where this will be yet. “For now, our focus is on getting companies from outside the US to participate in Manifest,” reveals Muller. “About 15% to 20% of our speakers are from outside the United States and this past year we actually hired a European representative called Babs Baxter. We hired her from Logistics Business Magazine in the UK, and she’s helping us bring more European companies and get the word out in Europe about Manifest. This will be a constant drumbeat for us and we will continue to be global to ensure that our attendance is representative of people all over the world.”

Targeting Europe

Date adds that bringing Manifest to Europe where lots of multinational companies have headquarters will provide the additional ability to attract leaders who can’t necessarily bring their whole team to the United States. “Instead, they could bring their team to a regional European show and it’ll give us the opportunity to really expand on content and some of those intricacies in the supply chain,” she discusses. “What I’ve learned about travelling throughout the world is that almost everyone has a common goal to make the supply chain run smoothly. There are so many lessons that can be learned across fences, and I think that’s what Manifest does really well. It’s about bringing people together.”

  • Digital Supply Chain

Welcome to the latest issue of SupplyChain Strategy!

This month’s cover of SupplyChain Strategy features Schneider Electric’s Cassie Crossley who discusses cybersecurity leadership, securing the product lifecycle supply chain for software, hardware, and firmware, and protecting critical infrastructure. 

For a global industrial technology leader like Schneider Electric, which provides energy and digital automation and industrial IoT solutions for customers in homes, buildings, industries, and critical infrastructure, there are few more important considerations. The company serves 16 critical sectors and has a vast digital footprint spanning the globe, presenting a complex and ever-evolving risk landscape and attack surface. As a result, cybersecurity, product security and data protection, and a robust and protected end-to-end supply chain for software, hardware, and firmware are fundamental to its business. 

Overcoming supply chain challenges

“For us, supply chain security means taking a holistic approach and considering every aspect from the beginning to the end of the entire product lifecycle,” she explains of her core activities. “That means product lifecycle security – we build and manufacture our own products, but also use third parties components so are responsible for the upstream supply chain as well. It also involves SBOM, source code governance, the security and risk management of the manufacturing process and facilities we use, the security of our products that become part of larger systems, and the ongoing work we do with customers through our field service engineers. Transversely, we also consider vulnerability management, cyber defence, incident response, and the various policy work I carry out with government organisations.” 

Elsewhere, Adriano Garibotto, Co-founder and Chief Sales & Marketing Officer at Creactives SpA, discusses the generation of enormous benefits for CPOs and supply chain chiefs through a unique brand of AI. Plus, we speak with executives at Manifest Vegas to look ahead to one of the hottest events in the supply chain calendar and uncover why 2025 will be the conference’s biggest meet yet.

Enjoy!

Read the full issue of SupplyChain Strategy here.

  • Digital Supply Chain

From risk and resilience, to AI and sustainability, supply chain industry experts weigh in on the biggest trends set to shape the future of the sector in 2025.

The past 12 months have been a challenging time for the world’s supply chains. 2024 was shaped by geopolitical conflict, pivotal elections in the majority of the world’s largest nations, worsening symptoms of climate collapse, and the ever-changing conversation surrounding technology’s role in day to day life. If there’s one thing that’s remained consistent and predictable over the course of the past year, it’s a marked trend in chaotic, inconsistent, disruptive conditions throughout global supply chains. 

Throughout this year and now, going into 2025, supply chain leaders have responded to these challenges — exploring new ways to unlock resilience while containing costs, embracing new technologies while remaining cyber secure, and walking the increasingly narrow line between failure and success that the supply chain industry is forced to tread. As the year draws to a close, we spoke to 10 experts from organisations throughout the supply chain sector, from technology vendors to logistics analysts, to find out what the supply chain industry’s leaders expect from the next 12 months (and beyond). 

In 2025…

… Visibility and control will remain key

Steve O’Keeffe, RVP UK&I at Epicor

“There are a few key strategies that distributors will need to focus on in the face of supply chain disruptions and inflationary pressures as we move toward 2025. First, it’s important to recognise the significant demand for products from the UK to Europe and beyond, which presents both opportunities and challenges. Managing this effectively hinges on one crucial asset: inventory.

“Visibility and control are key. Distributors must optimise their ability to monitor stock — they need to be able to ensure that they have the right amount of product in the right areas to meet customer demand. Technology will be a major enabler in this, providing faster insights and helping to optimise decision-making processes. Distributors will need systems that allow them to act quickly, repositioning inventory closer to customers to reduce costs and improve delivery times.

“AI will play a big role in helping distributors manage this. By analysing vast amounts of data — whether it’s from different distribution partners, product types, or warehouse locations — AI can provide insights that allow distributors to make more informed decisions on where to position stock for optimal efficiency. This will help with cost management and also enable faster, more agile responses to customer demands.”

… Supply chain strategies and business strategies will become increasingly intertwined. 

Tom Perrone, SVP Global Professional Services at project44

“Before the pandemic, the planning and execution of a company’s supply chain strategy resided with only a few technically minded specialists. Next year, however, supply chain strategy will become even more intertwined with wider business strategies that centre around cutting costs, creating competitive differentiation and ensuring excellent customer service and delivery experiences.

“Currently, supply chain and logistics costs account for 10% of an organisation’s overall spend. However, ongoing economic uncertainty will put supply chain efficiency high on the priority list for executive teams looking to cut costs. You can’t streamline what you can’t measure, so gaining end-to-end visibility of supply chain operations will be essential to identify areas to automate and minimise excess spending while enabling staff to focus on higher-value tasks. At the same time, this level of visibility will be important to compliance teams within large organisations that are faced with increased pressure to report on Scope 3 emissions reductions.

“Meanwhile, customer service teams will become more involved, with the last mile of the supply chain having the potential to make or break customer loyalty. Here, new technologies to enhance supply chain visibility and provide real-time order intelligence will be invaluable to communicate with customers, particularly when it comes to unprecedented delays. Next year, digital tools that promote visibility and collaboration will be key to breaking down internal siloes and ensuring greater alignment.’

Tariffs and geopolitical unrest will see new sourcing hubs appear across Asia and beyond – Alex Saric, Smart Procurement Expert at Ivalua

“In 2025, we’re likely to see sourcing hubs appear in new areas across Asia and Eastern Europe – with the US, EU, and the UK continuing to impose tariffs against suppliers in countries like China and Russia. New supply chains will be created in areas close to tariffed nations, as organizations find new ways to buy critical materials or components while sidestepping eye-watering tariffs. This will be particularly important for industries impacted by shortages like raw materials, fuel, and semiconductors.

“For example, the Taiwanese chipmaker TSMC has already agreed to build a third factory in Arizona, while U.S. chipmaker Onsemi has invested $2Bn to set up a full semiconductor production chain in the Czech town of Roznov pod Radhostem. We will likely see more of this type of investment over the next 12 months.

“It will take time and investment to shift operations fully, but organizations will need to bolster their supplier visibility to identify new sourcing hubs and gain access to the products they need at a lower price.”  

… Generative AI will solve its own skills gap

Pascal Bensoussan, Chief Product Officer at Ivalua

“In 2025, Generative AI (GenAI) will tackle the procurement and supply chain industry’s AI skills gap by becoming more autonomous and user-friendly. Despite plenty of experimenting taking place since 2023, many teams have not integrated GenAI into their day-to-day workflows. But, as semantic data retrieval, AI orchestration, and LLM technologies advances, Generative AI systems are becoming more intelligent and more autonomous. Next year, we will see the emergence of AI agents that are capable of understanding high-level directives and act autonomously on specific events, evaluate options, make decisions, and generate  detailed analytics, forecasts, and recommendations. Procurement and supply chain professionals will be able to interact with those AI-powered assistants by simply describing their needs in natural language, without having to master complex prompt engineering or coding skills. This will dramatically lower the barrier to entry for using – and benefitting from – AI.”

“With more users across the business, GenAI will become the de facto corporate ‘business operating system’, fundamentally reshaping the user experience. Rather than being simple “one-and-done” features sprinkled across the spend management suite, assistants will act as a central interface or in the background, seamlessly integrating data sources, decision-making models, and workflow automations into one unified space. As a result, AI will dynamically adapt to support everything from procurement to demand forecasting, helping teams to focus on more high-value tasks and adding strategic value.”

… Retailers will focus on nearshoring and resilience. 

Rob Shaw, MD EMEA at Fluent Commerce 

“Supply chain disruptions have been a cold shower for retailers this year. From the Red Sea crisis to the recent US port strikes, these events have been a shock to the system. Retailers didn’t realise how big of an impact it could have on their operations. They’ve been bitten, and now they’re shy. As a result, CFOs will be nervous about over-exposing themselves. 

It’s cognizant of when COVID-19 hit. Initially, we experienced a massive shortage of products. Then, supply chains opened up and people over-ordered and overstocked. A lot of brands fell by the wayside as they overspent on purchasing products they couldn’t turn into revenue. It’s a balance between feast and famine – one that retailers will be paying closer attention to in the coming year. 

Learning from these events, retailers will change the way they source goods. More near-shore supply chains could emerge as companies look to reduce reliance on the Far East. The introduction of export taxes in the US may also have a significant impact on overseas trade, possibly leading to shifts in market strategies for European brands as they reconsider their expansion plans.

Retailers will also be looking closer at how they orchestrate and manage their inventory to ensure they can fulfil the customer promise. With real-time inventory data that shows what stock is available now and in back order transit, retailers can know for certain what they can promise to their consumers – and provide timely updates if disruptions occur.”

… Supply chains will enter a new age of efficiency. 

Holly Clarke, Product Manager for Inventory AI at Peak

2025 will be the year of supply chain efficiency. With the explosion of Generative AI in 2024, excitement will begin to settle in the New Year. The focus will shift; emphasis will be less about the expectation of it doing ‘everything’ within the supply chain, and more about its practical use.

This means supply chain staff will see the true value in AI’s breakdown of data, automation of some manual tasks, and the ability to ask questions about next steps. In the coming year, GenAI’s role will be focused on helping supply chains optimise efficiency and output within its strongest capabilities.

Production planners, too, will see their roles change in 2025. With AI continuing to reshape the role, it is vital production planners are AI-literate, particularly as tech’s importance will grow. With less supply chain staff in the industry, leaning on tech is going to be more important than ever and production planners must embrace AI as a supporting tool in the workplace. Those who don’t risk being left behind. There may be less resources at hand, but AI will guarantee stronger outcomes.

On top of this, there’s a misconception around AI that production planners need an extremely granular focus when it comes to planning, but this can actually hold you back. Higher level planning is much more effective, especially as it prioritises flexibility and the ability to be as agile as possible in the face of global issues.

… Regulation has a role to play in maintaining supply chain resilience. 

Simon Bowes, CVP Manufacturing Industry Strategy EMEA at Blue Yonder

“Today’s supply chains remain volatile. From the ongoing Red Sea crisis, US port strikes, rising inflation and new global pandemic health emergencies, businesses are under immense pressure to identify and manage systemic risks in supply chains. 

However, there is an answer and a way in which the Government can build a secure supply of critical goods, mitigate risks within the global trading environment, and support businesses with supply-chain resiliency. Introducing a government-mandated electronic supply chain trading network with end-to-end visibility would aid organisations with insights to see, understand, act, and learn from real-time information from the entire digital ecosystem. This should be based on an AI-powered unified platform that enables multi-tier orchestration, planning, and collaboration to accelerate processes with autonomous and semi-autonomous decision-making. 

Think of it this way: just as services such as electricity and broadband are provided via government-mandated markets, creating an engine for supply chain planning could also be provided via a government-rolled-out network. If all trading partners in a supply chain can derive confidence in each other from having confidential electronic visibility of forecasts, inventory, shipments and invoices they will reduce lead times and excess inventory which releases working capital.

It is time to take control of the systematic risks in our supply chains with one unified global supply chain operating system – unlocking the barriers essential for delivering long-term, sustainable, inclusive, and resilient growth.”

… Supply chains will need to carefully navigate regulatory changes.

Ricky Alfred, Director of Responsible Business, Communisis Brand Deployment

“Next year will be impacted by the European Commission’s recent decision to delay the EU Deforestation Regulation (EUDR), giving businesses across the supply chain the new deadline of compliance by December 30, 2025. Looking forward to 2025, affected businesses, including our own, will be refining preparations, to ensure readiness to comply with the legislation.

“While the EUDR is well-intentioned, it has faced considerable challenges. Developing nations have raised valid concerns about the intense compliance requirements and the investment needed from some of the world’s poorest farmers. Additionally, major economies like the US and China have expressed reservations, complicating traceability efforts for commodities.

“This next year will be crucial for us all. It will allow us to thoroughly assess our supply chains, engage with our partners, clients, and suppliers to understand how we can work together to satisfy legislative requirements. A significant part of this effort will involve evaluating the systems we use and what we need to provide along the value chain to ensure compliance across all stakeholders. It’s also an opportunity to explore, in even greater depth, innovative technologies such as AI and blockchain to help meet these requirements effectively.”

… Cyber security will be more important than ever.

Dan Bridges, Technical Director – International at Cyware

“As we look toward 2025, it is more crucial than ever to remember the importance of securing our supply chains against the ever-growing threat of cyber attacks and the harm these can cause. 

“With increasing interconnectivity and supply chain complexity, breaches in one part of the ecosystem can quickly ripple through to other areas, making collective defence strategies more vital than ever to maintain business resilience. Organisations must stay vigilant and acknowledge the need to assess, monitor, and review their own cybersecurity practices as well as those of their third-party vendors. This shift will likely push companies to not only improve their own security postures but also to collaborate more effectively across industries. 

“The coming year is set to be significantly influenced by regulatory frameworks like the EU’s Digital Operational Resilience Act (DORA) and the Network and Information Systems Directive 2 (NIS2). These regulations are already shaping the landscape by imposing stringent requirements on organisations to secure their supply chains and critical infrastructures, particularly in sectors such as finance and essential services. In the coming years, it is likely that such regulations will expand to encompass more industries, creating a uniform standard for operational resilience and cybersecurity risk management across the board.

… AI and RFID will be technological cornerstones of the supply chain.

Amber Hovious, VP of Marketing & Partnerships at Teamwork Commerce

“As supply chain requirements evolve and businesses are presented with new challenges, the role of innovative technologies such as AI and RFID will become more important in 2025. Omnichannel retail has already taken retail by storm, and the supply chain industry acts as the foundation to any omnichannel success, where businesses need increased accuracy, visibility, and transparency of their supply chains.”

“Solutions powered by AI and RFID are likely to remain in demand in 2025, solving supply chain challenges for businesses. The integration of AI into operations is expected to become more common as supply chain operators strive to gain higher precision and improve predictive analytics.” 

… The retail supply chain will move beyond logistics. 

Henry Ayres, Head of Engineering Practice at Daemon

“In 2025, the retail supply chain will redefine itself as more than just a logistics process, it will be a strategic driver of customer loyalty. As competition tightens, Artificial Intelligence (AI) and data analytics will take centre stage, and supply chains will shift from multiple experimental investments to larger scale transformative tech solutions that deliver tangible ROI and impact the bottom line. This means no more AI for AI’s sake and retailers will double down on solutions that directly impact sales and optimise store operations.

“One way we’ll see this step change come to fruition is the implementation of high-value product vending machines. In this system, instead of high-value and/or rarely purchased stock occupying shelf space, customers take a ticket for the product and retrieve the item at the checkout. This innovation not only frees up in-store real estate for more products but also mitigates theft and ensures consistency of product availability across locations—key to maintaining customer loyalty.”

This article appeared in Issue 6 of the SupplyChain Strategy magazine. Click to read the whole magazine for in-depth interviews, analysis, and coverage of the biggest trends shaping the supply chain sector.

  • AI in Supply Chain
  • Digital Supply Chain
  • Risk & Resilience

Oleksandr Martyshko, Senior Mobile Software Architect at Teamwork Commerce, on why supply chain efficiency is increasingly reliant on RFID technology.

The role of radio frequency identification (RFID) technology in today’s supply chain is critical. Whether to enhance business efficiency or mitigate losses, RFID technology can significantly streamline retail supply chain operations through enhanced inventory visibility.

RFID-powered real-time visibility holds the supply chain together

Supply chain operations — including inventory procurement, storage, distribution, and transportation – rely heavily on accurate inventory data. Without real-time visibility into their stock, retailers are unable to make informed, timely inventory decisions. If they do not know, in real-time, which products are in high demand or have sold out, they can’t restock quickly enough. This can lead to missed sales opportunities and reduced customer satisfaction, ultimately sacrificing business profitability.

RFID technology bridges the gap between retailers and their inventory, enabling real-time inventory tracking as it moves through the supply chain. As a result, retailers can precisely understand where exactly their products are, identify any red spots where items go missing, and take necessary action to mitigate losses.

Additionally, the technology allows retailers to replace their manual inventory counting tasks with automated operations. Equipped with handheld RFID readers, products can be instantly scanned in bulk, at the item level. This accelerates both inventory audits and order processing. All this leads to a seamless supply chain where retailers have clear visibility of their inventory and can make effective decisions, faster. RFID, in turn, enables retailers to channel the valuable time of their staff towards more strategic, value-driven tasks. Employees can focus more time on providing high-quality customer experiences, ensuring in-store shoppers are assisted in the best possible way. 

Ultimately, this allows retailers to maintain more sustainable supply chain practices, reducing waste and making their business operations more environmentally friendly. Retailers can minimise excess production, reduce emissions from unnecessary transportation and storage, and lower the risk of unsold goods ending up in landfill sites.

Beyond inventory tracking 

While RFID’s role in inventory management is critical, the technology offers much more than just enhanced inventory tracking; it also provides critical insights for demand forecasting. Retailers can use data provided by RFID tags to better understand purchasing trends, and predict future demand with greater precision. This allows them to adjust their procurement strategies accordingly, identify bottlenecks, predict demand, and optimise their inventory levels ahead of time. 

Undoubtedly, retailers can significantly reduce the risk of supply chain disruptions using modern innovations. However, there are always chances of unexpected delays. Real-time visibility provided by RFID also enables retailers to take proactive measures to minimise the impact of such unexpected disruptions and drive business continuity. 

The role of RFID has evolved over the years. From being a ‘nice to have’ technology in the past, RFID has emerged as an essential part of a supply chain ecosystem. Retailers must look for innovative ways to integrate the tech into their operations.

  • Collaboration & Optimization
  • Digital Supply Chain

Ronald Kleijwegt, CEO of Vinturas, explores the need to balance security and interoperability when managing data in the modern supply chain.

Data security issues have become a new frontier for supply chain disruptions in 2024. While much of the recent discussion around supply chain volatility has focused on international conflict, disturbances in key shipping lanes and ongoing trade tensions, those who work in international logistics have started to sound the alarm on the scale of cyber threats for supply chains. 

Data disturbances and risk aversion 

It is easy to see why supply chain managers are so concerned. The modern supply chain ecosystem thrives on data exchange between trading partners. But the exchange of important and often sensitive data between disparate systems and different trading partners leads to risk. What’s more, in today’s supply chain ecosystem the use of IT systems to optimise delivery is all but a given. However, this means when things do go wrong businesses are uniquely exposed to IT outages or data breaches. The CrowdStrike outage, to take a recent example, had a ripple effect across global supply chains, causing many companies’ operations coming to a near standstill.  

However, technological backsliding or a retreat from the use of cutting-edge technology in supply chain ecosystems should not be the lesson taken from the increased prevalence of cyber threats. 

Data sharing and collaboration do not come with data security issues by necessity. The important thing is for businesses to take a more considered approach when integrating data sharing technology into their supply chain operations. 

The case against technological backsliding 

To understand why technological retreat is far from the optimal strategy for companies worried about data breaches and cyber threats in their supply chain ecosystems, we need a better sense of the problems at hand. 

Most companies are understandably wary of exposing sensitive data like intellectual property, pricing strategies, or production details through a data exchange platform. And this sort of anxiety does not stop with data exchange platforms. 

To take another example, the recent experiences of many OEMs and LSPs with Transportation Management Systems (TMS) and visibility platforms have eroded trust. These solutions, intended to enhance collaboration, have in many instances collected information and data without explicit approval. Some organisations end up using this data, even if anonymised, for purposes beyond the original scope of the agreement, or even sold to third parties. This raises critical questions about data ownership and transparency within the supply chain ecosystem.

Clearly, hesitation surrounding data security is a valid concern for supply chain managers and the natural reaction might be to retreat from using any platform, building data fortresses to insulate from risk. 

This would be a mistake, however. Limiting data sharing hinders collaboration and reduces flexibility within supply chains. Without good data on the status of each linkage within a supply chain ecosystem, companies and their trading partners are running blind. This means that if data security issues do arise, they are even harder to diagnose and deal with. The key, therefore, lies in finding the right balance between data security and collaboration. 

Setting up secure supply chain ecosystems  

At its most basic level, a data exchange network with enhanced security features improves cyber security compared to traditional visibility platforms, offering robust security protocols, access controls, and audit trails. It is worth going the extra mile when integrating these processes. However, securing the data exchange network is just one piece of the puzzle for supply chain managers. 

A truly secure supply chain ecosystem requires a multi-layered approach. Ultimately, building trust through transparency is key. Companies need to understand how their data is being used and protected within the supply chain ecosystem. And IT systems that have interoperability at their core are central to that objective. 

Interoperability for supply chains means secure and seamless communication and data sharing between different systems applications and trading partners, technologies, and organisations. This reduces bottlenecks and provides the sort of data that stakeholders or security partners need to respond to issues in real time. What’s more, it enables the integration of diverse security protocols, ensuring that organisations can more consistently protect their data (and that of their partners) as it moves through various stages of the supply chain. Interoperability also facilitates collaboration and trust between trading partners by standardising data security practices, minimising vulnerabilities caused by isolated or incompatible systems. Ultimately, it strengthens the overall resilience of supply chain ecosystems, making them more agile and better equipped to mitigate risks.

