Author

Andrew Woods

Published

11 July 2025

Estimated Read time

5Mins

We caught some precious time at Kinexions with Jennifer Dorsch, the Global Head of the Supply Chain Center of Excellence at Syensqo who outlines the transformation programme underway there.

If ever there was a company that embodied the transformational spirit of Kinexions, it’s Syensqo, the Belgian multinational materials company. Established in December 2023, through the spin-off from Solvay, Syensqo is both emerging from its legacy company, whilst simultaneously transforming its operations during an era of unprecedented disruption. A challenging situation to say the least.

Jennifer Dorsch is the Global Head of Supply Chain Center of Excellence at Syensqo; a woman who by her own admission is “transformation driven” and skilled in operational leadership, process optimisation and leveraging technology to achieve best-in-class performance. She is seeking to spearhead global transformation initiatives, enhancing efficiency and growth through streamlined processes, systems and strategic simplification.

An inspirational leader

A results-oriented senior executive, and a former Supply Chain Excellence Director at Solvay, Dorsch has a proven record of leading high-performing teams, driving impactful change and delivering measurable results spanning the industrial, supply chain, and finance functions. “As Head of the Global Supply Chain Center of Excellence at Syensqo, I spearhead transformation of the E2E supply chain,” she explains, backstage at the Fairmont Hotel, Austin. 

The core values of the CoE are based on creating an efficient and resilient supply chain through simplification, standardisation and harmonisation with efforts prioritised in support of company objectives. “We measure the benefits of transformation through supply chain improvements and cost savings and deploy effective change management strategies to ensure adoption of new systems and processes aimed at improving KPIs in support of company objectives,” she reveals. “We also created accountability in support of change management.”

Jennifer Dorsch, Global Head of Supply Chain Center of Excellence at Syensqo

Emerging from a legacy

Syensqo recently split from Solvay representing specialty chemicals while the commodity side remains Solvay. “The split of the company put us right into a transformation and the first challenge to be tackled was planning. And so we’re now using Kinaxis Maestro as a foundation for that. We’re taking it as an opportunity to bring all of our business units into a harmonised way of working through one platform. These are five business units that did things entirely differently. They didn’t even know who each other were and yet now they’re working together. This is quite transformational,” she enthuses.

Of course, there are challenges to implementing any kind of transformative program and change management nearly always tops the poll as the most demanding. “The hardest part is the change management. There were folks that couldn’t understand, couldn’t envision what it was going to be like. Everyone naturally feels that their way is unique and often don’t understand the other parts of the business. But change takes time. We had to create platforms for the teams to get together across the businesses to view the details because supply chain is very detail oriented. Supply chain professionals like to see the facts and to see how each other works in order to understand how valuable it would be for each of them to change the way they work to come together.”

According to Dorsch it’s vital to bring the people along with you on the journey. “It can’t be top down. They need to understand why and they need to feel it. However now there are more and more asking for it. Now they’re asking for Maestro and Kinaxis, which is great.”

Agility is key

So, how has Maestro enhanced agility and resilience and efficiency at Syensqo? “Well, it’s going to help us with the transparency, primarily. We will now have the information at our fingertips to make decisions in real time. We’ll be able to pull more of our planning upstream. Constraints realised further upstream in the planning relieves the pressure of the plant floor where it’s quite busy. The plant floor will be much, much calmer I would say.”

Maestro is also able to enhance the customer side too. “Our customers will certainly see a difference,” she reveals. “Our service levels will see a real improvement too. We’ll be making the right inventory and have it in the right place at the right time, ultimately improving business outcomes. Working capital and customer service will also improve.”

The people

A lot of what’s been happening at Kinexions is technologically rooted, but the power of people is also being stressed as vital in these major transformation projects. “Oh they are,” she affirms. “People are stressed. They need to feel protected. And the Kinaxis teams have done a very nice job of helping the teams feel supported by giving them examples of other companies that they’ve done this for. This lets them know it’s normal to feel stressed and to not be sure until you go live. However, you need to let them know that you’re there for them. The more examples they go through, the more comfortable the users feel. But it does take time.”

Disruptive and volatile as these times are, at least a platform such as Maestro gives users the ability to meet some of these daily challenges. “Yeah, it certainly does. I mean, the way we’re able to handle resiliency currently is that people have to work a lot harder. But the way we’re going to be able to handle resiliency going forward, when we have challenges, is going to be completely different because we’ll have such better transparency in our ability to react and respond. We will definitely adjust our focus onto using AI to make the decisions. All the routine decisions will be automated through AI and AI agents.” 

So, what would Dorsch say to those supply chain leaders who have yet to make the leap into harnessing emerging technologies? “I would say think about the people that are working in the supply chain and improve their quality of life. The more you give them to make their jobs easier, the less stress there is on them. Let the system take the stress, not the people. It’s a way to retain your top talent. I would turn it more in that direction. Not to mention the fact that you get to improve outcomes for customers, financial statements, all of that, but crucially for your employees too.”

  • Digital Supply Chain
  • Events
  • Together in Events

Author

Andrew Woods

Published

10 July 2025

Estimated Read time

7Mins

Kinaxis, the supply chain orchestration platform developer, is leveraging agentic AI in both its world-renowned Maestro platform and beyond. SupplyChain Strategy sat down with Andrew Bell, Chief Product Officer at Kinaxis, to learn more…

Kinaxis’ Maestro is billed as an AI orchestration platform that revolutionises how supply chain leaders handle and use their data. Built upon three fundamental principles – supply chain data fabric, an intelligence engine, and the user experience – it serves to ease the challenge of gleaning actionable insights from broad data sets, as well as automating processes that are reliant on understanding shifts in that data.

Through AI, it’s a system that users can speak with: ask Maestro a question about your data, and it will give you an answer in real-time. The AI-powered system can also simulate an endless array of scenarios, massively enhancing supply chain leaders’ capacity to prepare for the future against a backdrop of regular and often-decisive volatility around the world. Keen to learn more about the ways in which the firm is leveraging agentic AI in both Maestro and beyond, SupplyChain Strategy sat down with Kinaxis’ Chief Product Officer, Andrew Bell, backstage at Kinexions 2025, to learn more.

The three AI disciplines

Before we get into the finer details, it’s important to understand what agentic AI is and where it sits in the growing family of AI-powered technologies poised to reshape the world. “For supply chain, our view is that there are three AI disciplines that are highly relevant to what we do,” explains Bell, fresh from delivering a fascinating keynote speech to the assembled global supply chain leaders gathered in Austin, on agentic AI. “The first was predictive AI with machine learning, the second, more recently, was generative AI. Continuing on from there would be agentic and autonomous AI.

“It’s not about any one of those on their own,” Bell continues, “but rather how they come together to deliver. When I think about agentic AI, it comes down to what we demonstrated in conference: the ability to chat with your data, to ask questions about your data, to get it presented to you however you want, all based on simple prompts. It’s actually a fusion of generative and agentic AI. There’s the agent that we built that works autonomously based on prompts from users; prompts that are then interpreted by the generative side.”

According to Bell, when it comes to agentic AI, the real differentiator is the notion that it operates on its own, that it operates autonomously as a result of a user prompt or data change conditions. “The idea is that it’s able to make its own decisions as it progresses through a problem; that’s what I find so powerful about it,” he enthuses. “That’s how it differentiates from other forms of automation.”

The democratisation of data

While concerns abound regarding the disruption AI could bring to workforces, namely in headcounts and the nature of their work, Bell stresses that this form of AI, as with the others, is at its best as an enabler rather than replacer. “The first thing to say is that AI on its own, especially in the supply chain space, is not going to solve our problems,” he explains. “It’s not going to deliver the value. Its real value is its democratisation of data access through the combination of the data with tools that have the ability to access and use that data, with AI sitting on top. Then I can get to my data more easily and more quickly, and so can anyone else approved to use the system.

“Users don’t need to learn a system, they don’t need to know how to navigate complex worksheets, set up filters and all the things you do in a traditional context. It means anybody, whether that’s an entry-level planner or a C-level executive can ask data-based questions, run a scenario or a simulation or execute something with less friction. I see it as a democratisation of the power of data and as an accelerant.”