As always, there’s no silver bullet 

Of course, it is important to remember that interoperable systems are not a silver bullet against cyber threats and that a multi-layered security framework remains essential. 

However, supply chain managers need to reach a stage where they are confident in that technology that their systems are using. This is key to avoid technological backsliding and less efficient supply chain ecosystems, but also to ensure systems are secure in the face of modern cyber threats.

  • Digital Supply Chain
  • Risk & Resilience

Shabbir Dahod, President and CEO of TraceLink, talks risk, resilience, and maintaining visibility in the pharmaceutical supply chain.

At this year’s LogiPharma 2024 event, we caught up with some of the pharmaceutical supply chain sector’s thought leaders. We asked them about everything from digital transformation to AI and the climate crisis, hoping to learn more about the trends shaping the industry, and how their organisations are responding to the challenges ahead. 

Here’s  Shabbir Dahod, President and CEO, TraceLink, discussing the most pressing issues facing the global pharmaceutical supply chain. TraceLink is a leading end-to-end digital network platform for intelligent orchestration of the supply chain. It enables visibility, traceability, and collaboration between supply chain partners. Through its Opus Platform, solutions like the Multienterprise Information Network Tower (MINT), and its B2N Integrate-Once™ network, TraceLink connects manufacturers, suppliers, distributors, healthcare providers, and regulatory agencies on a single platform. This enables seamless data sharing, real-time tracking of products, and ensures regulatory compliance. These benefits are especially important for for pharmaceutical products where patient safety and drug authenticity are critical. TraceLink’s solutions help reduce inefficiencies, prevent drug shortages, and verify timely delivery of critical healthcare products.

1. What are your biggest takeaways from this year’s LogiPharma event?

At LogiPharma, supply chain digitalisation emerged as a key theme. It highlighted how digital platforms are transforming pharmaceutical operations by offering real-time visibility, better coordination, and reduced inefficiencies. 

Companies are increasingly relying on these tools to meet the growing demand for faster, more accurate delivery of medications. Another prominent topic was the use of AI for supply chain resiliency. Here, predictive analytics are helping companies anticipate disruptions and optimise inventory. 

Additionally, DSCSA compliance was a major focus, stressing the need for digital tools to ensure traceability, product safety, and regulatory adherence.

2. More broadly, what kind of shape does the pharmaceutical supply chain find itself in after such a remarkable few years? 

The pharmaceutical supply chain today is navigating a period of intense transformation and pressure. 

Factors such as COVID-19, political conflicts, and inflation have shown us the weak points in the supply chain, such as over-reliance on certain regions for manufacturing, a lack of visibility across the supply chain, and challenges in meeting demand surges. However, these challenges have given rise to great opportunities to transform legacy supply chain processes, which have previously held back the industry. 

For example, we’ve seen tremendous innovation over the last few years. Companies are adopting AI to improve resilience, visibility, and collaboration across the supply chain. The focus is shifting toward greater agility and patient-centric approaches to ensure the continuous supply of essential medicines.

Looking ahead, the pharmaceutical industry’s adoption of new technologies is creating a more resilient and agile global supply chain. 

These advancements, coupled with a growing emphasis on patient-centric approaches, position the industry to overcome current challenges and build a stronger, more adaptable supply network. With continued collaboration and innovation, the future of the global supply chain holds great promise for ensuring the consistent delivery of essential medicines to patients worldwide.

3. What do you feel are the biggest lessons that the last few years have to teach us about the future? And are modern supply chains prepared to deal with the kind of ‘black swan’ events we’ve seen recently?

In recent years, supply chains have learned that resilience and adaptability hinge on real-time, end-to-end visibility across the entire network. This level of visibility allows companies to make proactive, data-driven decisions, swiftly reroute operations, and respond to sudden disruptions in ways that were previously unimaginable.

The move towards digital transformation has accelerated the adoption of advanced technologies like AI and predictive analytics. These tools turn real-time data into actionable insights. It helps supply chains not only detect potential risks but also intelligently orchestrate responses. For instance, AI can analyse patterns in data to anticipate shortages, and automation can trigger adjustments in inventory or production levels before disruptions impact customer delivery.

Furthermore, real-time visibility enhances collaboration with suppliers and partners across the globe. Rather than being limited to isolated insights, companies are now operating within interconnected multi-enterprise ecosystems where data is shared seamlessly across the supply chain. This transparency fosters a collective agility that strengthens resilience, ensuring that everyone from manufacturers to distributors to retailers can adjust in sync.

With this digital transformation and the focus on real-time data, modern supply chains are more agile, resilient, and prepared to navigate future “black swan” events. The shift towards end-to-end network visibility and intelligent orchestration is not just about meeting today’s challenges. It’s also about setting a foundation for a new era of supply chain management—one where AI-driven foresight and flexibility become the norm rather than the exception.

TraceLink’s network platform plays a critical role in feeding data lakes. It does this by capturing and consolidating vast amounts of real-time supply chain data from multiple stakeholders, including manufacturers, distributors, and healthcare providers. 

This networked approach ensures that data, such as transactional records, inventory levels, shipment tracking, and compliance information, is aggregated and structured efficiently for analysis. By feeding this data into data lakes, businesses can leverage advanced analytics, AI, and machine learning to derive actionable insights, enhance decision-making, and optimise supply chain performance.

For CSCOs looking to start their generative AI journey, the first step is to evaluate their current data infrastructure. Generative AI relies heavily on clean, high-quality data. Therefore, understanding the maturity of existing data systems, identifying gaps, and ensuring data governance policies are in place is critical. This involves assessing how well the organisation collects, stores, and manages supply chain data, as well as determining whether the current IT infrastructure can support the integration of advanced AI technologies​.

Next, CSCOs should align AI initiatives with business goals, ensuring that AI use cases—such as demand forecasting, inventory optimization, or supply chain risk mitigation—are directly tied to strategic objectives. They need to prioritise areas where AI can deliver immediate and measurable value.

It’s also crucial to build cross-functional collaboration between IT, operations, and supply chain teams. AI implementation requires a strong partnership between technical experts and supply chain leaders to ensure that solutions are both technically feasible and operationally relevant​.

Finally, start small and scale. Pilot programs are an excellent way to test AI capabilities before putting them in place throughout the organisation. These pilots help identify potential challenges, refine AI applications, and build confidence within the organisation. 

5. What’s the next step for pharma supply chain leaders and how can they take it? 

The pharmaceutical supply chain can take the next step forward by focusing on a few key strategies. First, digitalising end-to-end information flows is critical because it lays the groundwork for every other advancement. Without digitalisation, supply chains lack the unified, real-time data necessary to track product movement, monitor quality, and proactively respond to disruptions. 

Digital information flows make it possible to see and manage the entire supply chain as a connected ecosystem, breaking down silos and enabling faster, data-informed decisions at every stage. 

Collaboration is equally important. By encouraging better integration between suppliers, manufacturers, and logistics partners through shared digital platforms, the industry can improve communication and alignment across the entire ecosystem.

To build resilience and agility, the industry must diversify suppliers, regionalise production. Not only that, but it should use AI-driven forecasting to predict and mitigate risks. 

Lastly, as the industry shifts towards patient-centric models, supply chains will need to adapt to handle smaller, specialised shipments. This is particularly true for sensitive products like gene therapies and vaccines. This can be achieved by investing in advanced logistics infrastructure, such as temperature-controlled systems, to ensure product integrity​.

  • Digital Supply Chain
  • Risk & Resilience

New supply chain consultancy Kōse Advisory will provide actionable insights to organisations tackling the biggest problems facing the supply chain industry.

Koray Köse, futurist and expert in geopolitical risk, supply chain technology, and strategic advisory, has announced the launch of Kōse Advisory. Specialising in providing actionable insights, Kōse Advisory focuses on the convergence of people, processes, and technology to create tangible business impact for its clients.

Kōse Advisory: The Vision 

Kōse Advisory’s vision, according to its founder, is to inspire and empower technology companies, corporations, and investors to navigate an ever-evolving landscape by helping them strategise for visionary success, prioritise transformative initiatives, and elevate their operations through innovative technology and AI. The organisation has committed to managing the convergence of people, processes, and technology. It will do so with a focus on effectiveness, responsibility, and competitiveness. 

Sustainability is also central to its founder’s vision for the business. Kōse Advisory’s services also focus on ensuring the organisation’s comittment to a more resilient and responsible future.

Kōse Advisory will serve a wide range of clients, including:
  • Technology Firms (Startups & Scale-ups). Companies eager to advance in market presence, investor and analyst relations, and efforts to scale.
  • Corporations on a Journey. Enterprises seeking technologies to enhance their value and supply chains while becoming more sustainable and resilient.
  • Venture Capital & Private Equity Firms. Investors exploring their next supply chain technology investment or looking for industry expertise to support their current portfolio through mergers and acquisitions.
  • Events & Conferences: Organisers seeking cutting-edge, research-driven content, engaging public speakers, and dynamic panel discussions.
  • Research Organizations and Consultancies. Firms looking to collaborate on advancing their coverage in AI, advanced technologies, and supply chain risk management.

“In today’s interconnected world, sustainable supply chains are not just a competitive advantage; they are essential for long-term success. At Kōse Advisory’s, we empower organisations to harness the potential of AI and emerging technologies, transforming challenges into opportunities for growth and resilience,” said Köse. “We are dedicated to providing strategic insights that not only enhance operational effectiveness but also foster a responsible and sustainable future.”

Kōse Advisory’s mission is to deliver actionable strategies and cutting-edge insights to technology companies, corporations, and investors. Going forward, the company will focus on creating tailored strategic plans. These plans will prioritise key initiatives, and leverage advanced technology and AI to drive operational excellence. “Our research into technology, geopolitics, and economics informs our approach to enhancing global value chains and procurement. We guide clients through every phase of transformation—from strategy development to implementation—while integrating sustainability to achieve lasting benefits for businesses and the environment,” added the company in a press statement. 

  • Digital Supply Chain

As part of our LogiPharma coverage, Gísli Herjólfsson, CEO and co-founder of Controlant, answers our questions on the future of the pharmaceutical supply chain space.

From natural disasters and geopolitical conflict to the threat of a future pandemic, the challenges facing global pharmaceutical supply chain operators are daunting. The global supply chain landscape is becoming more unpredictable and prone to disruption. Not only this, but supply chain organisations are, some argue, ill-equipped to tackle these challenges. 

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. 

Gísli Herjólfsson is CEO and co-founder of Controlant, which provides real-time monitoring solutions for pharmaceutical supply chains. 

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

The seed for Controlant was planted when a group of friends were studying together at The University of Iceland, experimenting with wireless technology and real-time data access. We quickly realised that applications of simplification, automation, and real-time monitoring for supply chains for perishable goods added up to a business idea. Founded in 2007, Controlant was based on this idea. 

The swine-flu epidemic in 2009 changed the course of Controlant permanently. We realised that our technology would have the greatest impact in pharma. By the time the Covid-19 pandemic broke out, Controlant had developed its pharma-validated devices, platform and services and was in collaboration with pharma companies around the world. The global pandemic put the company’s solutions to a test of speed and scale not seen before. The crisis proved the value that real-time visibility brings to pharma supply chains. 

Today, Controlant is a global leader in the digital transformation of pharma supply chains. Its solutions are trusted by leading pharmaceutical companies and logistics providers to make their supply chains more efficient, reliable, and sustainable. Our vision is to unleash the power of people and technology to deliver zero-waste supply chains for patients, the planet, and our partners.

Inside LogiPharma 2024

2. What is the value of events like LogiPharma 2024? How important is this conference in the supply chain pharma calendar?

Partnerships are incredibly important to us at Controlant. LogiPharma is an important venue for the global pharma community. The event gives us an opportunity to connect with our partners, customers, and industry experts.

In-person collaboration on supply chain challenges and solutions, and sharing our expertise of real-time visibility for pharma supply chains, for example through our keynote, are important for continuous innovation in the industry. Access to industry subject matter experts, including speakers on critical challenges such as waste reduction, drug delays, sustainability, and regulatory change, helps us deepen our understanding of where the industry is heading and at what pace. These face-to-face interactions strengthen our partnerships with our customers. Not only that, but inspire us as we develop new solutions to advance the industry in a way that benefits patients and the planet.  

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

What sets LogiPharma apart is the collaborative environment which encourages the development of forward-thinking strategies, allowing attendees to future-proof their supply chains with robust technologies and visibility platforms. The biggest takeaway from this year’s LogiPharma was the opportunity to engage with colleagues and customers. Through networking with them, we aim to better understand what matters most in today’s supply chain landscape. 

4. What are the biggest takeaways from this year’s LogiPharma for you?

It was clear that many pharmaceutical supply chains are still operating with outdated technology. This hinders supply chain visibility, process automation, and optimisation of supply routes. There is a significant opportunity to enhance efficiency, drive digitalization, and improve sustainability efforts across the industry.

One of the major barriers holding companies back is the reliance on disparate systems, inconsistent data models, and fragmented business units. The discussions at LogiPharma revealed a clear urgency to future-proof supply chains with the best technology available, such as real-time visibility technology, and ensure any solution implemented is sustainable at scale.

It was inspiring to hear from some of the most forward-thinking companies and brightest people in our space. These people have embraced technology to future-proof their supply chains, addressing the triple bottom line of people, planet, and profit.

5. Given the backdrop of the global disruption, how would you sum up the pharmaceutical supply chain space today? 

The Covid-19 pandemic was a great testament to learning by embracing the impossible. Controlant had the privilege of being a part of a collaborative effort defined by unprecedented willingness from an entire ecosystem to embark on a transformational journey. Faced with the task of delivering COVID vaccines in record-breaking time at a global scale, transformation was the only way. By embracing technology and working in a trusted partnership, the outcome was the safe delivery of billions of doses of vaccines shipped to destinations around the world with a 99.99% success rate. 

The pandemic and other disruptions to global supply chains have only highlighted the impact of real-time visibility on all aspects including patient safety, efficiency, resilience, and sustainability. With impressive growth in drug development and clinical trials – including new, revolutionary treatments on the horizon such as cell-and-gene and personalised medicine – the parameters and challenges placed on pharma supply chains will only grow. Without real-time visibility, pharma supply chains stand to become a bottleneck rather than an enabler for treatments reaching patients worldwide without delay, while safeguarding product quality and minimising environmental footprint. 

6. What do you feel are the biggest lessons supply chains have learnt over the past few years? Also, how well equipped is the modern day supply chain to deal with ‘black swan’ events?

The implications of not taking leadership when you see new technology on the horizon is triple negative effect. Delaying hurts patients, planet and profits. 

Just as the pharma industry is making great strides by applying technology such as AI to drug development, clinical trials, diagnosis, there are vast opportunities in applying technology to the supply chain to reduce waste and ensure patient safety throughout. 

Major events in recent years have showcased the value of having a single source of truth, data that is accurate, reliable and in real time, and sharing the data with all stakeholders involved in the process of getting the product safely, efficiently and sustainably to its destination. Adopting real-time visibility is a game-changer, especially when dealing with deviations or extreme events.

Sustainability in the supply chain 

7. Sustainability is an important item on most Chief Supply Chain Officers’ agenda. Amid government legislation and changing customer demands, is a sustainable supply chain a non-negotiable in today’s world?

Controlant’s zero-waste vision for pharma supply chains is at the heart of everything we do, whether internally in our operations or in the solutions we develop for our customers. Tackling waste along the pharma supply chain while not making any compromises to patient safety is the key driver in all we do.

There is no planet B. That makes it even more important that we partner for impact along the value chain for positive impact.  

Our customers are highly ambitious, not just when it comes to treatments, vaccines and medicines for patients to improve health outcomes and quality of life for as long as possible. They are also very ambitious when it comes to their sustainability impact. Our customers need like-minded partners like Controlant that can support them with measuring and reporting the environmental, social, and governance performance. We are their strategic partner for sustainable supply chains, enabling them to meet their sustainability targets.

8. In what ways have you incorporated sustainability into your own operations?

Controlant has a clear vision and demonstrated track record for incorporating sustainability into its operations. Not only that, but we also extend our impact beyond our own operations, to customers, partners, and the wider community. 

With an estimated 30% of all medicines wasted globally, the greatest impact we have is through our real-time visibility solutions that enable pharma companies and logistics providers to reduce waste along their supply chain. With data at their fingertips, the pharma industry can take proactive steps to reduce waste from lost or discarded medicines and vaccines, and reduce the need for extra manufacturing and transportation of safety stock, thereby lowering emissions, costs, and time required to get medicines and vaccines to where they are needed.

The Saga logger, our flagship IoT device, is re-usable and enables our customers to reduce emissions by 86% per pharma shipment. At our service centres, we repair, recharge and recalibrate devices for reuse. Our devices are eco-friendly and designed for extended durability. The first life-cycle assessment of a Controlant product was conducted in 2023 for the Saga logger. The assessment revealed that Controlant avoided more than 8,203 tonnes of CO2 equivalent for its customers in 2023, the equivalent of driving more than 30 million kilometres in an average fuel-powered passenger vehicle.

On our journey toward sustainability leadership, we have reached several significant milestones. In May 2023, Controlant’s science-based target to reduce scope 1 and 2 emissions by 42% by 2030 was validated by the Science Based Targets initiative. This made Controlant one of the first companies among industry peers to have a validated target. We are proud to report that our overall emissions decreased by 68% in 2023, with a 38% reduction in scopes 1 and 2, putting us on track to meet our science-based target. 

9. And how else are you promoting sustainability?

Major ESG rating agencies also endorsed our progress and commitments towards sustainability. In 2024 EcoVadis, the world’s most trusted business sustainability rating provider, rated Controlant Silver. That placed us in the top 15% of more than 125,000 companies rated globally from a variety of industries. Controlant’s coordinated action on climate issues was recognized by the Climate Disclosure Project (CDP), the global non-profit that runs the world’s leading environmental disclosure platform, with a B- rating. In addition, we also received a B rating in the CDP Supplier Engagement Rating, which measures the company’s performance on governance, targets, Scope 3 emissions, and value chain engagement. 

Controlant is a participant of the UN Global Compact, and supports the United Nations Sustainable Development Goals. Community engagement is integral to Controlant and its culture, connecting the company beyond its traditional value chain. 

By collaborating with local causes and initiatives, we strive to put our weight on the scale when it comes to our social performance and give back to the communities that we are a part of. A flagship of our community engagement is our partnership with UNICEF, launched in 2023, with a focus on child immunisation. As part of the collaboration, the two partners, joined by the Chief Epidemiologist of Iceland, launched an awareness campaign on childhood vaccinations in Iceland in early 2024, spotlighting immunizations as one of the most effective ways to prevent infants and children from falling seriously ill or dying from preventable diseases. Our volunteer day is another way we empower our global team to have a positive impact on the community. It gives every member of our team the opportunity to take one paid day to pursue volunteering activities.

The future of the pharma supply chain

10. What’s next for the pharmaceutical supply chain industry?

Future-proofing the pharmaceutical supply chain requires a forward-thinking approach, built on a foundation of strong partnerships and collaboration. In today’s interconnected world, no single entity can drive meaningful change alone. By working together across the value chain, we can tackle the complex challenges that lie ahead.

It’s also essential that we embrace technology with confidence. The next evolution of our industry will be powered by real-time data. Accurate, precise, and actionable insights are critical for proactive decision-making. Real-time visibility enables companies to become more proactive and agile. It means they’re not just reacting to disruptions, but anticipating and strategically managing them.

The digitalization of supply chains is the key to unlocking these insights. By harnessing the power of data, pharmaceutical companies and logistics providers will be better equipped to drive efficiency, reduce waste, and enhance their ability to deliver life-saving therapies to patients worldwide. This is how we move the industry forward—by leading with innovation and a shared commitment to excellence.

11. Are there any of Controlant’s exciting projects, past or present, that you’d like to highlight?

Controlant provides a holistic set of solutions for pharma supply chains encompassing IoT devices, the cloud-based Aurora platform, and dedicated services including our 24/7 monitoring and response teams. Our comprehensive solution offering puts us in a unique position to apply our industry expertise and technological leadership to invent new solutions that help pharma and logistics providers future proof their supply chains. 

Highlights from our product pipeline include Zero-Touch Release, our recently launched Supply Chain Soft Spots, and the Saga Card, now in the pilot phase. 

Controlant’s GxP-validated “zero-touch” automated release process is leading in automating supply chain processes to improve resilience and reduce the risk of disruption. The zero-touch release application automates the product release process. This simplifies and accelerates release processes while relying on verified data sources to ensure quality standards. Using this platform, pharmaceutical firms can drastically reduce lead times and save on work hours. The zero-touch approach speeds up time to market, improves OTIF performance, reduces expenditure, and minimises carbon footprint. 

The Supply Chain Soft Spots dashboard addresses inefficiencies in the supply chain. It helps customers identify the lanes and other places along the chain where issues such as temperature deviations occur. Supply Chain Soft Spots is a dashboard with an interactive map-based interface. The solution allows for identifying where critical temperature excursions occur with Points of Interests, such as airports and harbours, automatically mapped through 3rd party data.

12. How exciting a future does the pharmaceutical supply chain have? 

For agile pharma companies that are ready to adopt new technologies, the pharmaceutical supply chain has a very exciting future. Pharma companies are leading the way in developing new therapies that can transform patients’ lives by improving health outcomes and quality of life. Controlant’s global team is driven by the goal of ensuring patient safety while reducing waste in the pharma supply chain. 