That sense of democratisation extends beyond Kinaxis’ internal use and development of its agentic AI systems, with customers and partners joining the fold to inspire new and iterative action. “We’ve approached it by building an agentic framework first, and that allows for the creation of agents and the running and execution of agents,” Bell elaborates. “That’s step one. Now we’re building our own out-of-the-box agents on that framework, as well as opening that framework up to our customers so they can build their own agents.  Customers know their business best, and there might be use cases that they want to apply an agent to that we haven’t thought of yet. They’ll now have the ability to do that.

“From there, we’re using our customers and the challenges they share with us to figure out what we can build or iterate upon next. We’ve started with the ‘chat with data’ agent. Because that was the number one thing: get me access to my data. The next thing is the ability to evaluate two options and execute a change. Merck, who we’re working with, shared an agent that essentially detects late supply and takes corrective action.”

Bell is evangelical regarding the adaptability of its AI framework, allowing agents to be used in isolation, or strung together. “It’s purely going to be based on the natural language prompt from the customer,” he reveals. “The framework will know all the different agents I have access to and so it can either do what the user is asking with those agents or suggest a combination of those agents.”

Data is the key

Data is the crux that all AI roads lead to and stem from. Without high-quality data, AI isn’t capable of delivering on its potential. Creating robust frameworks, exercising high levels of data hygiene, and structuring data stores in an AI-ready fashion are paramount in both the development of agentic AI and the application of those tools. For both developers and users, Bell stresses the fundamental importance of getting that data piece right. He notes, too, that its applicable advice no matter where individuals and organisations are in their AI journey. “There is the ability to start from any position on that journey,” says Bell. “It doesn’t have to be a big bang or a one-size-fits-all. No matter what, though, it is about the data. The agents, the automation, whatever it might be, is only going to be as good as the data that it can access. 

“Step one is to understand the problems you’re looking to solve and figure out which data that system would need. We have capabilities that simply do exception reporting where you can implement predefined automations where your team has said ‘these are some processes that we execute on a regular basis, and we have the data, so automate it’. You can then move up the journey and say, ‘No, we’re ready to implement agents and we’re going to start using some proven native ones before going all the way to making our own.’’

“The good news is that some of the foundational requirements apply no matter where you start in the journey. Getting the data and having the right tools in place are going to benefit you across the whole journey. From Covid to more recent impediments to worldwide networks via trade war escalation, significant global interruptions and bottlenecks over the past several years have put enormous pressure on supply chains to adapt at pace. As far as disruptive influences go, agentic AI represents a welcome boon for those who can effectively wield its potential.”

“At Kinexions 2025, we had a presentation from ExxonMobil that noted how people typically think about disruptions as a negative thing, but our job is to build a supply chain that excels at managing those disruptions,” says Bell. “When we do, we have a competitive advantage. Our job at Kinaxis is to provide the tools, systems and capabilities to deliver that competitive advantage to our customers. Disruptions are going to occur. That’s a given. We don’t know what they might be, but they’re going to happen. If we’ve given you the ability to manage them effectively, that’s going to give you a strong competitive advantage.”

  • Digital Supply Chain
  • Events
  • Together in Events

Author

Andrew Woods

Published

9 July 2025

Estimated Read time

8Mins

Diane Melul, Sanofi’s Head of Global Supply Planning, talks us through supply chain transformation at the pharmaceutical giant

French multinational pharmaceutical leader Sanofi has quite the storied history. Having been the first global supplier of injectable polio vaccinations, it has a long-established reputation for driving disruptive, impactful and historic change.

Against a backdrop of volatility that has come to define the modern supply chain, Diane Melul, Sanofi’s Head of Global Supply Planning, is orchestrating a transformative strategy that will enhance the company’s supply chain rigor and flexibility while maximising its capacity for delivering its vital medicines to patients.

Speaking with SupplyChain Strategy at Kinexions 2025 in Austin, Texas, Melul hails the company’s digital twin solution as a turning point in creating an interconnected and robust global supply network. 

Maestro enables Sanofi to simulate its global network across millions of hypothetical scenarios. The data and insights gleaned from the system have enhanced planning, agility, and integration across its supply chain network, and significant new efficiencies have been realised. Accuracy across planning has increased substantially, while real-time insights allow for optimised inventory management. The digital twin has also highlighted pain points across the production process, enabling targeted actions that have decreased process variability and reduced lead times across the cycle. 

It’s a journey

“We started our journey something like eight years ago with the demand planning implementation, which has been quite successful,” says Melul. “We have around 110 markets and we’ve been deploying across all of them. So that was the first part, and then came the supply part, which is definitely more complicated to implement.

“One of the key points we’ve been learning is that effective integration is key across processes and the wider organisation. In recent implementations we’ve been working collaboratively across the business to ease the process, and we’ve been seeing much more adoption in everything because there’s clear interconnectivity.”

A key benefit for both supply chain and the wider business is the level of preparation that Maestro affords. Not only does its simulated scenarios provide crucial guidance for planning, but also for optimised reactions to surprise situations. “We love running these simulated scenarios,” continues Melul. 

“That’s one of the benefits we’re getting across our complex network. We have around 40 manufacturing sites and we’ve got them connected with the markets and all the simulations we’re running. It’s allowing us to conduct a lot of parallel processing, and the decision making-process with regards to integrated business planning (IBP) is much easier than it was before we built this interconnection between different parts of the business through Maestro.”

Agility and resilience have also benefitted, especially where forecasting is concerned. “We also have a new process that will make sure we are more agile and reactive, with full visibility of the markets. As we have mapped manufacturing and markets, we can also get a full signal of what is coming next, the alerts, and how we can react. So that’s part of what we have embedded in our processes.”

Diane Melul, Sanofi’s Head of Global Supply Planning

A single source of truth

A considerable benefit to all of this is the establishment of a single source of truth that’s available across the global network, fostering greater accuracy but also stronger collaboration across what had been disparate and siloed business functions. “A single source of truth is really important,” Melul explains. “We are going beyond the supply chain, too, with a single source of truth that is transmitted through to finance teams and beyond.”

This heightened alignment allows for clearer and more confident decision-making, and greater communication across the business. Melul has overseen considerable efforts to ensure this opportunity for greater interconnectivity hasn’t gone to waste. “We have created strong standards, and we have to bring people together from across teams to work as one. Whether we’re talking about marketing, planning, site planners, supply planners, they’re all in the same team. It provides opportunities to learn from each other, and they have a sense of community that helps everyone to upskill and grow. That’s a big part of what we’re seeing.”

It’s not as simple as dropping a new tool in people’s laps and expecting seamless integration, of course, and Melul speaks candidly about the importance of managing such change effectively. “It’s a journey,” she says. “We have to make sure we are helping people to learn how to play with this tool, how to get the most out of it. We have to make sure they see the benefits, how it will positively impact their work, how it’ll impact our delivery for our patients, how it’s going to make sure that, every day, every time, our patients get their product on time.

“It’s really about making the link and showing them the end-to-end value where previous tools were not really giving us this visibility. Everyone was in their own silos, delivering to the next node without knowing what’s going next, and that’s no longer the case.”

Change management

It’s vitally important to create a sense of belief amongst teams when implementing tools like Maestro. Aligning process change, roles and responsibilities across the organisation and the tool is paramount, and Melul alludes to the sense that this groundwork can break the initial inertia that can be typical of these broad technological implementations. “We need to make sure we have strong and clear standards, that’s for sure, but we also need to listen to our people and make sure everything is aligned,” she explains. “People will then adopt the tool more readily when they see the value.

“Overall, that’s the philosophy we’re trying to get to: showing them the value, the use case, how others are doing. That’s the best way to really get motivation to go above and beyond to make use of new functionalities. You then don’t have to push so much.”

The implementation is not yet complete, with Sanofi’s vaccine manufacturing sites being the final frontier. For Melul, there’s excitement in being able to bring the learnings from the implementation thus far to this final stage. “It’s a long journey, but we’ve been learning, and we are targeting a bolder approach here to make sure we put everything together in one shot across vaccine manufacturing,” she enthuses. “That’s one of the learnings: the benefit comes quicker when the nodes are implemented in full. That’s what we’re targeting for the next implementation.”

The future

While that work is on the horizon, Melul’s attention stretches further. “Beyond that, we want to start investing more in artificial intelligence. We want to make sure we take advantage of new capabilities that can make the decision-making process more agile, to optimise the parameters, to get a proposal to override the master data. How are we doing in terms of inventory? Are we really setting the right parameters? Is the system capable of proposing something more interesting that could help us move in a new direction? That’s definitely the next stage for us after this implementation is complete.”

Here Melul demonstrates a forward-thinking mentality that has become essential to supply chain leaders in these challenging times. It’s a time where agility is vital, but also where huge opportunities have opened up for supply chain professionals to take a greater hand in broader strategic direction. “There is definitely less stability,” she agrees. “If you like having challenges to face and opportunities to find new solutions every day, it’s both interesting and a way to differentiate yourself. We have to find solutions every day. 

“It’s interesting because there is no stasis; there is continuous reinvention. Maestro is a tool that will support all of this, but it’s not the only one. If we have everything in terms of process and tools working well, we can spend more time on being disruptive in the way we are working, we can be more disruptive in the approach and think outside of the box.

“In the last few years, with all these changes in the environment, we have learned how to be more disruptive in the way we approach the business, with positive and direct impact on the final business output: delivering for our patients. In the day-to-day, people want deliveries on time or sooner. Supply chain is making the difference, and we are playing a bigger role every day within the company. How can we make sure we deliver on those unexpected opportunities? How can the supply chain be more agile and be able to support those opportunities? 

“We are seeing a real impact on business outcomes from that increased supply chain agility. I would say that the supply chain at Sanofi will continue to become more influential within the business. Sanofi’s evolution as a business means we will see the supply chain being more as an orchestrator, not only for the supply chain area, but for full end-to-end processes.”

For supply chain leaders looking to take on their own bold transformational projects, Melul’s advice is to make sure the foundations are properly laid. “First, of course, get strong master data,” she advises. “Make sure you go step by step. There will be a lot of ways to improve as you proceed. I believe that the adoption or transformation is easier when we get the time to explain where the benefits will be, and we can get simple initial plans that we can improve and enhance day after day. Our quick wins setup ensures we are prepared enough to proceed and move ahead to the next stage. The ambition can stay very high, but we need to make sure we have the step-by-step approach to work in an agile mode. And start simple, but start now!”

  • Digital Supply Chain
  • Events
  • Together in Events

Author

Sean Galea-Pace

Published

21 March 2025

Estimated Read time

7Mins

Shauna Gamble, Chief Procurement Officer at Bombardier, on the importance of powering long-lasting, sustainable transformation within aerospace and beyond.

Bombardier is a global leader in aviation, focused on designing, manufacturing, and servicing the world’s most exceptional business jets. 

Bombardier operates aerostructure, assembly and completion facilities in Canada, the United States and Mexico for its Challenger and Global aircraft. Renowned for its cutting-edge innovation, cabin design, performance, and reliability, Bombardier has a worldwide fleet of more than 5,100 aircraft in service.

Sustainability focus

Bombardier is anchored by a commitment to sustainable development and seeks to create long-lasting, powerful change. Bombardier is a signatory to the United Nations’ global Compact and its ESG plan is aligned with the United Nations 2030 Sustainable Development Goals. Sustainability is a key focus area for the organisation. 

In 2023, Bombardier’s total waste was 23% lower and its hazardous waste was 24% lower compared to baseline year 2019. These results stem from improvements in the company’s stock management in manufacturing sites. In 2019, Supply Chain Bombardier implemented a web-based logistics and intelligent supply chain execution software that facilitates communication between different ERP platforms, ensuring reliable inventory data and actionable insights help mitigate operational and external risk and inventory orchestration capabilities enhance operational efficiency, which contributes to reducing resource consumption and waste in supply chains.

As the Chief Procurement Officer and Senior Vice President in Supply Chain at Bombardier, Shauna Gamble has made it her mission to transform procurement aviation into a best-in-class organisation, leading over 950 top talented employees and collaborating with 5,900 suppliers located in about 30 countries globally. She tells us her organisation is on track to reach its goal of planting 25,000 trees by the end of 2025. 

“It’s about being thoughtful about introducing sustainability for the right reasons” – Shauna Gamble, Chief Procurement Officer, Bombardier

“It’s also about answering some key questions,” Gamble tells us. “Where do we buy our products from? Where do we buy our services or our chemicals from? How can we reduce the air miles in all of our parts, so that the footprint that we are driving reduces? Today at Manifest Vegas, I had an opportunity to share a little bit of the story of our next-generation aircraft that we are working on. It’s 50% less fuel consumption now and is in the development stages, but it’s very exciting. Those are the tools and those are the differences I believe aerospace can make.”

However, a sustainable approach costs money and sometimes the greenest option isn’t necessarily the cheapest. It is something that Gamble is well aware that suppliers may have problems with but she stresses that being ‘thoughtful’ about sustainability is the key.

“Introducing significant cost increases is very hard to digest by our customer base,” she explains. “It’s about being thoughtful about being sustainable for the right reasons. Perhaps it is also worthwhile to take smaller steps instead of very large steps so the industry can absorb those costs as we go. We leverage companies like Kuehne + Nagel to consolidate our freight and they act on our behalf to reduce the amount of pickups and transportation. We have instituted an expedite application in our company, so it’s an app that has significantly reduced the amount of expedited freight that we do. It is thoughtful actions, but it will take time in my opinion.”

Collaboration

However, in order to make long-lasting change happen, collaboration with key stakeholders is fundamental to reaching sustainable objectives. Gamble reveals that there are a significant number of conversations taking place with major partners about a range of issues, including down to the type of packaging used.

“We work with some of the largest companies in the world, particularly in aerospace and many of them in the United States,” says Gamble. “And the conversation is the right conversation. They are engaged, understand the requirements, and have the same beliefs themselves. It’s not a foreign dialogue we’re having with them which is a good thing.”

Evolution

But Bombardier’s journey has not been linear. The aerospace industry was one of the hardest hit in 2020 as a result of the COVID-19 pandemic, and the resulting years since have also not been kind to the space with the likes of wars, inflation and wildfires to name a few, causing their own issues.

“It’s been an extraordinary five years and certainly no one could have seen the pandemic coming,” Gamble tells us. “Being able to go and gather data to find out what’s going on in the industry allowed us to be better prepared than our competition and enabled us to deliver aircraft to plan for the last three years in a row. That courage to dig and find out what’s happening next is important because, like it or not, there are new headwinds coming for the aerospace industry and for supply chain leaders. That proactiveness for what could influence our bottom line and our customer’s experience is paramount for us to be successful.”

One of the biggest buzzwords on supply chain leaders’ lips today is advanced technologies such as generative AI and how to implement it into operations successfully. However, Gamble insists that while the future of the supply chain will be digital-led, the way that companies will measure success depends on how it is interpreted.

“We work with some of the largest companies in the world, particularly in aerospace and many of them in the United States” – Shauna Gamble, Chief Procurement Officer, Bombardier

“GenAI is fundamental to the success of supply chains of the future – there’s no doubt in my mind,” explains Gamble. “Do I think we have matured it as fast as I thought maybe could happen? I’m not sure. Some industries are very strict on standards and compliance, such as in the aerospace industry. Introducing a lot of change without understanding the impact on our aircraft and safety, which is paramount to us, means it may take our industry a little bit longer. However, there is no doubt in my mind that providing staff with the best tools that we have today gives them insight and can help them make a better, more educated decision. It’s not always challenges, it’s opportunities. I think we have a long way to go, but the past couple of years have shown how much it’s truly stepped up.”

Managing the data

The true key ingredient to Bombardier’s success lies within the data. Successful supply chains need visibility in order to manage today’s complex business landscape. The more comprehensive the data, the better an organisation’s decision-making is. The way in which a company approaches that data and supply chain visibility can provide insights into the entire supply chain process. Data analytics can provide insights about where products are from manufacture to delivery, monitor stock levels and manage supplier performance. 