We are proud to support our customers in delivering therapies to patients worldwide in a safe, efficient, and waste-free manner. 

Every day, we work to make a positive impact by cutting waste at every stage, and ensuring patient safety. This ultimately benefits patients by improving health outcomes, increasing access to medicines, and ensuring the safety and effectiveness of treatments.

  • Digital Supply Chain
  • Risk & Resilience

As part of our LogiPharma 2024 coverage, we talk to Steve Bonadio, Vice President of Global Marketing at Tive, about data, IoT, and a sustainable pharma cold chain.

From hurricanes in the Southern US to conflict in Europe and the Middle East, global supply chains are increasingly at severe risk of disruption. For pharmaceutical organisations, ensuring supply chain speed and resilience is a non-negotiable goal. 

Steve Bonadio, Vice President of Global Marketing at supply chain and logistics visibility technology company Tive, believes that traceability driven by strong data collection and analysis is the key to unlocking the resilience that global pharma supply chains need. 

With 25 years of industry experience and a distinctive background that combines expertise as both an industry analyst and a revenue-driven growth marketer, Steve has a proven track record in building scalable marketing and go-to-market organisations. Before joining Tive in 2022, Steve led a global demand generation team that contributed to the rapid growth of Ivalua (enterprise procurement SaaS). He has also held senior positions at leading companies such as Oracle, Vidyo, and META Group (acquired by Gartner).

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. 

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

I am the Vice President of Global Marketing at Tive, a global leader in supply chain and logistics visibility technology. 

Inside LogiPharma 2024

2. What is the value of events like LogiPharma 2024? How important is this conference in the supply chain pharma calendar?

LogiPharma U.S.—and its sister show in France each spring—are among the top conferences that Tive invests in year-after-year. 

The quality of the audience, excellent conversations with customers and prospects, and the intimacy of the event really stand out.

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

The audience with whom we’re trying to connect is well represented at LogiPharma. Specifically, this means senior-level supply chain and logistics executives from the major life sciences and pharmaceuticals companies. 

Not only do we get to spend valuable face time with our customers and prospects at LogiPharma, but we also get to meet professionals from new companies that are actively seeking a complete chain solution which enables them to monitor their shipments in real time, achieve compliance, reduce excursions and waste, and ensure product quality and patient safety. 

Additionally, unlike a major tradeshow exhibition where the show floor seems to go on forever, the intimacy of LogiPharma and the focused agenda truly stand out to us.

4. What are the biggest takeaways from this year’s LogiPharma for you?

The need for accurate, real-time data and insights came across loud and clear—from all corners of the industry. 

As life sciences and pharma leaders move from passive shipment tracking or legacy EDL solutions to real-time location and condition tracking, the opportunity to collect multimodal shipment data in real-time is unlocking tremendous ground truth insights that can be used to drive supply chain efficiencies—optimising lanes and routes, minimising dwell time, understanding cargo theft danger zones, and more.

The global pharma supply chain

5. 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 the perspective of traceability and visibility into the location and conditions of life-saving pharmaceuticals (e.g., vaccines, drugs, cell & gene therapies), many pharmaceutical companies still rely on legacy passive loggers to monitor their shipments. 

Passive loggers may check the box for creating an audit trail and maintaining cold chain compliance, but they are often cumbersome to work with. For example, the receiver of a shipment needs to manually extract the data via USB, transfer and review the data, and email/fax the data to the shipper for review. 

This is inefficient at best, and at worst doesn’t provide the opportunity to intervene—in real time—should a shipment exceed certain thresholds (e.g., temperature, humidity).

On the other hand, our research reveals that real-time visibility is no longer just a value-added service—it’s become a fundamental customer expectation. 

The adoption of real-time IoT trackers and devices has more than doubled over the past year—from 25% in 2023 to 53% in 2024—and Tive continues to experience tremendous growth as a result of customer demand to unlock ground truth operational data and drive best-in-class supply chains. 

6. What do you feel are the biggest lessons supply chains have learnt over the past few years and how well equipped is the modern day supply chain now to deal with ‘black swan’ events like the ones we’ve seen recently?

Modern supply chains require strategic vision, a focus on operational efficiency and flawless execution, and robust technology infrastructure. Together, these requirements are essential to building resilient supply chains—and black swan events like COVID-19 have illustrated beyond a doubt that resilience is key.

From Tive’s perspective, resilience is knowing where your shipments are in real time, seeing what condition they are in, and having the ability to act immediately when excursions occur. During the COVID-19 pandemic, Tive was right there in the thick of things—driving successful vaccine deliveries for the Australian government and others, which this customer story dives into.

Sustainability in the supply chain 

7. Sustainability is an important item on most Chief Supply Chain Officers’ agenda. Amid government legislation and changing customer demands, is a sustainable supply chain a non-negotiable in today’s world?

Absolutely, yes. At Tive, sustainability starts with visibility. All the major life sciences and pharmaceutical companies have set targets to reduce the Scope 3 greenhouse gas (GHG) emissions that occur in their supply chains. Achieving a more sustainable supply chain requires anticipating and adapting to unforeseen events, and Tive ensures that our solutions provide access to the end-to-end data visibility and real-time alerts shippers need—while also protecting the environment.

Tive actively supports sustainability initiatives on millions of shipments moved by all modes of transportation—around the globe. We help our customers reduce their Scope 3 emissions by:

  • Providing traceability: Tive trackers help customers know the exact location and condition of their shipments at all times, which helps minimise transit time—and carbon emissions generated.
  • Saving shipments: Real-time alerts enable shippers to mitigate disruptions—or avoid them altogether—reducing transit time and preventing waste.
  • Reducing truck “dwell” times: When a container is detained or delayed, Tive helps shippers quickly detect and leverage strategic appointment scheduling—decreasing idling time.
  • Eliminating empty miles: Identify round-trip opportunities across all lanes—creating more efficient routes.
  • Tracking damaging events: Documentation and real-time reporting capabilities enable Tive customers to quantify the impact of real-time visibility in relation to reducing damages, spoilage, and waste.
8. In what ways have you incorporated sustainability into operations?

Tive’s Green Program is the heart of our sustainability strategy. Introduced in 2021, the Green Program is built on a simple yet powerful idea: incentivise customers and receivers (those receiving trackers at the completion of a shipment) to return used Tive trackers to us instead of discarding them. 

We encourage customers and receivers to gather trackers post shipment; once they have a full box, we send them a prepaid shipping label—facilitating a simple return process.

This initiative serves a couple of key purposes. First, it significantly reduces electronic waste by renewing and recirculating trackers, extending their useful life, and reducing the demand for new device production. Second, this program provides an opportunity for customers to be part of a sustainable cycle—which helps them contribute to their own ESG initiatives and priorities.

What the future holds for the pharmaceutical supply chain

9. How can the pharmaceutical supply chain industry take that next step and what strategies can it implement to push the industry forward even further?

From a shipment tracking and supply chain visibility perspective, as mentioned earlier, the shift from passive logging to real-time tracking—and the ground truth insights that it enables—will have a profound impact on how vaccines, drugs, and therapeutics are delivered to both end users (e.g., retailers, hospitals/clinics, CROs) as well as direct to consumer. 

10. 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?

We are particularly excited about the success our customers are achieving with Tive’s solutions. In the first half of 2024, we achieved a customer Net Promoter Score (NPS) of 48 and Customer Satisfaction Score (CSAT) resolution of 96%, with less than 1% revenue churn in Q2 2024—highlighting Tive’s deep commitment to its global customers.

11. Is it an exciting time for pharmaceutical supply chain management? 

The sky’s the limit. The amazing innovations being developed by life sciences and pharmaceutical companies—new treatments and drugs, cell and gene therapies, etc.—can only be truly harnessed to drive positive patient outcomes when the rest of the pharma supply chain collaborates and joins to drive innovations of their own. 

At Tive, we’re developing modern new products to stay abreast of the innovations in the industry as a whole—and we couldn’t imagine a more important cause or better place to be.

  • Digital Supply Chain

Trevor Dearing, Director of Critical Infrastructure Solutions at Illumio, explores how to protect the modern supply chain from a rising tide of cyber crime.

Global supply chains continue to be a favourite target for cybercriminals. This isn’t surprising given that targeting a single supply network can allow threat actors to cause large-scale disruption. For cybercriminals, it’s an opportunity to hit multiple targets with a single arrow. 

Since 2018, the number of businesses impacted by supply chain attacks has increased by over 2,600%. According to ITRC’s data, more than 54 million organisations were impacted last year across 242 breaches. 

These statistics and recent high-profile attacks on giants like Toyota, the NHS, and Ministry of Defence indicate that businesses need to rethink their approach to conventional cybersecurity across the entire supply chain.  

The old ways of dealing with cyberattacks are no longer enough. Traditional methods like perimeter defences, incident response, and backups are still important practices for cyber hygiene, but they don’t complete the cyber resilience puzzle. 

In the modern threat landscape, businesses need to anticipate breaches and arrange their defences accordingly. There is an increasing volume of potential entry points for an attack. Almost every supplier is now incorporating cloud assets within their networks, which is greatly expanding the attack surface. 

So, breaches are inevitable, and the focus should be on containing them.

Cloud migration and its new attack vectors

The growing adoption of the cloud has been a blessing for supply chains. However, rushing into cloud adoption without the necessary safeguards and pre-emptive strategies puts businesses at risk from cybercriminals. 

For instance, traditionally isolated systems, such as ICS and OT systems, are now connected to cloud infrastructures. These physical systems were designed without security in mind and don’t have the same in-built security mechanisms as other internet-facing assets. 

So, integrating them with cloud systems automatically instils a certain extent of vulnerability. This is why cloud-based attack vectors have significantly increased across supply chains. Cybercriminals are constantly exploiting vulnerabilities in cloud configurations, APIs, and third-party services. 

For example, attackers can gain access to cloud environments through phishing campaigns, targeting employees or by exploiting weak authentication protocols. Once inside, they can move laterally across the network, potentially reaching critical operational systems. This level of exposure is deeply concerning for businesses with internet-facing assets across their supply chains.

Additionally, the use of third-party cloud services introduces further risk. Companies today have to rely on the security practices of their vendors, which may not always align with their own security standards.

Disruption and downtime over data exfiltration

Cybercriminals also recognise that disrupting supply chains can be far more damaging (and profitable) than stealing data. For instance, the attack on Toyota led to a temporary shutdown of production at multiple plants. The incident highlighted that even a short-lived disruption can have significant ripple effects throughout a global supply chain, especially on businesses operating on just-in-time (JIT) production schedules.

For ransomware gangs, targeting operational up-time also increases their likelihood of attaining a ransom. In 2023, for example, the CLOP ransomware group, exploited a zero-day vulnerability in the MOVEit software, which is widely used for secure file transfers. This breach impacted hundreds of companies globally within the software supply chain, including manufacturer Leggett & Platt as well as oil and gas multinational Shell. As a result, some of the businesses ended up paying around $75 to $100 million in ransom to CLOP. 

The interconnected nature of global supply chain networks means that manufacturers can’t prevent every attack. So, the key is to minimise an attack’s impact. The only way to achieve this is by adopting an assume-breach-mindset and implementing risk-based strategies to contain the exposure. 

Towards a “break-glass style” response system with Zero Trust

Ultimately, the onus of mitigating these supply chain risks falls on the customer-facing businesses themselves. This means companies that leverage the manufacturing or production supply chains to market the products to the general consumers.

Businesses today need a proactive “break-glass style” emergency response system across its supply chain. They must implement predefined emergency protocols to prioritise operational continuity. The Zero Trust model is the perfect strategy to establish this practice. 

A Zero Trust security model operates on the principle of “never trust, always verify.” It’s a dynamic security strategy for building cyber resilience, and assumes that threats can exist both outside and inside the network.

At the core of Zero Trust is the principle of least privilege access. Users and devices are granted only the permissions necessary to perform their tasks. This minimises the attack surface by ensuring that even if a system is compromised, the potential damage is limited. 

In practice, Zero Trust means that unauthorised access is blocked at every level. So, it becomes exceedingly difficult for cybercriminals to move laterally across the network. 

5 steps to establishing a Zero Trust architecture

The most effective approach to building a Zero Trust network architecture starts with a 5-step model. 

Step 1: Identify 

Primarily, organisations must identify essential systems required to maintain production during an attack. They must identify where their sensitive data is stored, who accesses it, and how it’s used. This requires a clear and simplified data classification system. 

Step 2: Map 

From there, security teams must map out how the sensitive data flows across the network, between users and resources. In this phase, it’s important to engage stakeholders like application and network architects to create accurate transaction flow maps. This is crucial for effective data security.

With this knowledge, security teams can now start implementing Zero Trust Segmentation (ZTS) or microsegmentation technologies.

Step 3: Implement 

ZTS divides networks into isolated segments. Each segment has its own security controls, containing breaches and protecting critical systems. Unlike traditional security methods, ZTS is dynamic. It allows quick, flexible security adjustments, which are essential for protecting hybrid environments. 

This ensures that even if one segment of the supply chain network is compromised, the entire operation isn’t disrupted. In fact, in a recent survey with 1,600 IT and security decision makers, we found that 93% consider ZTS as a critical component to their cloud security strategy.

Step 4: Automate 

The next phase is to establish an automated rule base to enforce access control and inspection policies. Security teams must define rules that strictly limit access to each network segment based on need-to-know principles. All traffic, both internal and external, must be logged and inspected to detect potential threats and identify areas for improvement. 

Step 5: Monitor and maintain

Finally, make sure to continue to monitor and maintain the network. As businesses become more globalised, supply chain networks will only become larger and more complex. Cloud migration and digital transformation will continue in full swing. And for cybercriminals, the attack vectors will only increase. 

However, with Zero Trust in place, attackers can’t force the mass-scale disruption they strive for every time. Shifting to a break-glass style response system with Zero Trust is the only viable way for supply chains to become more resilient.

  • Digital Supply Chain
  • Risk & Resilience

Dr Marc Manzano, general manager, cybersecurity at SandboxAQ and Ryan Hurst, SandboxAQ advisor, explore the role of cryptography in the software supply chain.

Securing the software supply chain has become a critical priority due to high-profile breaches and increasing regulatory oversight. International organisations like CISA and NIST stress the urgent need to improve how we inventory and manage the software and services we depend on. 

The growing complexity of modern software systems, coupled with the potential for widespread disruption from a single compromised component, underscores this heightened focus. Recent events, such as the SolarWinds breach, have demonstrated how interconnected systems can be exploited. Similarly, the recent outage related to CrowdStrike’s software update highlights how a single error can rapidly cascade throughout the global economy. 

Regulatory bodies worldwide, including the European Union with its EU Cybersecurity Act, are actively working to address the supply chain vulnerabilities that contribute to these incidents.

As security leaders, we must not overlook a crucial aspect of the software supply chain: cryptography. By establishing comprehensive standards for cryptographic usage, key management, and continuous monitoring, we can more effectively address these challenges.

The Problem: Inadequate Cryptographic Management

Modern software relies on multiple third-party libraries, open-source components, and numerous dependencies. 

This interconnectedness can hide vulnerabilities and create security blind spots, which is also true for these components’ cryptography. According to the Verizon Data Breach Investigations Report (DBIR), leaked credentials—often synonymous with leaked cryptographic keys—are among the most common attack vectors. These machine and workload keys can become compromised due to inadequate key management practices. This then grants attackers unauthorised access to sensitive systems and data.

The lack of automated tooling to efficiently manage the myriad of software components often leaves organisations unaware of the deep security risks associated with their software dependencies. Outdated or insecure libraries, such as those using broken cryptographic algorithms or outdated protocol versions, may be integrated into critical systems. This makes it difficult to fully understand and address the risks posed by poor cryptographic practices in your software supply chains and deployments.

Ensuring that third-party vendors adhere to modern cryptography management practices is essential for mitigating these risks. Widespread use of weak cryptography can expose the entire supply chain to catastrophic vulnerabilities. 

The Heartbleed bug in OpenSSL, used by many third-party providers, exposed millions of systems to data breaches, underscoring the need for cryptographic standards and monitoring for them in your supply chain. The Debian OpenSSL bug, where a change in the code led to predictable keys, affecting millions of SSL/TLS keys, highlighted how critical it is to ensure robust and secure implementations. Additionally, regulatory requirements such as HIPAA mandate the encryption of ePHI, with non-compliance leading to significant fines, as seen in the $16 million Anthem Inc. settlement. This highlights the critical need for robust cryptographic management to avoid legal repercussions and ensure compliance.

Mitigating Hidden Threats

There are many vulnerabilities that affect cryptography specifically, from insecure cryptographic libraries and implementations to inadequate monitoring and outdated cryptographic protocol versions. 

Ensuring compliance with good cryptographic management practices, robust key management, and comprehensive reporting are the first line of defence. Regular audits, integrated into procurement processes, help maintain up-to-date and effective cryptographic practices. Continuous scanning and threat intelligence feeds keep organisations ahead of emerging threats. 

Organisations must also stay informed about changes in industry standards and update their practices accordingly to ensure ongoing compliance. Recognising the importance of these practices, the White House’s Executive Order on Improving the Nation’s Cybersecurity has mandated the discovery and inventory of cryptographic keys to bolster software supply chain security.

Operational Continuity is another critical aspect of securing the software supply chain. Disruptions caused by outdated certificates, cryptographic migration issues, or attacks significantly impact business operations. For example, the Microsoft Teams outage in 2020, caused by an expired certificate, demonstrated how failures in certificate management could take down business-critical services. This incident highlighted the importance of maintaining robust cryptographic management practices to ensure operational resilience and reduce the risk of business disruptions.

Supply chains often involve the exchange of sensitive data and proprietary information between partners. 

Without modern cryptography management measures in place, it is challenging to reduce exposure to cryptographic vulnerabilities or to provide evidence for compliance with cryptography-related guidelines. The Codecov attack in 2021, where attackers manipulated scripts to exfiltrate sensitive data, highlights the necessity of secure cryptographic practices to protect intellectual property and maintain data integrity. 

This breach demonstrated how vulnerabilities in the supply chain could be exploited to access and steal valuable information, emphasising the criticality of having robust cryptographic measures in place.

Robust Key Management

Implementing automated key rotation and revocation processes is essential to reduce the risk of key compromise. However, focusing on last-mile key management is equally important. 

This means ensuring secure key distribution and usage at the endpoint, where credentials and keys are often most vulnerable. Many organisations fall short by focusing solely on “secret sprawl”. They focus too much on centralising keys and credentials but then distribute them across deployments without proper controls. This narrow focus leads to “secret spray,” increasing the risk of key leakage and unauthorised access. A stark example of the consequences of inadequate last-mile key management is the Storm-0558 incident. Chinese hackers were able to forge authentication tokens by exploiting poorly managed cryptographic keys. This breach highlighted how failures in endpoint key management can lead to significant security incidents. It also emphasised the need for robust last-mile key management to close the loop on end-to-end security.

Additionally, employing tools that provide real-time monitoring and alerting for cryptographic missteps and policy violations is crucial. Similarly, requiring vendors to maintain and regularly update Software Bills of Materials (SBOMs) helps ensure transparency of all components. SBOMs provide a detailed inventory of all software components. However, they do not capture the cryptography they use. This makes it hard to identify and address cryptographic vulnerabilities when they become known. 

This is where discovery tools come into play. They help you hold vendors accountable for their security promises by discovering how they use cryptography, and how you use the cryptographic capabilities of their products.

The Approach: Centralised Cryptography Management

Incorporating strong cryptographic management into the heart of software development and operations is essential for overcoming these challenges. 

A centralised cryptography management system ensures that all software components comply with rigorous cryptographic standards. This system should automate key management, continuously monitor cryptographic activities, and ensure adherence to industry regulations and standards.

Final Thoughts

Protecting the software supply chain requires a proactive strategy in cryptographic management. 

Organisations must adopt comprehensive standards, implement effective key management practices, and maintain detailed inventories of cryptographic usage. Continuous monitoring and thorough reporting are equally crucial to ensure ongoing security and compliance.

  • Digital Supply Chain
  • Risk & Resilience

Jon White, Chief Commercial Officer EMEA at InXpress, emphasises the importance of maintaining a human presence in an increasingly automated supply chain.

The future of automation is dynamic, exciting, and here. Increaisngly, automation is playing a crucial role in mitigating supply chain disruptions. It’s also increasing resilience across the courier industry, gaining more momentum with each year. It serves to address some of the industry’s most pressing issues and helps companies make more informed decisions to optimise efficiency

However, as we adapt to artificial intelligence-powered tools, maintaining the human touch remains an important factor as we usher in the new era of automation.

The combination of advanced technologies and human intuition in decision making and strategic tasks can create a harmonious balance in the courier industry, as well as keeping it ethical and transparent.

Ushering in a new era of automation

Automation is increasing efficiency in supply chain and logistics, freeing up employees’ time and handle demand. Incorporating new technologies like AI also enhances decision-making, allowing for the automation of increasingly complex and valuable manual tasks. Because AI can analyse vast amounts of data quickly, AI-powered automation can help to provide actionable insights into problems ahead of time as well as being able to predict potential disruptions in deliveries for example. It allows businesses to take proactive measures against potential problems before they can escalate.

A significant improvement that automation can help deliver is enhancing supply chain visibility. By having end-to-end visibility, companies are now able to track the movement of goods and quickly respond to issues. Consumers nowadays are able to see their online delivery from point A to point B, and businesses should expect to see the same visibility in the supply chain.

Automation filling in the gaps 

Importantly, automated inventory management systems ensure that warehouses don’t run out of stock. When inventory levels fall too low, automated inventory management systems can trigger a replenishment order, ensuring stock is kept at optimal levels at all times. With the integration of AI, these warehouse automation systems can even forecast demand ahead of time.