For Gamble, she believes a simplified approach to overcoming data quality challenges often works best in the first instance.

“Sometimes, you’re going to have to step back and clean what you have,” she says. “I know that seems like a daunting, very basic activity, but that’s what we are doing at Bombardier. In fact, we are currently building the entire Yellow Pages of every aerospace supplier. Where are they? What do they do? Could I have a second source or a third source? Then it’s about taking data that we are getting through some of the cloud-based applications that we have to help us build risk or de-risk plans. Do we see certain trends in certain industries? What is the size of a company and where are they located? What geopolitical issues are happening within that region? Data is key for our success.

“Is it always 100% clean because we’re coming off of infrastructures that might be a bit dated? No. Is it going to need a lot of heavy lifting for a little while to get that data clean? Yes. But I am a huge fan of the value of data. The more you know, the better decisions you can make.”

Find out more about Bombardier here.

  • Collaboration & Optimization
  • Sourcing & Procurement
  • Together in Events

Author

Sean Galea-Pace

Published

20 March 2025

Estimated Read time

6Mins

Judy Webb-Hapgood, former Chief Supply Chain Officer at the University of Miami and the University of Miami Health System, on the scale of supply chain transformation on the back of a disruptive few years for the industry.

“I used to jokingly say that the supply chain used to be in a building’s basement, and in the healthcare space, it was right next to the morgue.” Judy Webb-Hapgood, former Chief Supply Chain Officer at the University of Miami and University of Miami Health System, doesn’t mince her words. “COVID-19 happened and suddenly everyone knew what the supply chain was,” she tells us. “I believe that has made this space a much stronger environment and career field.”

Supply chain transformation

Over the past few years, those operating within the supply chain industry have had a front-row seat to unprecedented transformation. In truth, the COVID-19 pandemic was a key enabler for supply chain transformation. In 2020, supply chains were significantly impacted amid national lockdowns, which stopped the flow of raw materials and finished goods while also affecting manufacturing too. Organizations without backup plan were in serious trouble. However, out of disruption came opportunity and supply chain leaders were well placed to respond. 

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

Now, no longer is the supply chain cast aside. In fact, the industry is widely regarded as an essential part of business strategy. But the seismic change the sector has seen over the past few years has also meant the requirements of a Chief Supply Chain Officer has had to shift too.

“A more well-rounded leader is needed to lead supply chain today” – Judy Webb-Hapgood, former Chief Supply Chain Officer, University of Miami

“We are now not only experts in logistics, distribution and manufacturing, but we have to understand so much more,” admits Webb-Hapgood. “This could be the geopolitical environment, or financial implications, whether it’s tariffs or inflation, and then you also must try to do some predictability and analytics. A more well-rounded leader is needed to lead supply chain today. You used to be pigeonholed whether you were an expert in transportation or in distribution, etc, but now you really need to know all of that for the entire lifecycle of supply chain. That’s exciting because it gives supply chain leaders an opportunity to broaden our knowledge base and our impact on the entire world.”

Today, supply chain leaders are in C-suite alongside CEOs and board members discussing the company’s strategy. While this set up is a far cry from a decade ago, Webb-Hapgood explains that this opportunity is something that she has taken in their stride. “It allows us to solve those problems and provide options for the organization as they move forward,” she explains. “It’s a super exciting time to be in supply chain because we have a seat at the table for the first time and are directly impacting an organisation’s profit. We’re looking at their strategy and what the 5 to 10 year plans will be look like and how supply chain for contribute to that plan. Before supply chain was an afterthought and now we’re not, we are an important part of that team going forward.”

Embracing digital

Digital transformation isn’t new. Companies have been searching for ways to adopt AI into operations to boost efficiency and achieve cost savings for the past few years. However, what is changing is how these innovations are being adopted into workflows and processes. Webb-Hapgood reveals there is still a real fear within the workforce that AI will take jobs away instead of simply making day-to-day life easier.

“People are still a little scared about how new technologies will affect them,” she tells us. “When I look at what AI and automation are doing, it’s eliminating the mundane non-rewarding jobs and freeing up people to be more critical thinkers and to be able to innovate and push the envelope. A lot of my staff are so busy doing all these mundane, repetitive tasks and they are not using their creativity to drive innovation. I believe that for us to be more efficient, we’re going to need to embrace new technologies. The environment’s changing so rapidly that we are going to have to be a little more agile and resilient.”

However, technology is not without its limitations. Humans are still required and are an important part of the equation to ensure the end result is actually enhanced. Webb-Hapgood believes that as AI matures, humans must follow suit and develop in partnership with technology.  “This is the part where smart, skillful people are still needed to be behind every part of automation and AI,” she says. “It’s not 100% accurate, but neither are humans because we make mistakes too. As technology gets better, so will people’s critical thinking skills. It’s something I’m very excited about.”

Sustainable future

With an eye on reducing carbon emissions and achieving net zero, there is a significant amount of noise about the importance of operating a sustainable supply chain, accelerated in part due to legislation and changing customer expectations. However, when it comes to the academic and healthcare space, Webb-Hapgood believes there is still work to be done.

“Everyone’s talked about sustainability for the longest time but in the healthcare and academic space, I think we’re a little behind on sustainability,” admits Webb-Hapgood. “I love coming to events like Manifest Vegas because in the transportation and distribution world, they are really driving it. It’s important to look at how you can repurpose waste and why you should go green. I love seeing how these leaders and companies are coming up with ideas on resource management!”

“People are still a little scared about how new technologies will affect them” – Judy Webb-Hapgood, former Chief Supply Chain Officer, University of Miami   

It is fair to say that supply chain’s recent past is not linear. Issues such as the aforementioned pandemic, wars, wildfires, tariffs, and more have all left their marks. According to Webb-Hapgood, having gone through some of the geopolitical challenges that it has over the past decade, supply chain leaders have been forced to develop a robust backbone to tackle a variety of hurdles.

“There have been so many unforeseen issues to overcome for the supply chain,” she states. “I think that’s actually made us a lot more resilient and versatile to approach future problems. You should notice how quickly the supply chain has been able to pivot – it is something that we weren’t able to do before. I jokingly said before COVID-19, managing the supply chain was like trying to turn the Titanic – it would take us forever to adjust. But because of all these things, we’ve had to adjust and become more resilient. All the lessons learned from past issues are going to allow us to make changes a lot quicker to be able to still meet the requirements, mission, and achieve a resilient supply chain at the same time.”

Find out more about University of Miami here.

  • Digital Supply Chain
  • Risk & Resilience
  • Together in Events

Author

Sean Galea-Pace

Published

18 March 2025

Estimated Read time

8Mins

Oana Jinga, Co-Founder and Chief Commercial and Product Officer at Dexory, discusses how owning the world’s tallest autonomous robot sets her organisation apart from others in today’s dynamic and competitive supply chain space.

Possessing the world’s tallest autonomous robot is quite the accolade. 

Standing at a towering 46 feet tall and weighing 1,500 pounds, Dexory’s robot is designed to operate seamlessly across warehouse environments. The robot is equipped with state-of-the-art sensors, including high-definition cameras, temperature gauges and humidity monitors which autonomously navigates vast warehouse spaces while scanning more than 100,000 pallets every 24 hours. This efficiency doesn’t just enhance operational speed but also allows for meticulous inventory management.

Indeed, Dexory is on a mission to uncover intelligence via technology that empowers businesses to optimise, predict and grow. The company is revolutionising the warehousing and logistics industry through AI-driven automation and advanced robotics, delivering real-time data intelligence that elevates operational efficiency. Dexory’s digital twin technology is the only platform for autonomous robots that continuously delivers data and insights on warehouse operations in real-time. The company’s robots and data visualisation platform work together to measure, track and locate goods across their supply chain journey within the warehouse.

Oana Jinga, Co-Founder at Dexory

Dexory’s secret sauce

At the heart of Dexory’s journey are the company’s three founders; Andrei Danescu, Adrian Negoita and Oana Jinga. The trio moved to the UK more than a decade ago and worked in several different jobs while living together in a house share. Jinga began her technology career at O2 before spending six years at Google, managing strategic partnerships across EMEA, and being part of the team that launched the first Google Pixel phone. She explains that from her company’s perspective, the company always had the idea of using robotics to do more than the traditional use cases of picking and moving things around warehouses. This mindset has been taken one step further by introducing the record-breaking robot.

“We realised that if we equip them with the right sensors and cameras, then we can capture ridiculous amounts of information on a continuous basis,” Jinga tells us. “This is real-time data from inside warehouses, which was previously unheard of, you would likely need over 10,000 cameras across the entire warehouse to get the same amount of data that we do with one robot.

“The big advantage is that we offer our customers the possibility to know at any point in time exactly what they have and where it is. By being able to scan as fast as we can and capture as much data as we can every single day, then that allows our customers to know in real-time exactly what they have and where. This is instead of manual processes of other technologies which take weeks and months to get that level of data. We do that every single day, which has changed the game for our customers and how they can use that data to operate in real-time.”

Data management

Upon launching the new technology almost two years ago, Dexory’s customers were not prepared for the plethora of data the robot provided. Jinga explains that it took a few months to get used to the vast amount of information that customers now had at their fingertips and efficiency rose significantly. “Their picking became much more efficient and they are utilising the space much better. One of the biggest improvements we were told about was that there were much fewer issues with orders leaving the warehouse,” she says. “We have customers that reduced errors leaving the door from about 50 or 100 errors a week to zero because the correct stock is in the right location. Until you see that data and you start utilising it on site, you likely don’t even realise what you can do with it because it’s never been done before.”

Indeed, the supply chain space is in the midst of a digital transformation filled with exciting and dynamic innovations. While Jinga was speaking to SupplyChain Strategy at Manifest Vegas, Dexory’s robot was in full flow and drew lots of attention to the company’s stand which was located towards the front of the expo hall. Another new advanced technology offering that has captured interest has been the acceleration of generative AI and the potential that large language models offer. “I think we haven’t even scratched the surface of what GenAI can do, especially in the enterprise environment,” she says.

Advanced technologies

“ChatGPT and Google’s Gemini are one thing but being able to make enterprises more efficient and help them be much more proactive rather than reactive to their environments hasn’t even started yet. The sheer amount of data and information that we track every single day is around one million data points from every warehouse. This helps our modules become much better, helps machine learning improve and identifies what we’re looking at. It also gives us the opportunity to build our own language models.

“In order to be able to do that you need this amount of data and information to pile up because it doesn’t currently exist to be able to train the models. The more data you capture then the better it becomes which is why it needs to take a while for that to amount. For example, with ChatGPT, language is something that everyone uses and the amount of information out there is ridiculous, but data from inside warehouses doesn’t exist yet. It’s building up and we are very fortunate to be one of the few out there that has the capacity to capture so much information and then filter it through our models and bring value to the customer at the end.”

Sustainability drive

When it comes to sustainability, no one can go it alone. It is no longer just about what any singular company does, much of it revolves around how green their supply chains are too. Close collaboration is at the heart of making sustainability stick in supply chain and logistics.

“We all have to work together to make it happen because we can do our part but if the next supplier down the line picking up the data from ours doesn’t do it in the right way, then it doesn’t mean anything,” Jinga affirms. “You need to follow it through. I believe we’ve developed a few features for our customers around sustainability that they requested us to help them with. It’s about giving them visibility on the stock that might become waste and flagging it in the correct way with the right team so they can act on it at the appropriate time. It is important to keep our suppliers accountable because we are part of a wider chain of events that needs to happen.”

Meeting global goals

With an eye on keeping aligned with the United Nations 2030 Sustainable Development Goals, the importance of balancing cost and sustainability is an important factor for most companies and their supply chains. For Jinga, she insists there are two key sides to the story.

“Firstly, it’s about how we are internally tackling it and about our sustainable supply chain,” she tells us. “We work a lot with our own suppliers to make sure that whatever we put in the robots, how we utilise the robot and recycle the robots is done properly. But the biggest impact we have is with our customers. Going back to the fact that we have all this data, it means we can show them where the leaks are when it comes to their stock.

“We keep track of their goods that might be going out of date or they might be wasting around on the shelves. Being able to reduce that waste in the warehouse is very, very important for our customers. Because we have the capacity to scan the sites every single day, multiple times a day, it highlights things exactly as they happen and it allows them to then pick that pallet, get it out in the system and send it to the stores instead of leaving it there to become waste. It’s about the impact we can have on our customers.”

Future focused

The future of Dexory looks promising. In October 2024, Dexory announced it had successfully closed a $80 million Series B funding round, following a $19 million Series A funding round the year before. Over the past few years, the team has grown from 15 members of staff to 80 employees which demonstrates the company’s drive to scale. Led by Jinga and her two co-founders, Dexory is set to continue to grow, evolve and sustain its impact on the world of supply chain and logistics and beyond.

“The pace of change and technology coming into the sector is absolutely insane,” she discusses. “We started working in logistics just after the pandemic in late 2020. Seeing how things have changed over those past four years is making me extremely excited about what’s coming ahead. Robotics is finally becoming mainstream, and people are not afraid to adopt technology anymore and to understand the benefits of a full return of investment in automation. Then you have all the additional technologies like scanners and sensors and all of those becoming much better and cheaper which then makes our technology easier to implement with customers too. I’m very excited about the years to come.”

Find out more about Dexory here.

  • AI in Supply Chain
  • Digital Supply Chain
  • Together in Events

Author

Sean Galea-Pace

Published

Estimated Read time

9Mins

William (Bill) Wappler, CEO and Executive Chairman at Surgere and David Russler, Senior Manager at Trane Technologies, discuss the partnership between the two companies and how Surgere’s delivery of 99.9% data accuracy acts as a competitive advantage.

In a world with so much uncertainty, being accurate with your supply chain data is essential.

And when it comes to data accuracy, Surgere is second to none. Surgere is an industry pioneer and leverages IoT technology to revolutionise and reshape the supply chain for the world’s leading automotive, manufacturing, logistics and food and beverage companies. The company’s engineering and operations team work with its customers from day one to plan, test and deploy IoT supply chain solutions that deliver data accuracy and reliability to allow for better decision-making across the entire organisation. Via Interius, Surgere’s SaaS platform, supply chain transactions combine with enterprise tools and systems for complete visibility and accuracy to drive real-time, proactive decision-making. 

William (Bill) Wappler is the CEO and Executive Chairman at Surgere. In 2004, the company was actually born at his kitchen table in North Canton, Ohio. Initially, Surgere served as a packaging consultant for major companies such as Timken, Alcoa, and Whirlpool. However, after witnessing significant failures taking place throughout supply chains, Wappler began searching for software to support his existing clients’ needs. But he couldn’t seem to identify a solution that worked. “It was then that I took a leap of faith and recreated Surgere,” he says. “We extended our supply chain expertise into software; directing our team to build highly specialised software that could provide absolute visibility throughout supply chains. This was the first critical step in ending the chaos.”

Today, Surgere is on a mission to save the supply chain. By using the Interius platform, its clients can fully identify supply chain weaknesses. Surgere built its foundation on delivering 99.9% accuracy, valuable insights, proven cost reduction and increased productivity. The company’s clients are moving far beyond identity, location, and insight into ML/AI-directed corrective action. More than 15 billion monthly transactions from IoT sensors moving between more than 2,000 client locations, are made visible 24/7, 365 days a year with Surgere’s technology.

SupplyChain Strategy chatting to William (Bill) Wappler, CEO and Executive Chairman, at Surgere and David Russler, Senior Manager at Trane Technologies

Developing partnerships

Over the past couple of years, Surgere and Trane Technologies have formed a key, strategic partnership. David Russler is the Senior Manager at Trane Technologies. With over 27 years of experience in the automation and automotive industries, Russler possesses a strong background in engineering management, having previously worked as a Product Interface Manager and an Engineering Group Manager at General Motors. Today, as part of his role within Trane Technologies, he leads the development and integration of automation solutions. 