There is always a surge of demand during the summer months as consumers plan ahead of time for the holiday season. When there are sales and stock is still high, customers like to purchase their Christmas presents, creating a surge of demand. 

Warehouse automation technologies reduce human strain by speeding up tasks that take up employees’ time and reshaping how customer service is delivered.

The human touch

While automation promises to help employees with the pressure of routine, tedious tasks, and data processing that can be time-consuming, human touch is still required in the supply chain.

As the courier industry evolves, the demand for experienced individuals who have the right expertise in managing these automated systems grows. With dedicated individuals to oversee the process, there can be no margin for error and ensure that it remains ethical and meets compliance standards.

With situations that present unprecedented challenges, like an upset customer, it is undoubtedly better to have human judgement and empathy involved. It can inject the right amount of consideration and thought needed into the situation, helping to resolve issues that automation cannot.

By building and maintaining relationships with customers and suppliers, and handling situations with human intervention, it continues to create a foundation of trust and collaboration that people require from a company. Automation can’t perform a task that requires emotional intelligence.

Additionally, humans have a fundamental role in ensuring the use of automation in the supply chain remains ethical. Human oversight is necessary to hold systems accountable for automated decision making.

Overall, automation remains an important topic in the supply chain as we adapt to a new way of working. However, it is imperative that we never forget how far the human touch can get us, and never erase its value.

  • Digital Supply Chain

Today, companies have more information at their fingertips than ever before. In the world of 2024, good data is critical…

Today, companies have more information at their fingertips than ever before.

In the world of 2024, good data is critical to making the right decisions. It quite often sits at the base of a productive and responsive supply chain and is a key component to whether an organisation succeeds or not. Data doesn’t just provide insights, it encourages teams to eliminate manual work to deliver efficiency and accuracy which is also being amplified through the likes of generative AI. Truthfully, the supply chain space has never seen so much transformation before and the real winners will be the ones who steer into this technological evolution and are open to embracing new solutions quickly.

Following the recent ASCM CONNECT, Matt McKinney, Co-founder and CEO of Loop spoke to CPOstrategy, to discuss the importance of using AI to access better data, automate processes, and uncover insights in order to enable supply chain teams to maximise their people and performance.

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

Matt McKinney: “I’m Matt McKinney, Co-founder and CEO of Loop. Loop is on a mission to unlock profit trapped in the supply chain and lower costs for consumers. Bad data and inefficient workflows create friction that limits working capital and raises costs for every supply chain stakeholder. Loop’s logistics-AI centralises and standardises supply chain and financial data to automate workflows and surface strategic insights. We improve visibility so companies can control costs, uplevel decisions, and power profit.”

ASCM CONNECT 2024

What is the value of events like ASCM CONNECT 2024: North America? How important is this conference in the supply chain calendar?

Matt McKinney: “ASCM is an incredible watering hole for an industry that is spread out. There is no one region that houses all of the supply chain companies so having the opportunity to come together and share insights and learn is really powerful.

“Because the supply chain is a connected network of networks – your success relies on the performance of your partners. Collaboration, trust, and transparency are paramount. Getting together at ASCM fosters all three and gives people the chance to understand innovation in the space.”

Global supply chain

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

Matt McKinney: “The logistics industry is in the midst of a major shake-up, driven by the rapid pace of technological change. As nearshoring, shifting customer expectations, regulatory changes, and a soft freight market weigh on businesses, companies are under pressure to keep up. Many leaders are turning to AI to revolutionise their supply chains. The challenge right now is that those that fail to adapt to these modern times risk falling behind.”

What do you feel are the biggest lessons supply chains have learnt over the past few years and how well equipped is the modern day supply chain now to deal with ‘black swan’ events like the ones we’ve seen recently?

Matt McKinney: “The disruptions over the last few years, especially COVID, exposed the companies that hadn’t invested in their people, processes, and technology. We’ve spoken to several teams who were stuck at home, unable to execute work without physically being in the office, because they hadn’t invested in software. Simultaneously, several teams were left in a lurch without great data to make informed decisions on how to best manage disruptions.

“As supply chains continue to get faster and more complex, teams need great data and automated processes so they can keep up and start maximising their personnel. Your people make your company. When people are struck processing, they cannot strategise and collaborate. Processing work hurts performance and often morale. As leaders, it’s our responsibility to give our people the tools to perform at their highest potential.

“AI is powering this transition. Sure, it’s not a magic wand, but it allows for a better understanding of your business and gets your people out of soul-sucking work that’s not strategic. This frees you to start thinking outside of your four walls and be more dynamic to optimise for any potential disruption.”

Matt McKinney, Co-founder and CEO of Loop

Digital transformation

Where are generative and conversational AI having the biggest impact in the supply chain? What types of supply chain and procurement decisions are now possible, or much easier to make, with the rise of AI and LLMs? How does this compare to just a couple of years ago?

Matt McKinney: “Generative AI foundation models, ChatGPT, Gemini, Claude, etc, have propelled AI into the mainstream. The reality is that AI has been around for a while but there has been incredible progress in two model types – Large Language Models and Computer Vision models that are at the forefront of transforming the AI ecosystem.

“The supply chain has struggled with the digital transformation because of its complexity and scale. The typical heuristics – ‘if this then that’ rules– of SaaS software can’t accurately handle the complexity, scale, and fragmentation of supply chain data. It’s a bad problem for people and legacy software but an incredible problem for AI.

“But the most important step is matching the right AI to the right problem. There are two core types of AI applications available today and which one you leverage will be dependent on the problem you’re trying to solve: General foundation models and domain-specific models.

“Now, general models like ChatGPT – GPT actually stands for General Processing Technology – are incredibly versatile. They’re our well-rounded models. They have a wide breadth of knowledge from history to pop culture to basic science. But that breadth is a double-edged sword when it comes to specialised business contexts.

“On the flip side, we have domain-specific models. These are our specialists, the experts in their field. In the supply chain world, we’re talking about models that are trained specifically on supply chain data, documents, and industry-specific terms.

“Now, why does this matter for supply chain? Well, imagine you’re trying to optimise your shipping routes or calculate complex transportation charges. General AI might give you a plausible-sounding answer, but it could be way off base. It simply doesn’t have the depth of knowledge required. That’s where our verticalised models come in.

“Verticalised models are built from the ground up to understand the nuances of supply chain language, operations, and context. They’re not just pulling from a general pool of internet knowledge. They’re working with curated, industry-specific data and ideally are trained on your data. This is logistics-AI. 

“Supply chains generate vast amounts of data from diverse sources such as suppliers, customers, carriers, logistics service providers (LSPs), and internal systems. There is no ‘source of truth’ in the supply chain because each of these stakeholders has multiple systems with different IDs that track a component of their value delivery.

“Ask for a reference number on a shipment and you might get a number of different responses. Will you get the shipment ID? The purchase order (PO) number? Maybe it’ll be the carrier pro number? Or an invoice or order number?

“True logistics-AI is built to handle this unstructured data to create a unified view of your data from any source. At Loop, we use our models to wrangle and standardise supply chain data’s different taxonomies, terminologies, and discrepancies. So that we can improve visibility so companies can control costs, automate workflows, and uncover insights to power profit.

“The highest impact for AI in the supply chain will be on specialised AI that’s built for the supply chain. LLMs are language-based. The supply chain has its own language. To take advantage of AI, you need AI trained on logistics data, documents, and contracts. The beauty of a well-trained model is that it never stops learning and improving because it is constantly contextualising the inputs and outputs it can access. The more you use it, the more accurate and tailored to your business it becomes over time.

“Don’t get me wrong – general AI models have their place. They’re great for broad applications and simple tasks. But when it comes to the nitty-gritty use cases required in many use cases in the supply chain, domain-specific models are absolutely crucial. They’re the ones that can really drive efficiency, accuracy, and innovation in our industry.

“For a more deep dive to understand AI in the supply chain check out our free guide, Making Sense of AI In A Rapidly Evolving Supply Chain.

GenAI journey

What should CSCOs out there do first? What needs to be considered before starting the gen AI journey?

Matt McKinney: “Choosing the right AI provider is about more than just selecting a vendor. It’s about applying the right AI to the right challenges AND finding a true partner who will grow with you and support your strategic goals. These are the key things that I would look for before bringing on AI:

“You need to understand if you need a generic or a specialised model. The more nuanced your problem or the more mission-critical it is (i.e. managing financial data), the more you’ll need AI that understands the context of your domain. We actually put together some questions you can ask to understand if a technology vendor offers generic or specialised AI, you can find them on our website: 10 Questions to Validate Logistics-AI.

“You should pick a partner, not a vendor. Select a provider who understands your business challenges and shares your vision for the future. This alignment is crucial for fostering innovation and ensuring that the provider can evolve alongside your business.

“You have to prioritize account support; you don’t want someone who is just going to leave it up to you after the sale or after the implementation. Partner with a team that is going to treat you as a top priority and deliver white glove support.

“Finally, you must assess viability. There are a lot of companies pitching AI solutions. Assess their long-term viability by looking at their growth, existing customers, and financial viability. Again, check out our great guide that dives deep into how to assess if an AI partner is the right fit for your supply chain needs.”

AI challenges

What are the biggest challenges or hesitations you’re seeing companies have around AI? What should organisations look for in technology to hedge against these concerns?

Matt McKinney: “Companies need to be very prescriptive about why they’re choosing AI. It’s a mistake to get the AI solution because it sounds good or seems like the right choice. Companies have sold ‘automation’ to everyone, but it comes in various forms. Automation can be a simple and rigid ‘if this, then that’ statements, it can be manual work executed by outsourced labor, or it can be true AI that is dynamic, flexible, and autonomously executing workflows…while continually learning, of course.

“The AI you need will be different based on the problem you’re trying to solve. Many supply chain problems require supply chain context. Generic AI models will not have the depth of knowledge or context needed to make high-quality decisions around the nuances of many supply chain use cases.

“Think about it, how contextual is your supply chain compared to your competitors or someone in a different industry? Your AI solution should be able to handle that because it’s trained only on your industry’s data, not trained on all of the data on the internet. That introduces a lot of risks you cannot control.

“I would recommend that the team be very clear about what their needs are before they start their research process. Then you need to ask very specific questions about how the provider’s AI works to understand what drives answers – an offshore team or actual models. Grill the providers a little bit. How do they train their AI, what data is it trained on, what is the rate of improvement, and what failsafes do they have to prevent hallucinations? All of these things are critical to ensure that the AI actually will provide the value the provider is claiming.”

What are the underlying issues in how companies are currently storing and looking at their supply chain data? Why is this a problem and how can they overcome those challenges with generative AI and knowledge graphs?

Matt McKinney: “Supply chains are drowning in data and it’s a mess—unstructured, fragmented, and disconnected. Legacy systems and outdated processes only make things worse. You’ve got rigid, siloed software—or no software at all, and people are handling data manually. You’ve also got a mixture of legacy documents (think paper invoices and photos of bills of ladings) and old-school filing systems that hurt decision quality. Combine that with the supply chain’s complexity, and it’s hard to get a complete view of the drivers that impact your profit. This locks up liquidity, slows down operations, and creates inefficiencies that no one can afford.

“But, AI thrives on messy, unstructured data. It turns this chaos into a powerful asset. In a world where manual processes and outdated tech are dragging you down, AI can boost efficiency, cut costs, and ramp up productivity. Logistics-AI makes data usable, it automates workflows and provides powerful analytics to improve margin. But again, AI is not a magic wand. It can certainly feel like one if you map the right AI to the right problem.”

Talent management

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?

Matt McKinney: “Absolutely, people are a company’s greatest asset. You need to set your team up for success with the right technology, processes, and work. Historically, mind-numbing processing work has trapped people. They’re sitting at their desks sifting through papers trying to find what they need. They’re number crunching in spreadsheets, and they’re manually entering data into rigid software. It’s brutal. People don’t want to do this work anymore. As a result, companies cannot fill these roles. So many of our customers have turned to us to replace a retiring workforce that they cannot backfill.

“The great thing is that AI takes this soul-sucking work off of people’s plates. One of our customers, Jeff Toman, a finance exec at Great Dane said it best, ‘Loop has turned my team from processors to analysts.’ Everyone wants to be an analyst. No one wants to be a processor. Jeff is empowering his teams to ask meaningful questions and make better decisions with high-quality data. This level of work elevates morale and builds confidence. Employees can see the impact of their work because it’s no longer just an operational slog. You get buy-in by showing them how their work will evolve and what else they’ll get to focus on with AI as their partner.”

Future

What about the future? How exciting a future does the supply chain space have?

Matt McKinney: “The supply chain is constantly changing. That’s why people like it because it keeps them on their toes. This is the most exciting time to be in the supply chain for two reasons. AI is helping customers accelerate their transformations so they can evolve from one phase of sophistication to another. We consistently help companies jump from Supply Chain 1.0 to 3.0, they completely bypass the challenges and investments required to get to 2.0. The rate of innovation has never been faster and it’s building a more transparent, collaborative, and performant supply chain.”

Find out more about Loop here.

  • Digital Supply Chain

Clemens Zunk, Chief of Staff at ProGlove, dives into wearable tech, virtual and augmented reality on his journey to understand the future of warehouse logistics.

Supply chain warehouses today face mounting pressure to accelerate order fulfilment while simultaneously maintaining inventory accuracy. This is particularly evident in e-commerce. Here, cross-border retailers are experiencing rapid growth, and next-day or even same-day delivery expectations have become the norm. Common warehouse processes such as order picking, packing, and shipping preparation are also largely manual, labour-intensive. This makes them prone to human errors, exacerbating existing challenges. 

As global supply chains become increasingly complex and customer expectations soar, the sector demands a more data-driven approach. Organisations striving to meet these escalating demands places the supply chain sector at a critical juncture. To meet the challenge, the sector requires new new solutions that will help ensure resilience. 

While digital transformation and automation are frequently discussed as potential remedies, wearable technology offers a promising and oft-overlooked advantage to these challenges confronting supply chain operators. And, although the initial hype surrounding wearable tech products such as VR headsets and smart glasses faced challenges scaling, the dominance of healthcare and fitness driving demand for wearable tech is a prelude to that broader impact wearables can have on industries. 

The wearable tech industry is on a trajectory for explosive growth, set to hit $290.6 billion by 2030. By drawing from the successes and insights from consumer markets, supply chain operators can harness the potential of wearables to make gains in supply chain operations. 

The data potential 

Beyond their fashionable appeal, the wearable devices’ practical applications and promise of transforming healthcare propelled the sector into a success story.

This same potential exists within the industrial sector. Wearables, in constant proximity to its user, capture granular data on every movement from equipment hum to worker activity. This data isn’t just numbers, but a roadmap to warehouse efficiency. 

This shift from analog to digital opens up unprecedented opportunities for efficiency gains. For instance, smart glasses with built-in scanners guide workers to the exact item, cutting picking time. Meanwhile, real-time location tracking can safeguard lone workers. 

The aggregated data can then be analysed to optimise operations, identify bottlenecks, and used to improve overall productivity. This data-driven approach mirrors the success of consumer wearables, where personalised experiences are built upon understanding individual behaviour. 

A safety net for warehouse workers

Worker safety is also paramount in high-pressure warehouse environments, where a spike in activity, especially during peak seasons, can lead to an increased risk of worker injuries. Beyond efficiency gains, wearable technology can become a lifeline for worker safety. From invisible ergonomic challenges, to falls and heat exhaustion, the breadth of hazards within a warehouse meant workers need to take extra safety precautions at work.

Unfortunately, businesses often lack visibility into the day-to-day challenges, or struggle to correct patterns without the data-driven insights. Questions like “Where do workers fall most often?” or “What tasks lead to the highest injury rate?” often go unanswered. This is where wearable technology, particularly those with vital sensors can help businesses monitor worker vitals, detect potential hazards.

Smart wearables like barcode scanners can be easily integrated into gloves, which streamlines tasks for pickers and warehouse workers. Not only that, but wearable scanners also alleviate physical strain commonly associated with handheld scanners, which can contribute to complications like repetitive strain injuries. Additionally, real-time location tracking enables swift response to emergencies. When a worker has falls, or when an equipment malfunctions, wearables can provide rapid alerts. 

In saying that, it’s important to recognise that safety wearables are tools and cannot therefore be used in isolation. Supply chain operators should already have established a strong foundation of workplace well-being and safety protocols before a full-scale integration with wearables. This way we can ensure technology complements existing safety practices, rather than replace them. 

The path forward

The future of supply chain operations hinges on data-driven innovation, and a blend of human ingenuity. Wearable technology is poised to be a catalyst for transformation. As devices evolve to capture increasingly granular data, an integration with existing IoT and ERP systems will create a comprehensive operational blueprint. 

While the technology is powerful, its effectiveness is contingent upon a strong foundation of human expertise and established operational protocols. The goal here is to create a symbiotic relationship between technology and human expertise. Through harnessing the power of data and human intelligence, supply chain operations can unlock new levels of efficiency, productivity, and safety to drive operational excellence.

  • Digital Supply Chain

Andy Baillie, VP of UKI & APAC at Semarchy, explains how supply chain managers can take on the mammoth task of data management in manufacturing.

Manufacturers produce vast quantities of data. This information is created at every stage of a complex network of machines, systems, and applications. Annually, the sector generates over 1,800 petabytes of data. This is double the data generation as the next closest industry. 

Given the ongoing need to reevaluate supply chains in the wake of COVID-19, having reliable and efficient data is crucial for aiding decision making processes and risk management. Reliable data will ensure accurate demand forecasting, improved quality control, efficient inventory management, and true end-to-end visibility. 

Manufacturers’ primary challenge is the heavy data loads from disparate, poorly connected systems, which complicates effective data management and clarity. Data scientists spend about 80% of their time preparing data instead of analysing it. This is because organisations deal with an average of at least 31 different data sources. Unifying that data and ensuring its accuracy is therefore essential.

This leads to inconsistencies and inaccurate data. Fixing these problems demands substantial time for proper data preparation for analysis. This is a situation that opens the door for inaccuracies and low quality datadown the road. Consequences include supply chain disruptions, inefficient production scheduling, increased security risks when interfacing with external data environments, and sub-optimal equipment downtime due to siloed maintenance data. 

These challenges impair operational efficiency and security. An example is the 2018 KFC incident in the UK where a switch in logistics partners led to severe supply chain disruptions, widespread chicken shortages, outlet closures, and damaged brand reputation. The core issue stemmed from poor data integration with the new logistics partner and a lack of real-time supply chain visibility.  

Role of Master Data Management in the Supply Chain

Supply chain Master Data Management (MDM) integrates various technologies and information governance practices to ensure the integrity and accuracy of data across the supply network. It offers manufacturers a unified, authoritative perspective on information affecting suppliers and other business aspects. 

By putting MDM in place, businesses can remove data silos created from different sources and consolidate information, ensuring a comprehensive and high-quality data overview. This process includes cleansing (also known as scrubbing) the data and maintaining consistency. 

Consistent data maintains the same format, units, and terminology across the dataset. For instance, by organising data into principal categories like suppliers, customers, and products, those master data categories can be uniformly and comprehensively presented.

Benefits of effective supply chain MDM

Master data management helps companies identify and resolve challenges through decisions based on ‘true information data.’ Here’s a quick breakdown of supply chain MDM’s main benefits:

Improved data quality and accuracy

MDM consolidates and standardises data from multiple sources into a single source of truth through a structured process of sourcing, cleansing, and integration. Automation aids this process by enforcing rules for data cleansing and standardisation, minimising human error and inaccuracies. 

Enhanced visibility and traceability

Eliminating data silos improves supply chain visibility and traceability, allowing manufacturers to access comprehensive data from raw materials to final products and customer feedback. Supplier MDM software helps monitor and optimise supplier relationships, improving practices across the product lifecycle and enhancing customer experiences.

Streamlined operations and reduced lead times

MDM enables manufacturers to share accurate data across various processes and divisions, facilitating collaboration, streamlining operations, and shortening lead times. This allows team members to understand tasks and timelines easily.

Better decision-making and increased profitability

Manufacturers dealing with poorly managed data often miss early warning signs, leading to unforeseen business crises. MDM helps decision-makers extract actionable insights promptly and efficiently, enabling a proactive response to potential issues before they escalate into something severe.

Critical elements of a supply chain MDM roadmap  

To develop a robust and effective supply chain MDM strategy, manufacturers must implement the following critical elements first:

Data governance framework

This framework ensures data security, integrity, availability, and usability, helping to meet regulatory requirements and maintain effective management for high-quality data production.

Data standardisation and harmonisation

Data standardisation involves centralising data from various sources to eliminate accounting variations and unify data presentation. While reducing accounting variations, data harmonisation specifically focuses on improving data quality and usability.

Data integration and consolidation 

These actions involve merging data from various sources into a single repository, standardising it for uniformity, and removing duplicates or bad data.

Data stewardship and ownership

Data stewardship assigns specific roles and responsibilities for effectively putting an MDM program in place and making sure that policies and practices are adopted. The data’s owners are responsible for the integrity of their data, which is typically managed on a departmental basis.

Continuous data quality management and monitoring

MDM is a continuous initiative that requires consistent resource commitment to maintain data quality. Successful MDM programs include regular monitoring to ensure reliable outcomes that support the company’s objectives for the program.