Reflecting on how the alliance was born, Russler explains that around two years ago his company decided an area of interest was around material tracking.

“We had a number of solution providers in our plants. We have roughly 40 plants around the globe and different plants had tried a range of solutions without much success to be very honest,” he reveals. “Firstly, we began a competitive analysis to try and understand what the technology actually offers today and what was important to us. Then we found that getting the reliability of the data and the solution that we implemented was the key. We went through very extensive analysis on what technologies were available, and which partners were available out in the space, and that really is a key piece of what we were looking for. We were truly looking for a partner, not just a hardware provider or a software provider.” 

And so they found Surgere. With an automotive background, Russler believes long-term and mutually beneficial relationships are more common in that industry. However, he reveals the relationship Trane Technologies has built with Surgere is particularly special. “We wanted a partnership that would allow us to work together to develop solutions that were unique to our applications,” he tells us. “We’re really trying to drive that culture and foster that relationship building so that we can have established relationships, develop solutions, and then move much more quickly as we try to implement solutions within our factories.”

Having completed business with a host of multinational companies such as the likes of Caterpillar, Toyota and Honda, Surgere has seen its fair share. But Wappler is keen to outline that the Trane Technologies alliance is unique.

“Trane is unique in that their commitment by the executive team is not momentary – it lasts throughout the partnership,” he discusses. “Secondly, Trane understands the importance of what governance is all about, how to take two teams and make them into one and that increases the success of technology deployment exponentially. Technology deployments, much like ours, in supply chain, fail about 43% of the time. Think about that. You almost have a 50/50 shot on whether or not it’s actually going to work. The trouble isn’t always the technology that’s in play but in many cases it’s the partnership. As we look down the line, one of the things that we’re certain of is that this project’s going to succeed and it’s going to succeed because of David and his team.”

Russler reveals that when he looks at what Trane had out in its facilities today, the company actually had a much worse than 50/50 chance of the technology succeeding on the legacy equipment that it possessed. “One of the things that was really appealing to us about working with Surgere is a 99.9% reliability rate in ensuring that the data is being read accurately and shared appropriately to the individuals who need it to get the data and make good decisions.”

William (Bill) Wappler, CEO and Executive Chairman, at Surgere

Introducing Sophia

At Manifest Vegas 2025, Surgere introduced a new agentic AI assistant called Sophia. The technology is an intelligent supply chain companion fully integrated into Surgere’s Interius platform. The benefit of Sophia is to make supply chain professionals’ lives easier by delivering real-time analysis and action based on their unique supply chain data.

“Everything is based on accuracy and fidelity. I can’t help David and his team much if I’m not at nearly 100% accurate and that’s at all points across the supply chain,” reveals Wappler. “What built our company is accuracy. That requires a confluence of different technologies. By the time we’re finished, we will have probably deployed anywhere between five and seven different technologies that can give him that accurate data throughout his entire enterprise. That’s a very unique thing. As an example, we’re currently providing our software about 15 billion transactions a month in data relative to ‘Where’s my stuff?’ Our software ingests that. Then we provide that data to people who are running the supply chain operations they begin to synthesise, analyse and think about how to react. And that’s been traditional in the world of software forever. 

“However, with 15 billion transactions, David and his team cannot possibly keep up with that kind of transaction volume, let alone synthesise, analyse, and direct their team. It’s overwhelming. So when we started looking at AI, we didn’t look at AI in a large language model to do someone’s homework. What we really needed was a digital coworker that could stand next to our clients and analyse that data for them, prioritise what they should pay attention to, and then tell them how to react. Across their supply chain, billions of transactions are being made gathered by software fed to Sophia and she is standing next to David saying, ‘Here’s what you need to think about and here’s what I would suggest that you do’. She’s a game-changer.”

According to Russler, the introduction of Sophia is a critical piece of the puzzle to ensure the right data at the right time to make the right decisions. “What’s been missing for us is not knowing where our components or finished goods were and that was what was driving waste in our systems that we needed to eliminate. Where Sophia really comes in is helping us to eliminate that waste and to help us to get to the decisions that we need to make more quickly.”

2025 Vision

Russler calls 2025 “the year of execution” for Trane Technologies. Over the past year, his team has dedicated significant time to developing standards and establishing a foundation to streamline its 40+ manufacturing facilities worldwide.

“2025 is about implementing those plans and putting those plans into action. We’ve got a number of projects that we’ve brought online in the last couple of months alone,” he says. “We have a number of other plans that we’re in the process of bringing online this year, and our challenge was to have Bill and his team try to get to as many of our facilities around the globe this year as possible so we can then begin executing those plans more efficiently into our sites. This year and the next couple of years are really going to be exciting for us because now we’re going to start reaping the rewards for all of the technologies that we are actually developing and bringing those efficiencies into our operations.”

With an eye on the future, Wappler is in no uncertain terms optimistic about what lies ahead for his company, the industry and beyond.

“The future is so interesting,” he stresses. “We are under a transformation that has never been seen by technology, much less manufacturing, and that is happening right now. I believe that AI is going to unleash power that we can only begin to imagine. Part of that will knock down the old silos that exist within our clients and it will turn away single point solutions. If you can’t exist in a solution set that embraces an entire enterprise and supports what everyone wants to do at one time, then I think that you’re a dinosaur. We’re being told that we’re just trying to understand it as a society and we are now starting to get a glimpse of what that might mean. I wish that I wasn’t just my children, I wish I was my grandchildren because they’re going to be able to see unimaginable things.

“AI is going to supplant human intervention with data and it’s going to be able to act and think for us in a way that supports this transformation in ways we’re just imagining. I think that if anything, we should all be living in a world of optimism and I’m quite excited by it. I just can’t wait because we’re just getting a glimpse, but it’s coming and it’s coming quicker than we think.”

Find out more about Surgere here.

  • AI in Supply Chain
  • Digital Supply Chain
  • Together in Events

Author

Sean Galea-Pace

Published

18 December 2024

Estimated Read time

7Mins

Ahead of Manifest Vegas 2025, Tony Zasimovich, Global Vertical Lead, Retail at DP World, discusses how the supply chain is evolving in a disruptive world.

DP World is the leading provider of smart logistics and enables the flow of trade across the world.

Beginning in 1972 as a local port operator in Dubai, to evolving into a global logistics powerhouse with operations in more than 78 countries across six continents, it is fair to say that DP World has been on quite the journey over the past half-century.

Global trade creates opportunities and helps improve the quality of life for people across the world. As part of this, DP World’s mission is to simplify the world’s trade flow and transform the possible for customers and communities. 

Ahead of Manifest Vegas 2025, Tony Zasimovich, Global Vertical Lead, Retail at DP World, speaks to SupplyChain Strategy to explore how supply chains can embrace the chaos and continue to thrive amidst geopolitical challenges and technological optimisation.

Tony Zasimovich, Global Vertical Lead, Retail at DP World

Can you share some background on yourself and the business?

Tony Zasimovich: “With a dedicated, diverse and professional team of more than 114,000 employees, DP World is pushing trade further and faster towards a seamless supply chain fit for the future. We’re rapidly transforming and integrating our businesses — Ports and Terminals, Marine Services, Logistics and Technology – and uniting our global infrastructure with local expertise to create stronger, more efficient end-to-end supply chain solutions that can change the way the world trades. What’s more, we’re reshaping the future by investing in innovation. From intelligent delivery systems to automated warehouse stacking, we’re at the cutting edge of disruptive technology, pushing the sector towards better ways to trade, minimising disruptions from the factory floor to the customer’s door.

“I am a 30-year senior executive with extensive knowledge in Global Supply Chain Management, having worked for a number of transportation and third-party logistics providers during my career. Part of my experience includes being based in Hong Kong overseeing eight countries and the management teams that provided service for their top international clients as well and directing the effort to build up the network and company-owned infrastructure for China-based activity. This led to taking on a global role, managing the international services for APL Logistics, opening up new services in origin consolidation and domestic warehousing distribution, US-based deconsolidation activity and the ocean, air, customs house brokerage and e-commerce services. I also launched and managed the Global Retail vertical for APL Logistics serving the US, Asia, Europe and Latin America clients leading the team to achieve successful and the most profitable years for the company. Today, I have established my own consulting firm under AMZ Advisors offering a full spectrum of advisory and consulting services for both domestic and international clients needing help in their end-to-end supply chain network capabilities.” 

What inspired you to get involved in logistics?

Tony Zasimovich: “I have always been fascinated by the role global logistics plays in making connections more seamless. Whether it was solving complex challenges like operational efficiencies to navigating geopolitical tensions, logistics for me isn’t just about moving goods from A to B, it’s about industry collaboration and working together to enable businesses and communities to receive what they need. Trade creates new and exciting opportunities that drive innovation and over time become the industry standard. I am proud to be a part of a business that plays a critical role in future-proofing supply chains and makes a tangible impact on businesses, communities, technology and the environment.”

What are you most looking forward to at Manifest 2025?

Tony Zasimovich: “Manifest 2025 is set to be one of the premier events in the annual calendar for the supply chain and logistics sector with industry executives, logistics service providers, innovators and investors all in attendance. With over 100 sessions that will focus on the critical challenges and solutions for end-to-end supply chain and logistics, it routinely showcases the best and brightest minds and ideas in the sector.  As ever, DP World is looking forward to connecting with our industry peers and engaging with Manifest’s global network of thought leaders for the knowledge sharing and collaboration I believe is so crucial. It will be through insightful discussions and networking opportunities where we will learn more on the latest trends, technologies and strategies that are shaping the future of global supply chains. As the landscape continues to evolve, events and partnerships like Manifest help us to demonstrate in person, our commitment to solving complex challenges and future-proof global supply chains.”

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

Tony Zasimovich: “It is through business engagement platforms and partnerships with the likes of Manifest that industry professionals play a critical role in driving the evolution of global supply chains forward. Industry events bring together thought leaders, technology providers, end-to-end logistics leaders and supply chain stakeholders to discuss the challenges they face, and exchange insights on how they are working to solve each challenge. Focusing on collaboration, Manifest provides an ideal space to share best practices and gain insights into trends that will continue to shape the future of supply chains. Face-to-face networking opportunities allow for transparent, open conversations on how supply chains will remain agile in an ever-changing landscape.”

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

Tony Zasimovich: “In 2025, we anticipate global supply chains will continue to be impacted by the changing environment around technological innovations, geopolitical dynamics and rising consumer demand. Supply chain and logistics leaders will continue to integrate artificial intelligence and automation technologies into their operations establishing real-time data to support decision-making, and ultimately streamlining operations end-to-end.

“As we are in an era of fragmentation, we expect geopolitical challenges, and technological optimisation to continue to drive the diversification of supply chains. Defined not only by disruption, but an increasing tendency towards protectionism, logistics and supply chain providers like DP World must prioritise supporting our customers to navigate new technology, legislation and trends like friendshoring, reshoring or nearshoring. We anticipate supply chain workers will become increasingly upskilled in managing automation and digitisation, to allow for supply chains to be smarter, more agile and prepared to navigate rapidly changing global landscapes. 

“Whether flooding or droughts, supply chain disruption caused by climate change has become more cyclical, with increasingly severe knock-on effects for global trade in recent years including major trading routes along the Mississippi, Rhine, Yangtze rivers and the Panama Canal. Therefore, sustainability will continue to be a critical driver of evolving supply chains in 2025. Providers will adopt greener practices that reduce carbon footprints, embrace circular economy models and meet the environmental expectations of consumers. Businesses will continue to prioritise agility and work to build resilient supply chains to ensure global trade continues to flow. Overall, we anticipate supply chains to become smarter, more sustainable and agile through advanced technological integration, flexibility and resilience, industry collaboration and advanced workforce skills.”

What does 2025 hold for your business specifically?

Tony Zasimovich: “In 2025 we will continue to prioritise coopetition, adaptability and resilience. This includes shifting our ways of thinking, where collaboration and competition exist side by side, enabling businesses to optimise their operating models and respond to industry challenges more effectively. As an end-to-end logistics leader, we offer a deeply specialised infrastructure and service offering across an ever-expanding global footprint that supports our customers to adapt and grow while remaining resilient. We have end-to-end connectivity across a range of transport modes and will continue to invest in resilient infrastructure and digital tools, that offer integrated supply chain solutions for specific sector verticals to maximise efficiency. Expanding our logistics capabilities will enable us to navigate some of the uncertainties precipitated by geopolitical and supply chain challenges while expanding our offering to customers. 

“We have committed to a series of environmental goals as part of our ‘Our World, Our Future’ sustainability strategy. We acknowledge the impact our operations have on the climate therefore we have committed to a reduction in Scope 1 and 2 greenhouse gas emissions by 42% by 2030 and net zero by 2050. Throughout 2025, we will continue to mitigate against climate disruptions and work with our stakeholders (consumers, investors and governments) so we have a clear roadmap for 2030.”

Learn more about DP World here.

  • Sourcing & Procurement
  • Together in Events

Author

Sean Galea-Pace

Published

17 December 2024

Estimated Read time

4Mins

Ahead of Manifest Vegas 2025, Will Heywood, Chief Customer Officer at DHL Supply Chain, reveals the importance of promoting positive change in the supply chain and beyond.

DHL Supply Chain needs no introduction.

As the global leader in contract logistics, DHL Supply Chain drives competitive advantage for its customers with tailored logistics solutions, combining globally standardised warehousing, transportation, and integrated services. Leveraging deep sector expertise, vast global reach, and invaluable local insights, DHL Supply Chain expertly manages end-to-end supply chains—covering everything from raw materials and manufacturing to the seamless delivery of finished goods and return services.

In an exclusive interview with SupplyChain Strategy, Will Heywood, Chief Customer Officer at DHL Supply Chain, shares his insights on what’s to come at Manifest Vegas 2025. He sees the event as a perfect match for his organisation, poised to enhance the future of supply chain innovation.

Will Heywood, Chief Customer Officer at DHL Supply Chain

Can you share some background on yourself and the business? 

Will Heywood: “I’ve been with DHL Supply Chain for just over 20 years. Prior to being appointed the Chief Customer Officer in 2024, I led the North American strategy, marketing, and product development teams. I also spent about five years in operations excellence, working closely with our frontline teams on things like labor management and operations development. I’ve worked in the technology sector and have led acquisitions and divestiture projects for the company.”

What inspired you to get involved in logistics?

Will Heywood: “Prior to joining Exel, which was acquired by Deutsche Post in 2005, I was a management consultant and worked in financial services, which I didn’t particularly enjoy. However, I also spent some time in manufacturing, which I really enjoyed. The tangible nature of manufacturing and similar kinds of businesses where you could see with your own eyes what was happening was great. I received a consulting project with Exel and I really liked the people. I liked the nature of the service the company provided so that really resonated with me.”

What are you most looking forward to at Manifest 2025?

Will Heywood: “I’ve been to every Manifest since it started, and I’m blown away by how quickly it’s grown. It’s doubled in size every year and I think this year they’re expecting around 6,000 attendees. The team has done a good job to consistently provide quality content. I look forward to hearing the keynotes, and the educational sessions as well as seeing what’s being presented from an innovation standpoint. The conference has a good mix of manufacturers, shippers, third party logistics companies, technology providers, startups, as well as investors. This mix of attendees provides an opportunity to have interesting conversations around what’s happening in the industry from a variety of perspectives.”

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

Will Heywood: “As industry leaders in supply chain logistics, we at DHL Supply Chain have an obligation to help define the industry and promote what supply chain means and the value it provides overall. Where we have opportunities to do that publicly, we like to lean into that. With Manifest, we saw an organisation focused on doing things differently in the supply chain space. They’re targeting a younger demographic, which fits nicely with our views on how the workforce is evolving and the exciting challenges that can make a career in supply chain even more interesting.”