MDM implementation steps 

To kickstart MDM for a manufacturing supply chain, follow these six steps:

  1. Assess the current state of data management: Evaluate resources, skill sets, and challenges to see what needs to be done and lay out a plan for how to do it.
  2. Identify gaps and improvement opportunities: Analyse the discrepancies and potential areas for making sets of data better and more useful to the business.
  3. Develop a comprehensive MDM strategy: Create a roadmap with key components such as goals, gap analysis, and data governance strategies.
  4. Select the right MDM tools and technologies: There are specific tools for various MDM categories. These include employee, product, customer, location, and asset data management data.
  5. Implement training and change management: Develop a robust plan for employee training and gaining buy-in from the company as a whole. Managing cultural resistance to digital projects like this is a key part of making sure goals are met.
  6. Monitor and measure the success of MDM initiatives: Use KPIs to track and assess the effectiveness of the MDM strategy.

A competitive edge

The cornerstone of effective supply chain management lies in maintaining consistent, up-to-date, and reliable data. For supply chain leaders, successfully tackling data management through MDM is crucial. Doing so allows them to overcome common challenges and hopefully seize a competitive edge in the market. 

Manufacturers are, therefore, encouraged to explore and implement MDM solutions actively. By doing so and seeking expertise from data management professionals, they can ensure the resilience and efficiency of their supply chains. 

  • Digital Supply Chain

Ahead of ASCM CONNECT 2024, Ed Struzik, Partner, Supply Chain at ERM, discusses the rise of supply chain and procurement as a business differentiator.

Environmental Resources Management (ERM) is seeking to shape a sustainable future in tandem with the world’s leading organisations.

As the world’s largest specialist sustainability consultancy, ERM partners with clients to operationalise sustainability at pace and scale, deploying a unique combination of strategic transformation and technical delivery capabilities.

This approach helps clients to accelerate the integration of sustainability at every level of their business. With more than 50 years of experience, ERM’s diverse team of 8,000+ experts in 40 countries and territories helps clients create innovative solutions to their sustainability challenges, unlocking commercial opportunities that meet the needs of today while preserving opportunity for future generations.  

Speaking exclusively to SupplyChain Strategy ahead of ASCM CONNECT 2024, Ed Struzik, Partner, Supply Chain at ERM, discusses the current state of play in modern supply chain amidst digital and sustainability transformation.

Ed Struzik, Partner, Supply Chain at ERM

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

Ed Struzik: “I am a Partner at ERM, the world’s largest pure play sustainability consulting firm. ERM partners with clients to operationalise sustainability at pace and scale through our unique combination of strategic transformation and technical delivery capabilities. I lead our Sustainable Supply Chain Group in North America.”

ASCM CONNECT 2024

What is the value of events like ASCM CONNECT 2024: North America? How important is this conference in the supply chain calendar?

Ed Struzik: “ASCM Connect provides educational opportunities as well as the opportunity to exchange ideas and best practices. This is in addition to bringing the most up-to-date thinking to supply chain practitioners across the globe. For me, this conference is one of the top three must-attend events on my calendar!”

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

Ed Struzik: “It is the way the sessions are intentionally set up to inform and educate. There is not one opinion, there are, of course, better practices presented, but the objective is an open exchange of ideas, sessions, small and large and workshops which help take away actual knowledge!”

Global supply chain

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

Ed Struzik: “The supply chain today is at a VERY important crossroads. You have disruptions—which lead to the need for resiliency, you have regulations, which lead to the need for traceability and you have consumer pressure/sustainability which leads to the need for better design, packaging and less waste. Now, these three do have some overlap and traceability can advance all of these areas rapidly.”

What do you feel are the biggest lessons supply chains have learnt over the past few years and how well equipped is the modern day supply chain now to deal with ‘black swan’ events like the ones we’ve seen recently?

Ed Struzik: “I think supply chains have learned to shy away from ‘just in time’ in favour of buffer inventory in order to offset the impacts of the black swan, this is not a great trend. A smaller movement, but one that will make supply chains less susceptible to black swans is an effort to re-shore/near shore. This also cuts down the number of places to track the material from and can also lead to improved sustainability. There is also a fast-evolving need for good tracking software…. Digital Product Passports, blockchain/digital ledgers should be gaining much more traction than they are.”

Sustainability

Sustainability is an important item on most Chief Supply Chain Officers’ agenda. Amid government legislation and changing customer demands, is a sustainable supply a non-negotiable in today’s world?

Ed Struzik: “Between the traceability requirements of regulations (CSDDD, CSRD, etc.) as well as consumer, board and financial pressures to be better corporate citizens, OEMS/companies are being held accountable for the sustainability practices of their suppliers. It is exactly the right time to collaborate, partner and improve or risk being left behind.”

In what ways have you incorporated sustainability into operations?

Ed Struzik: “As a consultancy, we assist clients every day with their sustainability needs and how to integrate them into operations. Whether that is through improved health and safety policies, responsible sourcing, re-designed, more sustainable packaging, circularity and recycling audits we are a one-stop shop for our clients. ERM’s comprehensive approach to sustainability is embedded in our corporate strategy with a stated purpose: to shape a sustainable future with the world’s leading organisations. ERM strives to operate sustainably in support of the Sustainable Development Goals (SDGs) which we’ve been involved in since the start of their development in 2012.”

Digital transformation

Where are generative and conversational AI having the biggest impact in the supply chain? What types of supply chain and procurement decisions are now possible, or much easier to make, with the rise of AI and LLMs? How does this compare to just a couple of years ago?

Ed Struzik: “While AI and ML have existed, it was only recently that they have taken off. Analysis of routes, lanes, GHG considerations, and when to optimise freight or inventory levels can all be accelerated through the use of AI and ML. In addition, the receiving, billing, tender process, etc. can all be improved and run faster with the use of AI.”

What should CSCOs out there do first? What needs to be considered before starting the gen AI journey?

Ed Struzik: “I would want to get supply chain fully mapped. It is 100% traceability to the commodity. Then we can get more creative. Use of AI for alternates, reduction of bottlenecks, etc. let the AI run the scheduling algorithms and make recommendations faster.  Next, I would link all those accepted decisions to a digital ledger, let it keep track of actuals, lots, locations, price, assay, composition, recycled content etc. as it can hold way more information than an ERP system and it is accessible to the next person in the chain as you want it to be!”

Data challenge

What are the biggest challenges or hesitations you’re seeing companies have around AI? What should organisations look for in technology to hedge against these concerns?

Ed Struzik: “Number one is fear of the unknown. No one wants to be the one who took a big swing at running their supply chain with AI and failed. They need to hedge. And they are by implementing AI in pockets, small functions, small products, pilots etc.”

What are the underlying issues in how companies are currently storing and looking at their supply chain data? Why is this a problem and how can they overcome those challenges with generative AI and knowledge graphs?

Ed Struzik: “There are too many systems. As AI improves and companies properly set up digital twins and data lakes they will be able to let AI fill gaps in actuals and then get them presented in a unified, single dashboard—set up for different levels in the organization. This has been a promise of several SCP packages for years, but no one has ever gone all in on any of them.”

Talent management

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?

Ed Struzik: “As a consultancy we do a lot of supplier education and upskilling, especially around sustainability in the supply chain.”

What about the next generation of talent? What is the key to encouraging more people into a career within the supply chain?

Ed Struzik: “In terms of sustainability, the next generation of supply chain talent is there, they want to make a difference, they do not need motivation for that, they will actually be frustrated with the corporate ‘slowness’ to adopt the change. They need to be educated and lead the charge on alternate sources of supply, new methods of vendor selection, etc.”

Supply chain’s next step

How can the supply chain industry take that next step and what strategies can be implemented to push the industry forward even further?

Ed Struzik: “Regulations will not stop, consumer pressure will not stop, the need for resiliency will not stop. The number one strategy is to figure out how to be traceable, sustainable and resilient. Manually this will not happen. Digital solutions are the only way—mapping and digital ledgers are at the forefront of this movement.”

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?

Ed Struzik: “ERM has been at the forefront of supplier engagement, especially for decarbonisation. Every one of these has been special to me because they improve our client’s position and help improve the planet. I have also personally developed a lot of the material ERM uses to engage our clients on sustainable supply chain creation and this continues to grow and expand.”

Future

How exciting a future does supply chain and procurement have? Some people say that now is the greatest time to be in the space. Is that true?

Ed Struzik: “The future is on fire for supply chain and procurement. Never in history has it been so talked about and become such a business differentiator. The sheer volume of supply chain regulations and the need for responsible sourcing puts way more power and emphasis on procurement than ever before. The days of getting the cheapest part that meets spec to my door the fastest are long gone. Cost, quality and OTD are only a part of the equation now. Is it sustainable, how recyclable it is, who made it is table stakes now and the new supply chain and procurement professionals need to embrace it.”

Learn more about ERM here.

  • Digital Supply Chain

Neela Ahmed, Country Manager, Head of UK and Ireland at E1, explores tech-driven solutions to the biggest challenges facing the supply chain sector.

The supply chain ecosystem within construction is facing significant strain. While most severe impacts from the pandemic are easing, challenges like labour shortages and inflation continue to create ongoing pressure throughout supply chain networks. The latest setback is the anticipated 6% decline in construction output this year, as rising mortgage rates start to take their toll. These issues can lead to delays in the delivery of materials and resources, which, in turn, heavily impact a contractor’s finances if not managed effectively. 

This is where technology could make all the difference. Implementing digital solutions can significantly streamline and optimise their supply chains. Whilst some of these challenges may appear limited to the job site, solving them starts with the estimating and procurement teams, which is where tech can play a main role. 

From our conversations with estimators over the years, it is clear that the construction supply chain can become messy. It can often feel like a jigsaw puzzle. From gaining quotes to syncing service lines with the main contractor it is like trying to find that last puzzle piece that didn’t make the box. That’s where online tendering platforms come in—simplifying everything, and giving you one place to handle bids, quotes, and communications, making it smoother for everyone. 

Here are some top tips for ensuring your supply chain operates smoothly:

Broaden your reach 

As skilled labour continues to be scarce, main contractors must look beyond their usual network for new suppliers. Effective collaboration throughout the project is essential for these new partnerships to thrive. But how? 

Digital tendering platforms, like E1, help mitigate construction delays and disruptions by streamlining project execution. These platforms enable contractors to broadly advertise opportunities and invite new subcontractors to submit quotes, reducing the need for extensive back-and-forth communication.

Keeping your network up-to-date is key to staying ahead. By broadening your list of suppliers, main contractors can enhance their resilience and avoid over-relying on just a few subbies. Additionally, expanding your network will boost your competitiveness. With a wider range of quotes, contractors can offer more competitive pricing, improving your chances of securing the project.

Automate, Centralise, and Collaborate

A centralised digital platform could significantly aid the industry in navigating changes and avoiding disruptions. However, Hackett’s Golden Thread Guidance reveals that over 90% of product manufacturers don’t view digitalisation as a major concern. Too often investments in digital technology are misguided due to a lack of understanding of its potential and implications. This view is likely widespread across our industry.

Effective tendering relies on building strong connections rather than getting bogged down by paperwork. Traditional methods of managing tenders can result in missed opportunities and outdated quotes. 

Collaborative networks provided by digital platforms simplify document management, facilitate seamless teamwork, and enable real-time tracking of quotes. This allows estimators to focus on evaluating actual quotes rather than managing paperwork.

I should clarify that automation doesn’t mean replacing human effort with robots; it means speeding up processes by eliminating repetitive tasks, allowing for estimators to focus on building connections in the industry, as opposed to admin crunching. Automated addenda management reduces the risk of document errors, and digital audit trails offer a clear overview of document distribution, minimising disputes.

Looking Ahead

The ongoing challenges we see within the supply chain sector show it is time for the construction industry to get on board with automation and update how we handle tenders. Similar to other industries, such as law and healthcare, automation cuts out the admin hassle and lets contractors focus on the job at hand. When both subcontractors and main contractors see these benefits, it leads to more accurate quotes. 

We’re not looking for a complete overhaul but rather a gradual move toward smoother, more efficient processes that strengthen relationships. Our goal is to keep the UK and Ireland competitive; and we believe the answer lies in improving teamwork and making project execution smoother by refining our essential supply chains, creating a better industry for everyone.

  • Digital Supply Chain
  • Risk & Resilience

Odeta Pine, Product Specialist at Pyplan, reveals how the organisation is meeting technology and sustainability challenges amid a supply chain transformation.

Pyplan S&OP is a robust platform integrating Python’s computational power and AI-driven insights, designed to enhance organisational resilience in dynamic market environments.

It empowers businesses to adapt swiftly to market shifts and evolving customer demands by offering deep analysis into operational facets like capacity, inventory management, production efficiency, and distribution channels. With Pyplan S&OP, decision-makers can anticipate bottlenecks, identify optimisation opportunities, and devise strategies to capitalise on emerging market trends.

Ahead of ASCM CONNECT 2024, CPOstrategy spoke with Odeta Pine, Product Specialist at Pyplan, to discover how the company is navigating supply chain’s evolving landscape amid the rise of technology and sustainability initiatives.

Odeta Pine, Product Specialist at Pyplan

Would you be able to give me a brief introduction into the company you work for?

Odeta Pine: “The platform fosters cross-functional collaboration by creating a unified business model that transcends departmental silos, ensuring comprehensive strategic planning resonates across the organisation. By enabling stakeholders to contribute insights and perspectives, Pyplan S&OP cultivates a culture of ownership and accountability, driving collective efforts toward shared organisational goals. Notably, industry leaders like Puma, Pirelli, Nestle, and Coca Cola have successfully implemented Pyplan solutions, leveraging its capabilities to streamline decision-making, optimise operations, and stay competitive in the rapidly evolving business landscape.”

ASCM CONNECT 2024

What is the value of events like ASCM CONNECT 2024: North America? How important is this conference in the supply chain calendar?

Odeta Pine: “This event is very important for us to see the latest trends, strategies and innovative technologies within supply chain management. It is an opportunity for us to showcase Pyplan – a new python based GenAI product to the US market. We are excited to network with other peers and big companies we can learn from.”  

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

Odeta Pine: “The great keynote speakers, technology companies and the great well-known companies attending.”

What are the biggest takeaways from this year’s ASCM CONNECT for you?

Odeta Pine: “Networking, education and learning about all the cutting-edge solutions and new tech start-ups.”

Global supply chain

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

Odeta Pine: “The supply chain right now is in a state of digital transformation and adaptation to all the disruptions. From what we have seen this year, companies are focusing a lot on resilience over efficiency by having a lot more diverse suppliers and increasing inventory levels to mitigate risks. They are focusing on increasing the EBITDA line by improving cost management given the high inflation rate and fluctuating raw material cost. Risk assessment, scenario management, sustainability and digital transformation have been key.”

What do you feel are the biggest lessons supply chains have learnt over the past few years and how well equipped is the modern-day supply chain now to deal with ‘black swan’ events like the ones we’ve seen recently?

Odeta Pine: “I think the biggest lessons learnt have been the need for agility, diversification of suppliers’, better inventory management and technology. The modern-day supply chain space has improved but it is still vulnerable to the ‘black swan’ events. Today, it is using better technologies to predict and forecast better with Python-based technologies – Python is the new and future business language. I think the most important lesson, is that it has increased awareness at the C-level which means more visibility and therefore faster strategic decision making to any sudden events.”

Sustainability

Sustainability is an important item on most Chief Supply Chain Officers’ agenda. Amid government legislation and changing customer demands, is a sustainable supply a non-negotiable in today’s world?

Odeta Pine: “A sustainable supply is non-negotiable and that is the reason we have seen a lot of new techs emerging such as GenAI tools understanding better consumer insights and trends to be able to tell organizations what is happening and what they should focus on from a demand and therefore supply point.”

In what ways have you incorporated sustainability into operations?

Odeta Pine: “Diversifying suppliers, optimising transportation logistics and real-time KPI tracking for sustainability.”

Digital transformation

Where are generative and conversational AI having the biggest impact in the supply chain? What types of supply chain and procurement decisions are now possible, or much easier to make, with the rise of AI and LLMs? How does this compare to just a couple of years ago?

Odeta Pine: “The biggest impact we see is within logistics and transportation optimisation, inventory management and demand forecasting as well as supplier relationship management. Inventory levels can better be managed to reduce overstock and stockouts. Artificial intelligence can automatically suggest reorder points, dynamic pricing based on real-time data. AI continuously monitors and updates suppliers’ data. AI in transportation and logistics have extremely improved real-time route optimisation and dynamic scheduling.”

What should CSCOs out there do first? What needs to be considered before starting the gen AI journey?

Odeta Pine: “Before a CSCO starts the AI journey, it is important to have a clear objective and use case, good clean data related to the objective and the right skilled team behind the AI projects.”

Tech-driven

What are the biggest challenges or hesitations you’re seeing companies have around AI? What should organisations look for in technology to hedge against these concerns?

Odeta Pine: “The biggest challenge is the good data, data privacy and security – companies should look for AI technologies that have a good handle on data encryption, security compliance and anonymisation.”

What are the underlying issues in how companies are currently storing and looking at their supply chain data? Why is this a problem and how can they overcome those challenges with generative AI and knowledge graphs?

Odeta Pine: “The biggest issue we see is the data quality, storage and inconsistency. Data is siloed and extremely fragmented. For any AI technology to be successful, the data needs to be good, consistent and easy to access. This is an issue because companies never really took supply chain data or any type of data seriously. On top and with the vast amount of data generated from multiple data sources anytime, this data now is so challenging, and it needs a lot of cleansing/ ETLs. Having a great data team to identify the sources, access the data, transform it, clean it and create KPI tracking reports is crucial.”

Talent management

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?

Odeta Pine: “Communication, transparency and training throughout all teams across all departments.”

What about the next generation of talent? What is the key to encouraging more people into a career within the supply chain?

Odeta Pine: “Education and awareness are key to encouraging the next generation. Teaching young people about the global impact of supply chain in everyday life and how they can help with that is so important. Learning about technology, innovation, the importance of good data and coding languages like Python is key to having more people into a career within the supply chain.”

Future

How can the supply chain industry take that next step and what strategies can be implemented to push the industry forward even further?

Odeta Pine: “The supply chain industry can take the next steps by implementing data-driven decision making using advanced technologies for real-time KPI tracking, predictive analytics, process automation, implement AI for inventory optimisation and demand forecasting.”

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?

Odeta Pine: “Nestlé Brazil was looking to find a tool that allowed it to automate and optimise the Demand and Production Planning process, so that it would allow users to have complete visibility both in the hierarchy of its large product portfolio (by segment, family, brand, SKU, among others), as well as by logistics points, factories and production lines. We implemented a fully automated DRP Module Distribution, Demand Planning and Production Optimization Module. The benefits achieved from Nestle:

  • Increased accuracy
  • Increased reliability of supply
  • Reduction of stock breaks
  • Granular visibility of historical data and forecasts
  • Reduced stock accumulation
  • Greater product availability

How exciting a future does supply chain and procurement have? Some people say that now is the greatest time to be in the space. Is that true?

Odeta Pine: “Yes because of the many innovations happening within the space! AI/ML, IoT and a lot more!”

Learn more about Pyplan here.

  • Digital Supply Chain

We are pleased to announce that SupplyChain Strategy is an official media partner for LogiPharma USA 2024.

We are pleased to announce that SupplyChain Strategy is an official media partner for LogiPharma USA 2024.

Over the past 20+ years, LogiPharma has become the go-to event for pharma, biotech and medtech supply chain executives since its founding in 2002.

This year’s event will take place at Westin Copley Place in Boston, Massachusetts, between September 23rd and 25th.

Advancing Global Supply Chains – Together

Through collaboration with heads of supply chain on both the manufacturing and provider sides, LogiPharma aims to promote deeper collaboration among industry players which leads to more effective and efficient supply chain management.

Today, LogiPharma is a must-attend event for any supply chain executive within the pharmaceutical industry in order to stay up-to-date with the latest trends, enhance knowledge and build vital relationships with peers in the field.

The event will also focus sessions on the role of collaboration and how it protects the United States’ drug supply chain. In this session, panellists from the FDA, ODNI and DoD will meet to discuss how partnerships have helped mitigate risks and share insights gained from addressing evolving challenges in the pharmaceutical supply chain.

Speakers include Lucy Alexander, Capabilities Lead, Global Supply Chain Strategy at AstraZeneca, Frank Binder, Global Head of Supply Chain Management at Santen as well as Mario M. Feliciano, PLA Product Director at Novartis, among many others.

LogiPharma – A closer look

  • Thought-provoking

LogiPharma has become one of the leading pharmaceutical supply chains events in the world and serves as a platform for practitioners to come together and engage in meaningful discussions and thought leadership. Industry-leading speakers and pharma supply chain leaders have collaborated to develop this event specifically for pharma supply chain professionals.

  • Engaging

LogiPharma goes beyond simply bringing professionals together. The primary aim is to provide a platform for those keen to share their expertise and experience. This event provides the opportunity for industry experts to instruct and inspire their peers by presenting innovative solutions and discussing cutting-edge processes that are set to shape the future of the pharmaceutical supply chain.

  • Relaxed

Attendees can expect an in-depth programme that features a variety of topics all vital to the pharmaceutical supply chain. From the likes of emerging technologies and digital transformation to regulatory compliance and risk management, LogiPharma aims to cover all aspects that shape the industry’s landscape.

Find out more about the event here.

  • Digital Supply Chain

Internet of Things technology has the potential to solve key pain points in the supply chain. Here are 5 ways IoT is solving supply chain problems.

The global supply chain landscape has become increasingly fraught over the past few years. 

In the wake of the COVID-19 pandemic, supply chains have contineud to face near-constant disruption. These pain points have ranged from climate-crisis-fueled droughts to geopolitical conflict. Rising prices and economic instability have conspired to destabilise the sourcing and movement of goods around the world. As a result, a greater focus on resilience over cost has crept closer to the top of the CSCO’s agenda. 

However, it’s hard to identify how to protect a supply chain from disruption — let alone leverage that supply chain to create new value — without strong visibility into that network. This is where Internet of Things (IoT) technology is supporting supply chain managers and CSCOs. The technology provides new levels of visibility, resilience, and control over their operations. Defined as a network of physical devices and sensors interconnected digitally and used to gather information, the IoT is making supply chains smarter, easier to track, and better prepared for the unexpected. 

Here are five of the ways that IoT technology is transforming the supply chain. 

Tracking shipments 

One of the most obvious and straightforward applications for IoT in the supply chain is digitising the tracking process. Traditionally, updates on goods moving through the supply chain have been sporadic, or nonexistent until the final delivery. 

IoT sensors enabled with GPS are changing that, however. For high value items, IoT technology like GPS trackers, RFID tags, wireless temperature sensors, and other devices can ensure that goods can be monitored at every stage of their journey. Customers using something like FedEx’s SenseAware or SAP IOT Logistics can track cargo for changes in environmental conditions, location, delays, and even alterations to routes. 

Cold chain management 

The cold chain is a temperature-controlled supply chain that moves, stores, and distributes sensitive and perishable goods. This can include vaccines, chemicals, sea-food, meats and dairy products. 

As any deviation from the ideal temperature range can affect the freshness of food and the efficacy of medicines, proper monitoring of the cold chain is essential. IoT sensors that issue an alert if the cold chain is broken are a critical piece of the puzzle for supply chain managers attempting to gain visibility into these complex and critical systems. 

Sourcing authentication 

Whether it’s specialty coffee that needs to be traced from a single point of origin to the small batch roaster, or a multi-million dollar shipment of lithium that needs to reach an EV battery manufacturer without touching a Chinese-owned processing plant, regulations are making it increasingly important to have verifiable visibility into every step of the sourcing and supply chain process. 

However, some industry experts have argued that basic IoT-based supply chain management systems fail to provide confidentiality and security. In combination with blockchain technology, IoT devices can more reliably authenticate the origin and subsequent steps in the journey of a product or material. This allows organisations to avoid ptential goods seizure or tariffs when entering new markets, and comply with ESG commitments. 

Warehouse automation 

Artificial intelligence and machine learning have been applied to great effect by logistics teams. The technology has significant potential to help pick, arrange, and otherwise move goods through warehouses. Amazon has been using an increasingly sophisticated variety of robots in its warehouses since 2017. The global market for warehouse automation was valued at $16.23 billion in 2022. It is expected to hit around $71.03 billion by 2032.

However, AI tools and automation platforms need a bridge between the digital and physical worlds in order to work. IoT forms that bridge, allowing digital tools to gather accurate data in real time about the physical world. The information gathered from these IoT sensors can then be used to pilot fleets of robots. It could also direct human pickers, control the ambient temperature, schedule deliveries, and oversee numerous other warehouse management tasks.  

Predictive analytics 

IoT can not only provide critical insights into what’s happening in the supply chain right now. The technology can also use the data it gathers, in combination with AI, to make educated guesses about the future. IoT creates huge amounts of information constantly. Sensors placed throughout the supply chain, from warehouse operations to transportation and delivery are continually reporting on location, temperature, time-to-process, and other useful information. 

With the application of digital tools, this data can be used to forecast trends, pain points, and demand patterns. At a time when supply chain managers are overwhelmingly preparing for a future where disruption is the norm, rather than the exception, predictive analytics using IoT-derived data are a vital tool. 

  • Digital Supply Chain

We are pleased to announce that SupplyChain Strategy is an official media partner for ASCM CONNECT 2024: North America.

We are pleased to announce that SupplyChain Strategy is an official media partner for ASCM CONNECT 2024: North America.

ASCM CONNECT is a dynamic three-day conference dedicated to the latest trends and tactics in end-to-end supply chain SupplyChain Strategy. 

As a media partner, SupplyChain Strategy will deliver exclusive content such as articles from some of the event’s speakers and sponsors.

Set to take place between September 9th and 11th in Austin, Texas, innovation is set to shine with sparking collaboration the key to shaping the future of supply chain management. At ASCM CONNECT, attendees are invited to tap into the knowledge and experience of an expert speaker line-up, and dive into education that transcends the ‘what’ to explore the ‘how’ and address the ‘so now what’ of industry advancements.

Attendees to the conference will uncover the latest advancements and trends in:

  • Stability, resilience and agility
  • Digital capabilities, technologies and enablers
  • Talent, leadership and transformation
  • Sustainability, circularity and climate

Who Should Attend?

Open to all supply chain professionals, ASCM CONNECT delivers value no matter where you are in your supply chain career. Attend and be at the forefront of shaping the future of the industry.

Industry Executives

  • Engage directly with other top industry leaders and influencers who are driving innovation and transformation in the supply chain profession.
  • Gain invaluable insights and forge meaningful connections that can catalyse positive change across all sectors of the supply chain.
  • Make a lasting impact with your presence – your newfound connections and insights have the potential to resonate and drive significant advancements in supply chain practices.

Emerging Supply Chain Leaders

  • Enhance your skills and knowledge through invaluable insights from industry leaders and experts. Accelerate your career growth and stay ahead in the ever-changing world of supply chain management.
  • Immerse yourself in keynote presentations, educational sessions, and Connection Cafés designed to address the unique needs and questions of supply chain newcomers.
  • Expand your professional network, connecting with peers and mentors who can provide guidance and support on your career journey.

Supply Chain Champions

  • Join a vibrant community of supply chain enthusiasts and novices alike, where collaboration is key. Connect with peers from diverse supply chain backgrounds, exchanging insights, troubleshooting challenges, and sparking innovative ideas together.
  • Equip yourself with actionable strategies for navigating the complexities of today’s rapidly evolving supply chain landscape. Whether you’re seeking solutions to specific challenges or simply eager to absorb knowledge from industry experts, this conference offers an unparalleled opportunity to learn, grow, and network with fellow professionals, thought leaders, and essential vendors.

Find out more information about the event here.

  • Digital Supply Chain

Theresa Macdonald, Business Development Manager at Element Logic, explores five trends changing the face of warehouse automation in 2024.

The past few years have been transformational for logistics and supply chain operations, with warehouses at the epicentre of this change. Economic volatility, global political shifts, and the lingering effects of COVID-19 have made the landscape increasingly complex, further intensified by constantly evolving consumer behaviours. 

Instead of waiting for an elusive return to “normalcy,” now is the time for businesses to proactively future-proof their warehouse operations. Here’s a closer look at four technology trends that are not only navigating but also shaping this unpredictable future.

1. The rise of warehouse automation and robotics

Technological advancements are rapidly transforming the logistics sector, with automation emerging as a key driver of competitive advantage. 

Automation significantly enhances storage density, reduces overhead costs, and extends operational hours, meeting the demands of rising order fulfilments. Take Automated Storage and Retrieval Systems (ASRS), for example. These advanced systems use goods-to-person technology to optimise space, improve order-picking accuracy, and cut labour costs. By seamlessly integrating with Warehouse Management Systems (WMS) and data-driven Warehouse Control Systems (WCS), ASRS provides continuous improvements through real-time feedback. 

In addition, robotic piece-picking technologies, powered by machine learning and AI – achieve high picking rates while virtually eliminating human errors and reducing labour demands. Autonomous Mobile Robots (AMRs) further boost efficiency by navigating warehouse spaces with sensors and vision systems to manage tasks that are hazardous or impractical for humans. 

Although the initial investment in automation technology can be steep, the return on investment usually manifests within 1-2 years, enabling around-the-clock operations and optimal asset utilisation.

2. Data-driven decision making

Harnessing real-time data through sophisticated AI and machine learning software unlocks vital insights that drive process efficiency, inventory management, and customer behaviour understanding. 

Translating these insights into actionable strategies boosts performance. For instance, data-driven software streamlines capacity planning by alerting managers to potential constraints, ensuring timely resource redistribution. Digital twin simulations can stress-test various scenarios in a virtual model of the warehouse, offering enhanced planning capabilities. 

Predictive maintenance further mitigates risk by flagging potential equipment issues before they escalate, preventing costly operational disruptions. 

In transportation, analytics-driven software enhances supply chain efficiency, making logistics more resilient. Engaging staff through gamified tasks acknowledges their efforts and boosts morale, creating an efficient and enjoyable work environment.

3. Accessible automation for smaller businesses

Contrary to widespread belief, warehouse automation isn’t just for large enterprises. Smaller businesses can also benefit, particularly through models like Automation-as-a-Service (AaaS), which offer a cost-effective, low-risk entry into enhanced automated operations. 

Small companies can leverage automation technologies to scale sustainably without the burden of operational complexities. AaaS ensures positive cash flow, allowing funds to be directed toward innovation and growth. 

Warehouse automation solutions are highly adaptable, fitting into diverse spaces and scaling according to needs. Easily reconfigurable, these technologies meet the dynamic requirements of smaller businesses and third-party logistics providers (3PLs).

4. The growth of Micro Fulfilment Centres

Heightened consumer expectations for same-day or next-day delivery are compelling businesses to rethink their distribution models. 

Micro fulfilment centres (MFCs) are emerging as a formidable solution, especially among European grocery retailers. These localised, small-scale warehouses expedite deliveries, enhance inventory control, and streamline returns. Strategically located close to consumers — in retail stores, nearby buildings, or dedicated ‘dark’ warehouses — MFCs reduce last-mile delivery times, cut transportation costs, and lower emissions. 

Although manual labour in MFCs can limit efficiency and stock volume, investing in flexible, modular automated systems can significantly enhance both storage density and operational efficacy.

5. Embracing smart warehousing

The future of warehousing holds immense promise. Staying abreast with emerging trends and technological innovations is crucial for businesses aiming to excel in this ever-changing commercial landscape. 

By integrating automation, robotics, AI, and data analytics, companies can improve operational efficiency and deliver exceptional customer service. 

The key is to embrace change and stay ahead of the curve, creating a resilient and adaptive warehousing strategy. By recognising and acting upon these trends, businesses are well-positioned to navigate future uncertainties, ensuring both operational resilience and sustained growth.

  • AI in Supply Chain
  • Digital Supply Chain

SupplyChain Strategy is delighted to announce our partnership with Manifest: The Future of Supply Chain & Logistics – A 3-day event being held on February 10 – 12, 2025, at The Venetian, Las Vegas.

Manifest is the premier gathering of industry leaders, innovators, and investors in a showcase of the cutting edge of supply chain and logistics.

Over 300 of the industry’s best and brightest will take the Manifest Vegas 2025 stage, at its new home in The Venetian, to address the most pressing issues across global end-to-end supply chain and logistics operations such as Planning, Sourcing, Manufacturing, Maritime & Ports, Intermodal, ESG, DEI, AI, Nearshoring, Cold Chain, Supplier Relationship Management, Geopolitical Disruptions, Talent & Labor, Warehouse Innovations, Last Mile & Returns.

To learn more, and to join us at Manifest at a discounted rate, please click the link below and save $200:

  • Digital Supply Chain
  • Risk & Resilience

Siddharth Rajagopal, Chief Architect, EMEA at Informatica, explores the need for effective data management to ensure the UK’s food security.

After one of the wettest winters on record, farming leaders  are warning that flooded fields and massively delayed sowing will likely lead to shortages and price rises on crops like wheat, oilseed rape, potatoes, and barley later this year. 

That’s not just an ‘industry problem’: warnings of wet weather washing out domestic food supplies will be a major headache for families with dietary restrictions or those on tight budgets.   

But despite farmers’ best efforts, you simply can’t put seeds into a field that resembles a lake. 

The UK’s food needs aren’t going anywhere, so the food will have to come from somewhere. And that means the burden of feeding the nation significantly falls to the food industry’s importers, shippers, and distributors. Locating, securing, purchasing, and moving food on this kind of scale is no small feat – not least because accessing and managing all the information involved is a tall order in itself.

Stepping into the breach

The initial response to the weather crisis will likely focus on protecting this year’s food stock. 

This will mean either stretching out tight supplies, or careful planning to make up any shortfalls by importing more from abroad. Both will require retailers and distributors to have a single, 360-degree view of supplier profiles if they’re to get the right volume of products to the right place at the right time.

That in turn means they need the right technology approach for the job. In particular, the ability to maintain accurate data on supplier status, pricing, and stock levels, as well as the location of current shipments and information on any potential delays. The more the industry knows about the wider situation, the more agility and accuracy it can bring to purchasing decisions and shipping plans. 

With the right data strategy in place, it will be possible to source and import the staple supplies the UK needs, albeit at a higher price and with little benefit to the farmers whose annual income will have been significantly impacted thanks to the heavy rain. 

Future-proofing the UK’s food supply

Unfortunately, this type of disruption is highly likely to become more commonplace in the future. As the effects of climate change take hold, the UK is set to have longer, wetter winters that will impact annual food supplies and severely challenge the whole food production and distribution ecosystem. 

To protect food security, farmers, retailers, and distributors will need to work closely together to build greater resilience into food supply chains

A clear approach to data management and governance can provide visibility over potential sources of disruption, ensuring companies can respond promptly and do their best to mitigate against costly delays. An example of what this looks like in practice is having a common terminology of food supply related glossaries, processes and policies.

Not only do supply chain stoppages cause added logistical costs – with many crops, they can be the difference between a usable product and a totally spoiled cargo. Given that demand is likely to be high during periods of weather-related disruption, strong data management will also help retailers navigate a crowded market, securing products and shipping windows efficiently.

As artificial intelligence applications become more available to wider sections of the industry, they can also help to offer a clear view of strategic supplier relationships. As a result, organisations will be better able to manage supply chain challenges, plan ahead, and mitigate the effects of any potential food shortages. 

Creating a comprehensive view of the market

These kinds of advanced data management solutions and data-driven applications not only enable companies to get a more comprehensive overview of the market situation – they also free up staff time to ensure people can focus on value-add tasks rather than the manual work of compiling, cleaning, and storing ever-growing datasets. 

Organisations already waste too many man-hours on repetitive tasks. The more this kind of work is streamlined through the use of automated solutions, the greater the opportunities will be for organisations to develop innovative responses to the growing pressure of unpredictable weather.

Winters like the one we’ve just endured are only the tip of the iceberg (so to speak). Logistics professionals across a whole range of industries are going to face a raft of new challenges in the coming decades. Increasingly they will have to grapple with more dramatic weather patterns, work to decarbonise their supply chain and comply with global sustainability reporting requirements. 

As the old proverb goes, knowledge is power. 

Companies need to equip themselves with advanced data management capabilities to ensure they can make intelligent, data-driven decisions when crises hit – and emerge stronger on the other side.

  • Digital Supply Chain
  • Risk & Resilience

Nigel Pekenc, Partner at Kearney, examines the trends and challenges set to define the supply chain sector for the rest of 2024 and beyond.

Supply chains are the backbone of the global economy, ensuring the seamless flow of goods and services across the world. However, recent disruptions caused by COVID-19 and geopolitical tensions have triggered a significant transformation. 

Companies are diversifying their supplier bases and increasingly moving production closer to home to reduce dependence on distant suppliers and mitigate risks associated with global disruptions. There are five main trends shaping this transformation:

1. Regionalisation

A key component of this transformation is the shift from a global model to a network of interconnected local value chains. For supply chain leaders, this results in increased flexibility and resilience by relying on multiple local sources instead of fewer global suppliers to enhance supply chain visibility and control. Kearney’s 10th Annual Reshoring Index Report found that regionalisation is increasingly gaining momentum, with up to 96% of US CEOs committed to reshoring as a strategy to enhance supply chain resilience.  

2. Artificial intelligence 

The rapid emergence and adoption of AI is forcing supply chain leaders to rethink how they use technology, and how they incorporate it into the fabric of their businesses. These digital tools have a myriad of applications, such as predictive analytics and machine learning algorithms, the ability to improve efficiency, transparency, forecasting and much more. Moving forward, companies must integrate data and AI technologies to optimise their supply chains from end-to-end if they are to remain competitive. 

3. Re-skilling 

With new technology and new priorities, comes the need for new skills. With 60% of the global workforce in need of significant training to bridge the skills gap, supply chain leaders need to act now to make sure they have a workforce that enables growth and innovation. This could involve investing in new training programs, e-learning platforms, or outsourcing further work overseas.  

4. Sustainability 

Driven by the push of regulatory pressures, and the pull of growing consumer demand for greener practices, businesses are recognising the need to move beyond compliance and embracing more innovative sustainable practices. For example, Unilever has invested in sustainable sourcing, working closely with farmers and supply chains to ensure that raw materials are produced in an environmentally/socially responsible manner. Innovating around sustainability throughout a company’s operations will not only help with compliance, but also help create an ecological friendly value chain that is fit for the future.

5. Customer value 

There is a growing recognition amongst leaders of firms that operations should be driven by customer value, rather than cost alone. 80% of organisations plan to compete mainly based on customer experience, underscoring the increasing importance of a customer-centric approach. enhancing customer satisfaction and loyalty through value-centric supply chains has become a priority. This shift reflects a broader realisation that providing excellent customer service can be a crucial differentiator in today’s competitive market in terms of minimising the risk of losing market share.

The gap between ambition and operational delivery 

The case for transforming business operations is well understood, and many organisations have made good progress towards global value chain rewiring. However, we are still seeing a significant gap between strategic intent and operational delivery. 

This is evident in the figures. For instance, while 92% of manufacturers say they are looking to regionalise their manufacturing footprint, only 28% aim to have nearly all in-region-for-region operations by 2030. 

In terms of technology, 64% of supply chain leaders perceive AI as the key to driving supply chain improvements but only 1% have been able to eliminate Excel-like manual spreadsheets from their operations. A similar story plays out across all five trends, with only 14% of manufacturers redesigning their network to reduce Scope 3 emissions — but why is this? 

Delivering on this ambition is easier said than done. The scale and complexity of value chains means that carrying out end-to-end transformation is no small task, and one that requires significant investment. Additionally, the very same factors that are driving transformation in the long-term are hindering it in the short-term, including macroeconomic, political and ecological disruptions. 

Rewiring global supply chains

To tackle these issues, companies should focus on phased implementation, prioritise high-impact areas, and look to develop partnerships to share costs and risks. In particular, partnerships and engagement between the public and private sector organisations are critical and enable a globally coordinated development of next-generational strategies. 

Resistance to change can hinder transformation efforts, especially on this scale. As a result, clear communication of benefits, stakeholder involvement in decision-making, and comprehensive training can enable a smoother, and more efficient, transition. 

On a nuanced level, supply chains can use the complexity of supply chains to their advantage. For example, by promoting stakeholder collaboration across the value chain, they can enable flexible nodes and real-time re-routings to avoid delays and increase efficiency.  

To maximise the value they generate from AI, and new technology, organisations should integrate AI decision-making capabilities with digital twins of supply chain in order to model scenarios, and combine this with the real-time enterprise resource planning so they can act proactively in line with evolving priorities. 

Real-time decisions made using scenario based data can also help organisations to upskill their workforce. Unlike implementing top-down directives, this approach can increase the agility of organisations to respond to their changing skill requirements, reflecting the dynamic nature of the skills gap. 

In short, transforming supply chains to be more resilient, sustainable, and technologically advanced is no simple task, but the opportunities for those who do it successfully are vast. To guarantee the global economy’s resilience and sustainability in the future, industry leaders must focus on these issues. 

  • Digital Supply Chain
  • Risk & Resilience

John Santagate, SVP Robotics at Körber Business Area Supply Chain, looks at the impact of automation on the evolution of the supply chain.

Over the past decade, the supply chain has gained significant visibility. The rise of e-commerce, coupled with the challenges posed by the pandemic, has brought supply chain and warehouse technology into the spotlight. 

This increased visibility has helped individuals and businesses gain a deeper understanding of the crucial role played by warehouses and the supply chain in ensuring that products reach the shelves. In today’s world, people better understand the scale and scope of the industry and the need for a dedicated workforce to ensure timely delivery of goods.

Robotics in the warehouse 

Amazon is well known for its early adoption of robotics into their warehousing and distribution centres and subsequently the growth of the business that this technology no doubt played a role in. 

More recently apparel industry leader, S&S Activewear, announced the expansion of its partnership with Körber Supply Chain Software and the deployment of Geekplus robotics solutions to increase warehouse efficiencies. 

Intelligent robotics is a true game-changer in the supply chain industry if applied correctly. Since 2016, the global stock of industrial robots has grown by an average of 14% each year. However, it is important to note that while the figures reflect growth and strong demand, intelligent robotics need to act as holistically integrated solutions to maximise efficiency.

With robotics becoming an increasing trend in the supply chain, how will it affect the workforce?

Impact on the supply chain workforce

At the core of the supply chain industry are the dedicated individuals driving its operations. In recent years, however, we have seen the adoption of technologies, such as robotics and voice, enabling individuals to work more efficiently in the warehouse. Voice-directed solutions help workers operate hands-free and eye-free in busy warehouse environments. Automation and robotics are being used to support and enhance the human workforce, rather than replacing it. 

There is now a growing need for technology operating systems to integrate these various technologies. Tools like these are augmenting human capabilities, resulting in operational efficiency gains.

Autonomous Mobile Robots (AMRs) are designed not only to boost productivity but also to enhance workplace satisfaction. By handling repetitive and labour-intensive tasks, AMRs free up human workers to focus on more strategic and fulfilling activities.

The seamless integration of these technologies is becoming increasingly essential. Modern warehouses depend on complex systems that must operate harmoniously. Software orchestration is vital in ensuring that both new and legacy technologies work together efficiently, maintaining smooth and effective warehouse operations.

Effects on human employees

The supply chain industry is facing unprecedented workforce shortages, leaving technology to fill in the gaps. Robotics is one of the cutting-edge technologies transforming the workforce by augmenting, supporting and enabling workers to be more effective.