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

Will Heywood: “Regardless of the year I think there is always an aspect of unpredictability in our business. Given developments over the last number of years, there are more explicit challenges that industries will have to deal with. At DHL Supply Chain, we spend a lot of time thinking through various scenarios and how we set our stakeholders up to be successful regardless of the things we think we know and the things that will surprise us. So contingency planning, scenario planning, all those things already feature heavily into what our customers are dealing with and how we continue to support them.”

What does 2025 hold for your business specifically?

Will Heywood: “We have been on a growth trajectory over the last decade, and I believe that will continue. We are exploring different areas – industries and services – that historically we haven’t been involved in and that’s exciting for our business and our people. It presents growth opportunities for our associates, and it also exposes us to new customers who are less familiar with outsourcing supply chain and leveraging some of the value-creating technologies that are coming into the market. We’re pretty excited overall with what lies ahead in the next year.”

Learn more about DHL Supply Chain here.

  • Sourcing & Procurement
  • Together in Events

Author

Sean Galea-Pace

Published

16 December 2024

Estimated Read time

5Mins

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
  • Together in Events

Author

Sean Galea-Pace

Published

9 December 2024

Estimated Read time

4Mins

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
  • Together in Events

Author

Sean Galea-Pace

Published

6 December 2024

Estimated Read time

4Mins

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
  • Together in Events

Author

Sean Galea-Pace

Published

5 December 2024

Estimated Read time

4Mins

Ahead of Manifest Vegas 2025, Lance Malesh, president and CEO of MODE Global, shares his excitement for the conference and what it means for his organisation.

When it comes to logistics challenges, there isn’t one that MODE Global can’t overcome.

MODE, a leading multi-brand 3PL platform, excels at overcoming challenges to meet customer needs. Backed by its family of brands and expert teams, MODE delivers reliable, scalable services tailored to each business’s unique requirements. Its advanced technology solutions offer the choice and control needed to manage shipping and supply chain operations effectively via the use of supply chain data to deliver predictive analytics and container visibility for its customers. With a range of land, sea, and air shipping solutions at its disposal, MODE leverages its data ecosystem to customise its network.

Speaking exclusively to SupplyChain Strategy, Lance Malesh, president and CEO of MODE Global, reveals his organisation’s direction of travel ahead of Manifest Vegas 2025 which is set to be one of the most highly anticipated supply chain events of the year.

Lance Malesh, president and CEO of MODE Global

Can you share some background on yourself and the business?

Lance Malesh: “My name is Lance Malesh, and I am the president and CEO of MODE Global since 2020. Prior to joining MODE, I was Chief Commercial Officer for BDP International and president and CEO of BridgeNet Solutions. 

“MODE is a multi-billion, multi-brand, 3PL platform and one of the world’s leading logistics companies. We are a top ten truckload freight brokerage and the largest non-asset intermodal provider in the United States. Our family of brands includes Avenger Logistics, MODE Transportation and SUNTECKtts.”


What inspired you to get involved in logistics?

Lance Malesh: “Like so many others in our industry, I fell into it by happenstance. I had started out at a concrete manufacturing company and a job opportunity led me into transportation. I look back on my 25+ years in logistics and can’t believe it has been that long, but this industry has been good to me. I’m so excited to see where the future takes us.”


What are you most looking forward to at Manifest 2025?

Lance Malesh: “MODE is co-sponsoring the opening night festivities, which should be a fantastic way to start off the conference. And of course, I am looking forward to my speaking session on Optimizing Supply Chain Decision-Making through Automation with a fantastic panel of experts alongside me. Overall, MODE is excited to be a sponsor and exhibitor at the conference.”


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

Lance Malesh: “This is our first time attending Manifest, but we have seen and felt the influence of this conference in the industry. It had tremendous buzz after the 2024 show, and we knew we wanted to be a part of the excitement in 2025. The energy and growth of Manifest is exactly a fit for where MODE is going in the future.”


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

Lance Malesh: “From a macroeconomic perspective all indicators point to a resurgence for the logistics space. Following several down years, I do believe the turning point is in sight, which is exciting for us and the industry overall. We know the first of the year will be all about the potential for another ILA strike, and we’re all watching the new administration to see how any new tariffs will affect trade. But overall, I am optimistic for what’s to come in 2025.”


What does 2025 hold for your business specifically?

Lance Malesh: “MODE Global has persevered through the inevitable down cycles that come in logistics, just like this one, and has always come out stronger on the other side. In fact, as evidenced by our recent acquisition of the Jillamy Freight Brokerage business, we are bigger and better than before. So, I expect more growth and expansion of the MODE Global family of brands and a continuous focus on technology to enable our business to run faster and more efficiently for our customers and carriers alike.”

Learn more about MODE Global here.

  • Sourcing & Procurement
  • Together in Events

Author

Sean Galea-Pace

Published

4 December 2024

Estimated Read time

4Mins

Ahead of Manifest Vegas 2025, Vignan Velivela, co-founder and CEO of fleet payments platform AtoB, explores how this year is set to be a defining year in digital transformation.

AtoB is changing the game.

The trucking and logistics industry is the backbone of the economy, but its payments infrastructure is outdated and flawed. Current payment tools are hard to use, vulnerable to fraud, and burdened with unclear fees. Existing providers often fail to address the economic and practical needs of industry users.

Solving this problem is AtoB. The company is modernising the payments infrastructure for trucking and logistics. Supply chains rely on the timely movement of capital to function efficiently with AtoB’s mission being a world in which that capital movement occurs reliably, instantly and fairly.

Speaking exclusively to SupplyChain Strategy ahead of Manifest Vegas 2025, Vignan Velivela, co-founder and CEO of AtoB, shares what the supply chain space looks like moving forward and where his organisation fits into the equation. 

Vignan Velivela, co-founder and CEO of AtoB

Can you share some background on yourself and the business?

Vignan Velivela: “I’m Vignan Velivela, co-founder and CEO of fleet payments platform AtoB. My background is in building financial tools, which gave me a deep appreciation for how innovative technology can address systemic inefficiencies. AtoB was founded to bring modern, tech-driven solutions to the trucking industry, starting with fleet payments. Today, we’re on a mission to empower fleets with tools that simplify operations, improve cash flow, and help businesses of all sizes thrive.”

What inspired you to get involved in logistics?

Vignan Velivela: “Logistics is the backbone of the economy, yet it remains one of the most underserved industries when it comes to technology and financial innovation. I saw an opportunity to apply my experience in building financial tools to solve challenges that fleets and drivers face every day—like outdated payment systems, limited access to credit, and operational inefficiencies. By addressing these pain points, we can make logistics not just more efficient but also more equitable for everyone involved.”

What are you most looking forward to at Manifest 2025?

Vignan Velivela: “Manifest is a unique opportunity to connect with forward-thinkers who are shaping the future of supply chain and logistics. I’m especially looking forward to conversations about how technology is driving real-world change—whether it’s making fleets more efficient, improving driver experiences, or enabling businesses to scale sustainably.”

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

Vignan Velivela: “These events are great for fostering collaboration and knowledge-sharing across the industry. They bring together leaders, innovators, and operators who might not otherwise cross paths, creating a space to exchange ideas and build partnerships. What makes Manifest special is it’s not just about discussing trends, but about showcasing tangible solutions that are shaping the future of logistics.”

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

Vignan Velivela: “2025 will be a defining year for digital transformation in the supply chain industry. The focus will shift toward making supply chains more agile and responsive, leveraging data to optimise operations in real time. This evolution will demand robust payment systems and innovative tools, ensuring small to midsize businesses can stay competitive in an increasingly fast-paced and digital-first environment.”

What does 2025 hold for your business specifically?

Vignan Velivela: “For AtoB, 2025 represents a year of expanding our impact through digital transformation in the trucking industry. We’ll continue to enhance our platform, FuelMap, and Digital Wallet, making it easier for fleets to access the tools they need to streamline operations and improve cash flow. We’re deepening partnerships and expanding our capabilities to meet the growing demands of the industry. It’s an exciting time as we work to shape the future of logistics with innovative financial solutions.”

Learn more about AtoB here.

  • Sourcing & Procurement
  • Together in Events