Businesses that prioritise their workforce and use technology as a tool to enhance employee performance will see significant benefits. 

Companies focusing on improving efficiencies, workforce safety and employee well-being are experiencing the most considerable improvements. Robotics positively impacts human employees by saving time, increasing accuracy and allowing them to focus on more strategic tasks.

Not long ago, warehouse tasks were manual and mundane, leading to unfulfilling work. Today, robotics and technology have shifted this dynamic, allowing workers to focus on more important tasks and be more agile, dynamic and effective. Robotics also reduces repetitive strain injuries and fatigue-related accidents, making work more comfortable and less burdensome while aiding workflow productivity and scalability. In addition, working with robotics and other modern technologies is allowing workers to gain new skills that are more relevant to the market today and enabling businesses to evolve with the technology landscape. 

The bottom line

Technology is not replacing jobs; it is creating new opportunities. Innovations have introduced roles such as robotics and automation specialists that didn’t exist 20 years ago. Robotics in the supply chain represents progress and is essential for allowing the workforce to keep pace with market demands.

A decade ago, experts predicted the supply chain industry would need three times more warehouses and a 300% increase in warehouse workers over the next few years. Thanks to advancements in technology, we have successfully met these demands, while competing with a contracting labour market

This technological evolution underscores the importance of continued investment in robotics and automation to maintain a resilient and efficient supply chain, capable of adapting to future challenges and consumer demands.

  • Collaboration & Optimization
  • Digital Supply Chain

The evolution of supply chains in 2024 will, according to Gartner, be defined by the integration of human and robotic workforces.

It’s an interesting time to be in the supply chain business. Not only are supply chains under increasing pressure to unlock greater value for the business, but executives find themselves operating in a landscape that might be even more challenging than that of the pandemic just a few years ago. 

Geopolitical tensions are rising, disrupting global trade routes. The spectre of economic downturn looms over Europe and the US, intermingling with growing unrest over the cost of living, wage stagnation, and the broken promises of 21st century capitalism. And, over everything, the worsening climate crisis throws a long shadow. Crop failures, extreme weather events, and disrupted ecosystems are conspiring to create a world where, for supply chains, disruption is the norm. 

Many organisations are turning to technology as a way to improve their efficiency, cost-containment, and resilience. Supply chain operators are being driven by the need to “ensure their foundation can support both past and future investments, while also looking ahead for new differentiation opportunities,” noted Christian Titze, VP analyst in Gartner’s Supply Chain Practice

A key theme emerging for Titze is the role that emerging technologies like artificial intelligence (AI) and maturing technologies like robotics will play for supply chains. However, Gartner’s report stresses that the success of adoption when it comes to these technologies is tied to “ the complementary integration of humans and machines.” 

Humans and machines in the supply chain

Gartner’s report identifies a number of trends connecting the broader theme of humans and machines in collaboration. 

“These technology trends are not isolated, but rather interconnected and mutually reinforcing,” said Dwight Klappich, VP Analyst and Fellow in the Gartner Supply Chain practice. 

Composite AI, AI-enabled vision systems, augmented connected workforce initiatives, next generation humanoid robots, and machine customers are all contributing to the increasingly collaborative relationship between humans and machines in the supply chain.

AI-Enabled Vision Systems

AI-enabled vision systems combine industrial 3D cameras, computer vision software and advanced AI pattern recognition technologies to autonomously capture, interpret, and make inferences based on unstructured images in real time.

Augmented Connected Workforce (ACWF)

ACWF initiatives aim to reduce onboarding time for employees to achieve full productivity and enhance decision-making. 

Augmented connected forkforce is a strategy that combines the value of intelligent technology, workforce analytics, and skills augmentation to accelerate talent growth and optimisation.

Composite AI

Individual AI applications are impressive, but it’s in aggregate that the technology really begins to shine. Composite AI uses multiple AI techniques together to increase the efficiency and accuracy with which these models learn. Composite AI also broadens the level of knowledge representations, and could ultimately solve business problems in a way that drives supply chain performance improvements.

Next-Generation Humanoid Working Robots

Robotics have been an established part of the supply chain for over a decade at this point. Signalling the next phase in the technology’s journey towards maturity, humanoid working robots combine sensory awareness, mobile manipulation, and dynamic locomotion to perform tasks previously done by humans. 

They typically feature sensor-equipped heads, power and mechanical bodies, manipulative arms/hands, and legs that allow for more dynamic movement than previously seen.

Machine Customers

Machine customers are nonhuman entities capable of selling or purchasing goods or services autonomously. 

Examples include IoT devices placing independent orders, intelligent replenishment algorithms maintaining product availability, and automated assistants suggesting new deals to consumers.

  • Digital Supply Chain

Dr Atanu Chaudhuri, Professor in Technology & Operations Management at Durham University, explores 3D printing’s impact on sustainable supply chains.

Imagine you’re a customer waiting on a replacement for a broken part for your washing machine, or the operator of an aircraft fleet forced to ground a plane due to a lack of parts when faults occur. Or, even more critically, a doctor in a hospital working with a shortage of equipment, as machines in need of repair lie idle.

Such situations are far too common. Often, they occur because of hold-ups in, or a lack of production within a supply chain.

For example, when an airline changes the layout of the cabin, it needs to plug the gaps between old and new components using spacer panels. Producing these by injection moulding will first require the design and production of a mould, which takes multiple weeks to produce. One false step grounds an aircraft for weeks. In the meantime, manufactures must get both the requirements right and make enough of the parts they need to complete the job. Such delays are inconvenient at best, costly at worst.

Delays versus inventory in manufacturing 

Now imagine yourself as the manufacturer. One of the big challenges faced by industrial product manufacturers is to deliver spare parts to their customers – whether other companies or individual customers – on time when needed, as per their contracts. After all, to fail to serve the customer is to lose business.

To fulfil such obligations, manufacturers need to keep large numbers of spare parts, covering all eventualities in their inventory – even if their customers may only need a few every year. This means manufacturers spend time and money producing parts that customers never use. These parts also incur an additional cost when it comes to secure storage. 

And then, if available spare parts are no longer fit for use, it leaves manufacturers with a great deal of waste to dispose of. Increasingly, the pressure is on to do this in an environmentally friendly way, incurring yet more cost.

Cutting corners to keep costs low is also not worth the risk to reputation when it comes to customer safety and satisfaction. The parts may not be of appropriate quality. 

And then there are elements outside of the control of the supply chain itself  – a disruption in transportation links which delays the delivery of parts, items broken or going missing en-route. Finding or manufacturing a replacement can take several more weeks.

It’s clear that traditional manufacturing methods and the impact they have on the operation and sustainability of a supply chain are no longer fit for purpose. As many companies face pressure to tighten their belts as well as operating in a greener fashion new technology, like in many other industries, is bringing new solutions.

Where traditional manufacturing falls short, 3D Printing can pave a new path to build a resilient and sustainable supply chain.

3D printing a more sustainable supply chain 

Conventional manufacturing typically removes materials from a larger block to achieve the desired shape and finish. By contrast, 3D Printing, or additive manufacturing (AM), is the process of producing parts layer by layer to a near final shape from a digital design. AM can produce parts with complex shapes – often which cannot be produced by conventional manufacturing – in a wide range of materials, both metal and polymer. AM gives engineers freedom in their designs beyond the limitations of traditional manufacturing processes.

Initially, engineers used AM to swiftly develop prototypes during product development process. The technology has quickly grown in popularity for producing finished parts for products destined for market. Today organisations across industries such as aerospace and defence, automotive, medical and others are using AM for producing tools, jigs and fixtures and, of course, spare parts and for serial production of parts.

3D printing vs traditional methods

There are a number of reasons why 3D printing, or AM, is proving to be more effective than traditional methods for manufacturing spare parts are wasteful. First is the ability for low-cost customisation. Producing a part with a specific shape usually requires something called a die, or tool, made of steel which can be very costly. Also, a machine has to be set-up specifically for this purpose, which requires additional time. Making a single part at a time can come with a large bill – often larger than the value of the eventual part produced. Producing multiple parts the same die or tool reduces the cost of course, but also limits design possibilities. 

AM doesn’t require a die. It can produce parts with complex shapes more swiftly. Manufacturers can also produce these parts in low quantities, enabling manufacturers to respond to individual supply demands – keeping customers happy and reducing the need to create excess, typically unused and wasted, stock of parts to cover “just in case” scenarios. 

AM can also help to build supply chain resilience. Making parts within 2-3 days helps supply chains to be responsive and avoid supply disruptions by providing an “on demand” service. For example, Daimler Bus has authorised its coach operator customers to produce specific spare parts on-demand using a certified and validated process so that they do not have wait for the parts.  

Small scale manufacturing means more orders for small businesses 

Such practices also work well at the local level. This brings more business to SMEs and allows those which need the parts to more swiftly serve their customers as the chain becomes shorter. A case in point is small injection moulding manufacturers, whose business models are based on high volume and low cost hence severe competition from low cost manufacturers overseas. But, if organisations can produce these moulds using AM, it will not only reduce cost and lead time, it will also enable injection moulders to produce customised parts in low volume, enhancing their business model. Companies like Nexa3D provides such free-form injection moulding technology.

Moreover, parts produced using AM can have a lower overall carbon footprint than those made using traditional methods. This is due to a number of factors. AM parts use or waste less material thanks to the method of part production and avoiding surplus stock, as well as shorter transport routes due to more localised production.  

Airbus found exactly this in using AM parts which weighed 55% less and used 90% less materials. Others can be recycled or produced by recycling other materials such as fishing nets. My own research shows how UK based Filamentive and Fishy Filaments are proudly showcasing the circularity potential of AM. 

Limitations of 3D printing 

But there are limitations. Only a few parts in a portfolio of a company can be produced by AM. Companies need to identify those parts systematically using both design and supply chain data or expert knowledge and consider redesigning to make parts feasible to be produced by AM. 

The companies also need to choose the appropriate AM technology, the equipment and materials. For different AM technologies, parts need to undergo post-processing, require quality assurance and adherence to standards. Other challenges exist in terms of ensuring the security of the design files and product authenticity. Companies like Autentica are trying to address the above problem by using a non-fungible token enabled system of identification to help avoid counterfeiting. 

AM has potential to improve resilience and sustainability of supply chains, but it requires a concerted effort by manufacturers to systematically adopt the technology, develop in-house capabilities over time and use the AM service providers to address some of the capabilities they may lack. The investment in doing so will far outweigh the costs over the long-term, but missteps in choosing wrong parts to print or using inappropriate technologies or missing some of the hidden costs in post-processing and quality assurance can prove to be costly and deter companies. It is not to be considered to be a fancy toy which will address multiple problems but instead  a friendly set of technologies to develop a well-functioning supply chain – provided the companies do the essential background work to understand it first.        

Dr Atanu Chaudhuri is an Associate Professor in Technology & Operations Management at Durham University Business School.

  • Digital Supply Chain
  • Sustainability

Supply chains need to be ready for disruption, but is AI the right tool to help them remain agile in the face of the unknown?

The modern value chain is vast, complex, and can contain thousands of suppliers. 

These supply chains have evolved over the past decade, setting aside simpler, more linear structures in favour of complex ecosystems spread across multiple continents. Putting a single product in a customer’s hands can rely on the movement of goods across disparate geographies, between hundreds of companies, along vulnerable trade routes. 

Recent geopolitical and climate-related disruptions are driving a return to simpler, more regional supply chain models. However, organisations are nevertheless still managing highly complex, fast moving supply chains in an increasingly complicated and dangerous world. From the US-China trade war and COVID-19 pandemic, to the ongoing Houthi attacks in the Red Sea and increasingly common extreme weather events, supply chains face a landscape where disruption has become the norm rather than the exception. 

More than ever, supply chain managers are looking for ways to make their operations more agile and resilient. Some believe that artificial intelligence (AI) is the answer

Can AI deliver supply chain resilience and agility? 

Many supply chains have undergone radical transformations driven by the intersection of AI, machine learning, and increasingly cheap computing resources. “The culmination of those three things have revolutionised how we look at supply chain processes, all the way from demand forecasting to understanding at a granular level what customer needs are,” said Parvez Musani, SVP of End-to-End Fulfilment as Walmart in an interview with PYMNTS. “The integration of AI, ML, and vast computing power, coupled with an abundance of data, has transformed our approach to demand forecasting, inventory flow, and cost optimisation.” 

AI’s ability to analyse vast data sets makes the technology ideally suited to generating the kinds of insights supply chain managers need based on broad market data. Not only that, but the technology’s ability to examine large amounts of unstructured information makes it very good at flagging risks before they develop into full-fledged disruptions. 

Accurately forecasting demand is critical for retailers like Walmart. By effectively managing inventory levels, supply chain and logistics managers can minimise the likelihood of stockouts or overstocking. AI algorithms’ ability to rapidly comb through weather events, local news, historical sales data, market trends, and other contextual effects in real time allows the technology to generate accurate demand forecasts. Both Walmart and Amazon use AI tools to estimate and predict product demand in order to maintain the right inventory levels. 

  • AI in Supply Chain
  • Digital Supply Chain

Siddharth Rajagopal, Chief Architect, EMEA at Informatica, explores how to maintain and improve the quality of data throughout the supply chain.

Businesses in all industries depend on the smooth operation of global supply chains. Yet as these vital systems and processes become more complex, they can also become more fragile – needing careful management to keep them running effectively.

Data is an important enabler of modern supply chains, as long as it’s of the highest possible quality. When data is accurate and reliable, organisations can optimise their supply chain by streamlining operations, improving decision-making and reducing risk. However, poor quality data can have the opposite effect by adding pain points, reducing output, hindering inventory management and stopping companies’ ability to measure and assess risk factors. Improving both data quality and data traceability should therefore be a priority at every stage of the supply chain.

The data puzzle

With some companies managing upwards of 75,000 suppliers, tracking, reporting and analysing supply chain data is an arduous task. This is particularly true when it comes to fragmented data sets stored in multiple siloed systems distributed across geographies, business units and suppliers. 

And when data is not reliable, accessible and up to date, it can impact many parts of the supply chain. For instance, successful inventory management requires companies to deliver just the right quantity of the right product to the right place at the right time. And the whole process heavily relies on accurate data from multiple places – customer service, suppliers, warehouses and shipping providers. 

 If this information is fragmented, incomplete or difficult to interpret, organisations will find it difficult to deliver products or services in line with customer expectations. But imagine if that data could be pulled into a single view giving users the ability to see – in one place –  not only all the data they needed, but information on the quality of that data and the processes associated with it.

Yet gathering data is also just one part of the puzzle. This challenge will grow exponentially in the short to medium term with the proliferation of Internet of Things (IoT) devices, the increasing use of both public and private cloud services, and generative AI. Supple chains must account for the sheer volume and diversity of data. There is a heightened need to automate processes to ensure that data is well managed and catalogued throughout the supply chain. 

Mastering supply chain data 

To overcome data challenges, organisations need to focus on introducing the tools and processes to share data and collaborate with partners. In addition, trusted, relevant data on everything from bills of materials and supplier challenges, to shipping routes and customer demand, needs to be available on-demand and in near-real-time. 

Achieving this approach relies on having a clear, end-to-end view of the entire supply chain, ensuring supply chain managers use data optimally. For example, a cloud-based platform approach to managing data can seamlessly integrate internal and external data, bringing together trusted, governed and relevant supplier information from across the entire business into a centrally managed system. 

Ensuring data quality is crucial. Organisations must guarantee the accuracy of their own data as well as that of their partners or suppliers. To prevent issues from spreading through complex supply chains, it’s important to monitor data directly at its source. Implementing data observability practices enables proactive monitoring and early detection of data quality patterns, allowing for quick remediation and smooth operations.

Finally, AI and machine learning (ML) can significantly enhance supply chain management by automating many aspects of data management. These technologies analyse vast amounts of information to provide useable insights. For instance, AI and ML can help detect and maintain data quality across large datasets, automatically classifying data to meet organisational standards. 

Delivering on demands

With a holistic, trusted, single view of suppliers, ML and AI can extract valuable insights from supply chain data. By connecting technical data with business metadata, these technologies enable organisations to gain a deeper understanding of their supply chain operations and make more informed decisions. This improved data comprehension can lead to more efficient inventory management, better demand forecasting, and enhanced supplier relationships.

For example, we’ve recently seen supermarkets contending with supply chain disruptions – cold weather, high energy costs and transport disruption. A 360 view of all supplier profiles helps supermarkets navigate turbulence. The ability to visualise and understand strategic supplier relationships is crucial to identifying alternative suppliers and getting the right products to the right places fast.

Ultimately, data is critical to maintaining a supply chain. As such, supply chain managers must organise and manage their data effectively. To do this, it’s fundamentally important to ensure data is of the highest possible quality and is traceable at every stage. With an accurate, holistic view of suppliers feeding applications, AI and analytics, companies can quickly understand macro demand trends, gain visibility of suppliers, improve collaboration and optimise supply chains to deliver their product or service more quickly. 

  • Digital Supply Chain

New research shows 81% of companies investing in supply chain technologies saw the benefits within 24 months.

Supply chain leaders have traditionally been slower off the mark than other business stakeholders when it comes to technological adoption. However, when it comes to artificial intelligence and automation, few areas of the business see more consistently positive effects as the supply chain. 

Supply chain leaders are what Noha Tohamy, distinguished VP analyst in Gartner’s supply chain practice, calls “fast followers”. As other functions in the enterprise see success, supply chains are set to follow suit rapidly. 

Supply chain investment into AI, automation, etc. gathers momentum 

Generative AI investment has been embraced by the supply chain sector with particular enthusiasm. A Gartner survey found that top performing supply chain organisations are investing in artificial intelligence and machine learning in order to optimise their processes at more than twice the rate of their lower performing peers. 

Ken Chadwick, another VP Analyst in Gartner’s supply chain practice, noted that, rather than efficiency or cost saving, “enhancing productivity is the key factor that will drive future success” for supply chains. The key to unlocking that productivity lies in “leveraging intangible assets,” he explains. “We see this divide especially in the digital domain where the best organisations are far ahead in optimising their supply chain data with AI/ML applications to unlock value.” 

However, investment into digital transformation and actually reaping the rewards of that investment are two very different things. Data gathered by McKinsey suggests that 70% of digital transformation projects fail to meet their stated goals. 

Simply investing into AI, machine learning, and automation will not automatically create value in the supply chain. Thankfully, this is a lesson that supply chain leaders seem to have learned. 

Digital adoption drives supply chain resilience

A new report from supply chain solutions provider Cleo paints a hopeful picture for the sector’s ongoing digital adoption. 

According to their report, technology investments are increasing organisations’ ability to deliver on their supply chain commitments. This, they found, “resulted in accelerating profitability, revenue growth, competitive differentiation, and supply chain efficiency.” Perhaps most interestingly, the benefits of investment into technologies like AI and ML were observed very quickly. 

Last year, 97% of organisations surveyed by Cleo invested into “supply chain technologies.” Cleo’s research lacks specifics on which technologies exactly were invested into the most. It also fails to denote which ones saw the most impactful return. However, holistically, 81% of companies observed that their supply chain investment delivered business improvement in less than 24 months. An impressive 35% said they felt the benefits within a year. 

This year, more than half of the enterprises surveyed are planning to invest $1 million or more into further supply chain technology adoption. 

At a time when disruptions are more the norm than the exception in the supply chain, organisations are prizing resilience more highly. “By leveraging technology to build greater resilience to supply chain disruptions, a company is better able to take control of its supply chain commitments and deliver on their promises – resulting in stronger relationships and trust with their ecosystem,” says Tushar Patel, CMO at Cleo. He added that, in order to uphold their commitments, supply chain operators “need to consistently invest in their supply chain technology, otherwise they stand to take a hit to their relationships – impacting their bottom line.”

  • AI in Supply Chain
  • Digital Supply Chain

Supply chain visibility is at a low ebb, prompting leaders to explore machine learning as a way to regain critical insight into future threats.

Supply chain managers in 2024 are faced with an increasingly thorny environment. From shipping disruptions in the Red Sea and Panama (and now in Baltimore), to a rise in extreme weather events, disruption seems less like the exception than the rule. 

This ongoing disruption has highlighted the need for businesses to develop coping strategies. Increasingly, supply chain managers are looking to adopt technologies that let them predict and outmanoeuvre these disruptions. Agility and resilience are cardinal virtues for supply chains in 2024, almost as much as cost containment. 

However, despite the goal being clear, many companies struggle to increase the resilience and agility of their supply chains. According to a recent article in the Harvard Business Review, a lack of accurate forecasting is to blame. As authors Narendra Agrawal et al posit, “how can inventory and production decisions be made effectively when demand forecasts are widely off?” 

Machine learning and demand forecasting

Machine learning and artificial intelligence (AI) have tremendous potential to increase supply chain visibility. 

The growth of IoT devices and oversight platforms is also generating a wealth of unstructured data across the supply chain. This makes machine learning an especially useful tool for tracking and predicting trends or disruptive events. Essentially, the technology is very good at finding complex patterns and relationships within historical data. As a result, machine learning can significantly enhance accuracy when predicting demand.

To use a simple example, let’s imagine a snack company. Using machine learning algorithms, this company could analyse historical and broader contextual data to pick up a pattern where sales of certain snacks tend to spike during specific seasons. During allergy seasons, the demand for grain-free snack foods might increase. Likewise, promotional events, like Veganuary, could cut demand for some products and drastically increase demand for others. Likewise, sourcing disruptions like a crop failure due to extreme weather conditions can be taken into account. 

From a high level, these aren’t decisions that are beyond the scope of an experienced human supply chain professional to notice. However, it’s the ability for a machine learning algorithm to not only pull these insights from vast oceans of seemingly disconnected data, but to translate them into strategic recommendations for action (based on previous successes and failures) that makes the technology truly transformative. It’s doing what (not all) humans can do at speed and scale and, theoretically, with less propensity for error. 

By continuously learning from these data points and recognizing the complex relationships between them, machine learning algorithms can generate highly accurate demand forecasts. As a result, companies can ensure they are stocking the right levels of inventory and ordering the right products at the right times. 

  • AI in Supply Chain
  • Digital Supply Chain

Mike McGuire, senior software manager at the Synopsys Software Integrity Group, examines the threat posed to software supply chains by open source software.

Open-source software (OSS) holds a pivotal and significant position in modern application development, serving as a cornerstone of the software supply chain. However, its widespread integration into commercial applications poses challenges in tracking and managing potential risks. 

Naturally, the screening and vetting of OSS emerge as essential components of any software supply chain security initiative. But what is the current state of software supply chain security?

Software supply chain security 

Firstly, OSS has emerged as a primary target for cyberattacks. In fact, 9 out of 10 companies have detected software supply chain threats, with 70% admitting that their current solutions are inadequate. While open source attacks are the “path of least resistance” for many threat actors, attacks on commercial and proprietary software are also on the rise.

Threat actors exploit the challenge organisations face in keeping track of their OSS, leading to persistent supply chain attacks that affect software providers, businesses and consumers. These attacks, whether through exploiting OSS vulnerabilities or injecting malicious code, result in compromised user data and strained business relationships. The 2024 Open Source Security and Risk Analysis Report highlights the extent of this issue, revealing that 84% of scanned codebases in 2024 contained an OSS vulnerability, with 74% posing high-risk vulnerabilities. Despite the prevalence of these vulnerabilities, organisations often fail to adequately address or overlook them entirely. 

Rising threat levels 

Recent years have witnessed prominent vulnerabilities like Log4J, Curl, Apache Struts, and OpenSSL which have all led to a variety of operational damage. These highlight the severe impact posed to organisations when a single weakness within the software supply chain is exploited.

The most prolific supply chain attack was SolarWinds. Due to lax security practices, a former intern inadvertently exposed a critical internal password. By exploiting this vulnerability, hackers gained access to SolarWinds’s systems which were responsible for assembling updates to one of its core products called Orion. The attackers implanted malicious code into a legitimate software update, allowing them to clandestinely monitor and identify running processes involved in Orion’s compilation. They then manipulated source files to include the SUNBURST malware which compromised Orion’s updates and impacted 18,000 SolarWinds customers. As a result, the attackers obtained sensitive information while locating further targets to spread the malware. The ultimate targets were multiple steps removed from the initial breach. This underscores this vulnerability incident as a prime example of the serious impact of modern software supply chain attacks. 

Presently, more sophisticated supply chain attacks involve the insertion of malware and malicious packages into the software development life cycle (SDLC), effectively transferring risks to end users. These attacks succeed due to the implicit trust placed in third-party software during organisational software development.

Organisations must broaden their approach to addressing software supply chain security, gaining comprehensive visibility into all application dependencies and enhancing their capability to identify modern risks beyond OSS vulnerabilities. While historically challenging, addressing these concerns is now more feasible than ever before.

Comprehensive open-source discovery

With the majority of software supply chain made up of open source software, failure to properly track and manage it equates to a glaring gap in any risk management strategy. Additionally, any required Software Bill of Materials (SBOM) will mandate that all OSS dependencies be listed. 

Therefore, security teams within organisations should adopt tools that can easily identify all open source components using a combination of dependency, snippet, binary and container analysis to surface these all, regardless of language or package manager because this will provide the most comprehensive view of the OSS available. 

Most commercial and enterprise software teams use third-party code from an outside vendor. Although security teams can perform their analysis of these third-party artefacts, it is much easier if the software vendor provides their own SBOM. There are tools available that will assist security teams in importing external SBOMs and automatically catalogue the open source, commercial, and custom components contained within them. This helps expand software supply chain visibility beyond just open source dependencies and analyse all dependencies for risk.

Attackers are getting more devious, injecting malicious packages and malware into open source ecosystems, and even directly into applications, making it possible to compromise build environments. 

Catching this type of malware requires a specialised form of analysis that modern tools incorporate. Moreover, having continuous risk identification and monitoring capabilities are essential because even though something is secure when it enters the SDLC does not mean it will remain secure further down the development pipeline. Having the capability to analyse dependencies in both generated and imported SBOMs is vital to monitor for open-source vulnerabilities, secrets, malware and malicious packages.

“Comprehensive” supply chain security 

Achieving comprehensive security across the software supply chain necessitates a deep understanding of its entirety and the establishment of a robust system for continuous monitoring, vulnerability testing and prompt remediation. 

Open-source software, while offering numerous benefits such as enhancing critical software applications and enriching customer experiences, also poses inherent risks. 

Safeguarding your organisation against these risks demands a coordinated approach, facilitating the identification, monitoring, and analysis of code content. Leveraging appropriate tools and technologies will dramatically reduce the risk of your organisation suffering a software supply chain attack.

  • Digital Supply Chain
  • Risk & Resilience

Trimble’s Kate Legnola explores how dedicated commercial route mapping technology can address the very specific demands of transportation fleets.

Route optimisation has become ever more important in recent years. The rise in ecommerce has created new routing pressures, especially in the last mile. At the same time, rising fuel costs, the push towards net zero, and load theft have placed the spotlight on using preferred refuelling locations and the need for safe, comfortable parking, especially overnight. 

Layering these demands over the traditional goals of controlling costs while meeting tight deadlines has highlighted the limitations of generic mapping and routing solutions. 

From large HGVs stuck down tiny rural lanes to the damage – and cost – incurred when a HGV hits a low bridge, or the risk of compliance breach associated with taking a hazardous load through a tunnel without permission, many transportation companies have learnt the painful lesson of relying on a phone’s satnav.

Consumer mapping technologies may be ubiquitous but they lack the depth of insight required to manage the complexity associated with the commercial movement of goods. As Kate Legnola, Sr. Product Manager, Map Data, at Trimble explains, dedicated commercial route mapping technology has the potential to address the very specific demands of transportation fleets. These demands range from height and weight restrictions and hazardous materials transport designations to improving driver well-being and safety.

Meeting operational goals

Reliance on online maps has become standard for most drivers but effective commercial route optimisation requires far more depth and breadth of insight than the basic, ubiquitous directions that cannot differentiate between a driver in a heavy goods vehicle or a two-seater sports car. Commercial mapping intelligence has evolved beyond simple visualisation on a map to offer a wide range of insights on business and driver behaviour that can significantly enhance fleet management.

Complex routing algorithms determine the most efficient routes for delivery or service vehicles by considering factors such as traffic patterns, road permissions, congestion and clean air zones, low bridges, narrow lanes and fuel consumption. Data, including not only construction of new infrastructure, but also any changes in existing restrictions accounts for routine bridge and tunnel inspections undertaken by highways authorities to give planners confidence in the safety and legality of the designated route in real time. 

Making transportation more sustainable

Transportation companies can leverage this depth of information to plan based on different priorities, comparing routes based on sustainability, cost and time objectives.

The ability to offer clients different routing models provides a competitive advantage by enabling a transport business to demonstrate how it is supporting a client’s sustainability reputation, for example. It is also assisting fleets in future-proofing their operations so they can better serve and meet their sustainability goals. Among them are a better ability to adhere to environmental rules and guidelines, a better understanding of vehicle carbon footprint, a reduction in operating costs with the efficient allocation of vehicles based on electric vehicles thus achieving long-term, sustainable cost reduction.

Boosting fleet efficiency

Complex algorithms are used to determine the most efficient routes for delivery or service vehicles by considering factors such as traffic patterns, road permissions, congestion and clean air zones and  low bridges.

Route intelligence software can also track dwell time, a perennial problem for all transportation companies. Using precise polygonal geofencing to improve the accuracy of arrival and departure notifications, the overall journey time, including both travel and stop time, is more precise. It is also enabling companies to better understand the overall efficiency and performance of the fleet, information that can help to reduce empty miles, cutting costs and reducing emissions whilst adding revenue. 

Keeping drivers safe

Indeed, by investing in smart mapping technology, elements such as planning processes will automatically consider drivers’ hours of service (HOS) and can include specific locations for resting and parking to avoid the risk of drivers being compelled to park up on the roadside which is both uncomfortable and unsafe. 

Further, using intelligent route mapping, transportation companies can optimise loyalty programs and discounts around specific brands of fuel to optimise routes, understand freight spend, and plan routes more efficiently. The routes can be designed around the use of rest stops preferred by drivers wherever possible to ensure they have access to good quality food and showers.

Driver safety can be further enhanced with vehicle specific information throughout the journey especially regarding the trickier problems that can arise during the last mile. Commercial mapping intelligence solutions pinpoint the actual final locations, such as the delivery entrance to the shopping centre rather than the consumer entrance used by the generic mapping solutions. In addition, transportation companies can opt to customise the mapping, overlaying a preferred approach path for specific locations to ensure every driver, however new to the business, has the optimal, safe route to each location, whether that is a store, warehouse or distribution centre. 

Conclusion

For transportation companies wrestling daily with the need to mitigate disruption, reduce costs and meet escalating customer demands, intelligent route mapping and routing is becoming a strategic imperative. 

Companies can no longer afford to rely on traditional manual route planning processes or allow drivers to rely on their own generic mapping systems. The risks of delays, damage and missed opportunities are simply too high.

Intelligent route mapping helps businesses improve day to day planning and optimise routes for each vehicle by accounting for the essential features of weight, size and hazardous materials. It gives the chance to focus on both driver performance and well-being, enabling companies to prioritise access to safe overnight parking and rest stops. 

Finally, it also delivers vital insight into the intricate interplay of suppliers, processes, and partners that allows transportation companies to optimise operations, intelligently consider innovations in areas such as EVs, and confidently navigate today’s complex marketplace.

  • Collaboration & Optimization
  • Digital Supply Chain

Philipp Pfister, CCEO at Transporeon, explores how supply chain managers need to not merely adapt to but anticipate disruption in an increasingly volatile world.

After disruptions at two of the world’s most crucial trade corridors – the Panama Canal and the Suez Canal, it’s fair to assume political tensions will likely play a more prominent role in sourcing and distribution as supply chains continue into 2024. Wars in Ukraine and in the Middle East are threatening flows of grain, oil and consumer goods. Climate change and mass migration are destabilising trade lanes from the Panama Canal to the U.S. Mexico border. The result? A potential migration of trade from once secure and stable trade routes. The map is being redrawn.

It’s clear, growing geopolitical tensions are making international supply chains ever more complex. A disruption in a supply chain is not just a logistical challenge, but also a sign of a broader shift in the global trade ecosystem, which calls for a new approach to traditional supply chain models, making sure that they provide resilience and innovation. However, global supply chain disruption can be transformed into a pathway for building stronger, more adaptable supply chains that can weather future storms with the right tools and a forward looking approach. As explained by Gartner, “Supply chain disruption is no longer an ‘if,’ nor is it really a ‘when,’ since it’s both omnipresent and unpredictable at the same time. The question you must answer is: Are we able to mitigate the next global supply chain disruption that comes our way?”

Unlocking Technology Benefits 

Organisations can no longer rely on reactive measures and outdated manual processes to manage these disruptions. Supply chain managers need to proactively transform their operations using automation technology. Effectively deployed, automation increases efficiency, reduces risk, and allows managers to better anticipate and mitigate disruptions as they occur. 

In the meantime, companies have taken vastly different digitalisation trajectories over the past decade due to the lack of universal standards for digital solutions. As a result, technology stacks are often siloed and can’t communicate with one another. In addition to other challenges, it can make it harder for companies to understand their order and capacity situation accurately and to verify whether processes are flowing smoothly.

A standardised approach to digitalisation based on a collaborative network, rather than companies working in isolation is the solution. A collaborative ‘platform approach’ facilitates a phygital (the seamless integration of physical and digital systems) future by enabling the creation of a transportation network spanning the entire industry. Connecting shippers, carriers, logistics service providers and other stakeholders simplifies communication, gathers real-time insights, reducing administrative costs and improving efficiency.

Furthermore, a platform approach facilitates better decision-making and problem-solving. Real-time data allows stakeholders to identify and visualise tracking the load in transit to minimise the impact of issues on product delivery or customer satisfaction.

A collaborative approach also enables data-driven decision-making, with companies benefiting from a vast pool of insights that helps all parties get ahead. With the help of this data (and a high degree of automation), companies can reduce dwell times, optimise yard operations, and more. On a long-term basis, AI models can learn to create tools for autonomous procurement or quotation, real-time ETA and everything in between.  

A new reality 

In the transport and logistics industry, there is no such thing as a once in a lifetime event like a global pandemic that can create costly supply chain disruptions, especially as eighty percent of industry executives reported major issues in their operations over the past 12-18 months, highlighting the importance of flexible and resilient supply chains.

A fundamental requirement for progress in 2024 and beyond is being able to adapt to the new reality, with companies across many industries recognising resilience is not just a competitive advantage. For this reason, digital and technology solutions have become essential to creating stronger, more healthy supply chains. As such, organisations should harness technology and a smart network approach to predict, mitigate, and swiftly recover from disruptions to reinforce the quality of their operations and competitive edge. 

Conclusion 

In the pursuit of a resilient future, businesses should not merely adapt but anticipate. Digital tools empower supply chain managers and leaders to proactively address disruptions, respond with agility, and thrive in a changing environment. In order to maintain a resilient supply chain that is robust and ready for new challenges and opportunities, organisations need to develop the right strategies and commit to continuous innovation. 

As companies navigate an increasingly complex and volatile global landscape, digital transformation becomes a strategic imperative. In order to build agile, tech savvy teams, integrate sustainability measures, and foster supply chain collaboration, companies need to recognize challenges of a changing landscape and seize technologies that empower supply chain visibility. 

Data-driven decision making and scenario-based resilience plans enable organisations to create a durable supply chain that can weather any storm and sustain growth.

  • Digital Supply Chain
  • Risk & Resilience

From sustainability to talent retention, here are the 6 supply chain best practices with the biggest potential to benefit the business.

Supply chain managers are increasingly required to balance traditional goals like cost containment with the need to increase their supply chains’ operations and deliver new strategic wins for the business as a whole. Predicting disruption, managing risk, and constantly improving efficiency are all essential aspects of overseeing a modern supply chain. So too are collaboration, sustainability reform, and learning to see value as more than a dollar amount. 

Knowing where to begin, and then how to continue, is challenging. Therefore, we’ve identified the 7 supply chain management best practices that will have the biggest impact on a supply chain.

1. Ensure supply chain and business are aligned 

Aligning the goals and practices of supply chain with the rest of the business is paramount to operating a successful supply chain. It’s all too common that the supply chain is siloed from the parts of the business that it serves. The result is often multiple discrete business units with varying priorities. This creates disparities in time and resources, leading to information gaps, poor communication, unnecessary errors and inconsistent processes.

Creating new lines of communication between the supply chain function and the wider business is a good place to start. New roles focused on liaising between siloed parts of the business, digital tools that promote collaboration, and new processes can play a pivotal role in facilitating collaboration. At all times, establishing and remaining focused on high level business objectives is vital. Without this focus, it can be difficult to ensure all parties are pulling in the same direction.   

2. Foster genuine collaboration with the supplier ecosystem 

Just as collaboration within the business is essential for a functional supply chain, fostering genuine collaboration with the organisations outside the business is essential. While many organisations are happy to highlight the importance of partnerships in their rhetoric, far fewer are taking a genuine partnership approach. 

Finding suppliers with similar values to your organisation is a good start. Implementing a robust supplier relationship management platform can help keep lines of communication open. Effective communication in service of a shared goal supported by aligned values is essential to ensuring that products received from suppliers are of consistently high quality, procured at the right price, and delivered on time—every time.

3. Take sustainability seriously 

Environment, social, and governance (ESG) strategies are about more than ethical behaviour. Increasingly, sustainable business decisions are critical to maintaining supply chain resilience and trust in a brand. Investors, stakeholders, suppliers, and customers are all prioritising ESG, and supply chains have some of the most significant impact on organisations’ environmental footprint. 

By strategically sourcing from sustainability conscious suppliers and setting clear environmental standards for your suppliers, to purchasing renewable energy and exploring more eco-friendly alternatives for packing materials, you can ensure your supply chain is having a positive impact on the business’ sustainability efforts. 

4. Prioritise value over price 

Traditional supply chain management strategies focused on reducing cost to the exclusion of other goals. Today, prioritising the delivery of a valuable service over solely cost-containment will benefit long-term business objectives. 

Convincing company leadership to prioritise value over cost might be challenging, but this approach will result in higher levels of customer satisfaction. It will also help ensure steady business operations, and establish your reputation as a dependable supply chain partner. Ultimately, the long-term benefits of added value will outweigh the short-term savings from cost-cutting.

5. Track the right metrics 

Visibility is the first step towards making strategic, effective changes to your supply chain. In order to gain the accurate, granular understanding necessary to support strategic supply chain transformation, you need to track the right metrics. 

From high level, top-down metrics like supply chain cycle time, down to more granular analysis like warehousing costs and inventory accuracy, the right metrics are key to enabling supply chain managers to identify strengths, and analyse inefficiencies to enable data-supported goals. 

6. Recruit, develop, and retain talent 

The increasing sophistication and availability of automation and machine learning technologies is reducing the amount of repetitive manual work required to operate supply chains. However, these new technologies are creating new demand for skilled workers. According to Deloitte, just 38% of supply chain leaders remain confident in their supply chain team’s ability to remain competitive in the current market.

Supply chain managers looking to embrace new technologies while closing the skills shortage gap will need to invest in acquiring new talent. Simultaneously, existing employees will need to be retrained and upskilled. Providing career and skill development opportunities for existing employees also aids retention. It’s vitally important for supply chain leaders to create clear, actionable paths to promotions that are both vertical and horizontal. 

  • Collaboration & Optimization
  • Digital Supply Chain

Fast fashion brands are embracing blockchain to better trace the sustainability impact of their supply chains, but can it really help clean up their operations?

The fast fashion industry has faced mounting criticism over its environmental impact and human rights record. Now, regulators and the general public are increasingly pressuring fashion brands to increase transparency and improve their ESG practices. Thanks to legislation like the EU’s Circular Economy Action Plan, or the US’ Uyghur Forced Labour Prevention Act, fast fashion brands are being forced to invest more heavily in supply chain transparency. 

Unfortunately, pinpointing exactly how and where clothes were made, by whom, and under what conditions is a major challenge. Increasingly, fast fashion manufacturers are turning to blockchain as a potential solution. 

Blockchain technology has been around since 2009 when the technology emerged as a way to underpin digital currencies like Bitcoin. The purpose in that case was to provide a distributed ledger to record and notarise transactions without the need for a centralised authorising agency. 

Since then, blockchain’s potential for creating a verifiable, tamper-proof record of events has raised the technology’s profile as a method of creating visibility in the supply chain. The technology has seen relatively widespread adoption in the finance and food production sectors. 

More recently, fashion manufacturers have embraced blockchain for its potential to trace clothing along the value chain. 

Blockchain in vogue this season 

The first instance of blockchain used to authenticate the supply chain journey of a piece of clothing comes from 2017. London-based designer Martine Jarlgaard launched a project which tracked the passage of raw material through the supply chain all the way to the finished garment. 

More recently, UK fashion retailer New Look announced plans in November to integrate blockchain based tracking into its operations. “The platform will integrate with retailer, manufacturer and supplier systems, as well as other third-parties, such as certification agencies, lifecycle datasets and other sustainability solution providers, to provide granular insight into New Look’s supply chain,” said Shameek Ghosh, CEO of TrusTrace, who provided the blockchain solution to New Look. 

Clare Woodford, global director of impact and engagement at Alpine Group, stressed in a recent interview that blockchain is more than embracing a trend. “It’s future-proofing the fashion industry by creating a supply chain that is not only efficient and secure but also accountable and responsible,” she explained. 

Blockchain adoption is certainly moving forward. The technology, however, is still in the process of transitioning from the experimental PR stunt stage to widespread implementation. “As with the broader trend in enterprise blockchain adoption, the apparel and textile industry’s initial foray into blockchain was characterised more by experimentation than by widespread implementation,” said Nicklas Nilsson, a consultant for GlobalData. “It’s only in the past couple of years that we’ve seen a meaningful shift towards practical applications, particularly in enhancing supply chain transparency.” 

Criticism of blockchain in fast fashion 

There’s no denying the excitement surrounding blockchain as a potential guarantor of supply chain sustainability. Reports of human rights violations and unsustainable practices consistently plague the fashion industry. For many brands, a blockchain-based authentication of their ESG bonafides could represent the reputational (and legal) armour they desperately need. 

However, the idea that by informing consumers, blockchain will push brands towards embracing genuine stability has its critics. Relying on a technology, effective or not, to alter practices that are core to an industry’s business model can never be effective, argues Nayla Ajaltouni of Éthique sur l’étiquette. “The business model of fast fashion is based on the break-up of the value chain, poor quality, pressure on wages, and low production costs,” she explains. “If brands do not respect human rights, it is not because they lack a technological tool; if they want it, they can already do so all along their supply chain. It’s not blockchain that’s going to change things”.

  • Digital Supply Chain
  • Sustainability

The next generation of smart, connected packaging is giving supply chain leaders new levels of insight into their logistics operations.

More than 161 billion parcels were shipped around the world in 2022. In less than six years, growth in e-commerce is expected to drive global parcel volume sky high. The number of parcles shipped workdwide is predicted to reach