Subscribe

Day: 2 March 2026

Broken Supply Chain?

Posted on by David Priestman

Here’s how a decision-centric model can fix a broken supply chain, according to Allan Dow, EVP/General Manager of Aptean Supply Chain.

When Steve Jobs stepped onto the stage at the Macworld Expo in August 1997, he wasn’t introducing a groundbreaking new product (he would announce the iPhone at the same event a decade later).

At the time, software was rigid. Systems were siloed. Data arrived late. People worked within the confines of the technology, content to be limited by its many shortcomings. Jobs was casting a vision for his company and the customers who would refuse to settle for the status quo.

It was a rejection of the way people were being forced to work with technology, and a promise and an invitation to think different and change the world. The modern supply chain took shape at the same time, and its software solutions were built around batch planning, static forecasts, and point-in-time data.

These weren’t the ideal solutions. It was simply what the technology could support. For a long time, it worked. Disruptions existed, but they were exceptions, not norms.

Today, global supply chains are more expansive than ever before, operating with more velocity and precision but vulnerable to disruption. As one survey of 1,000 senior supply chain leaders concludes, ‘Supply chain disruptions are no longer rare — they’re the new normal.’

Why Two Decades of Technology Spending Left Supply Chains Brittle

Two decades and $200 billion in supply chain management technologies have left many supply chains reactive and convoluted. This staggering investment has not delivered the expected resilience; global disruptions now cost the average company 8% of its annual revenue. McKinsey & Company estimates that extended supply chain disruptions lasting more than a month now occur every 3.7 years and can cost a business up to 45% of a year’s profit over a decade.

Despite this significant spending, most organizations are still operating on their heels, trapped in a cycle of:

● Making decisions based on fixed time horizons that ignore the fluidity of global trade
● Relying on data that is outdated by the time it reaches the dashboard
● Operating in silos, where teams are neither connected nor informed
● Reacting to crises rather than adapting to trends.

First-wave supply chain management solutions were designed to record and report, not to decide. They rely on fixed time horizons and historical data to inform the future. When disruption, uncertainty, and change are the norm, it’s clear that we need to think differently about our supply chain software.

Transitioning from Reactive Networks to Adaptive Decision Engines

Decision-making itself has become a first-class enterprise capability. It’s why a decision-centric approach is the defining framework of successful, agile enterprises.

Yes, it involves a new technology schema. Yes, it puts data at the centre of everything. It’s also more than that. It’s a new operating model where decisions are explicit, intelligence is continuous and adaptive, execution is connected, and humans and technology collaborate at scale.

Decision-centric organizations are not just focused on data collection, but also on applying this information to drive specific business outcomes. For supply chain entities, this means using available intelligence and analytical tools to become more forward-looking and responsive to market shifts before they become crises. These initiatives are undoubtedly powered by artificial intelligence (AI).

Making Intelligence Operational

AI is ubiquitous in the supply chain sector. A quick Google search reveals countless think pieces on the subject, and executives are eager to talk about how they are deploying the latest to achieve the elusive promise of total visibility.

What it actually does for them is a different story. AI-powered, decision-centric supply chains are defined by three pillars that produce real results.

1: Centralizing Data
Best-in-class supply chain entities are centralizing their data into a single, unified platform. AI-powered supply chain optimization doesn’t work if data silos and disparate teams are running the show. Integrate and unify data so AI models can train on a complete, vertical, end-to-end picture of the operation, rather than on conflicting or incomplete datasets.

2: Intelligent Responses
Decision-centric companies turn insights into action. They rely on clean, centralized information to identify problem root causes and respond in real time. Even better, generative AI solutions make information searchable, allowing decision-makers to query data to derive actionable insights, and machine learning helps teams arrive at complex, data-driven decisions.

3: Predictive Sales and Operations Planning
AI-driven demand sensing turns real-time data from the external world into insights that anticipate and understand subtle shifts in customer behaviour, market trends, and potential disruptions before they impact the bottom line.

Rather than relying on last year’s information, supply chain entities can use this technology to adapt to real-time, even unprecedented, circumstances, responding with robust solutions that clarify uncertainty and create opportunities from disruption.

For instance, 76% of fashion executives believe tariffs and trade volatility will be the defining issues of 2026, requiring this heightened level of agility. Generative AI-powered digital twins can help retailers understand the financial or operational implications of any given decision or scenario.

This AI-first approach connects planning, execution, and analytics in real time to deliver speed, resilience, and measurable business impact. When implemented effectively, it changes how supply chains work, converting reactive networks into adaptive decision engines.

A New Era of Strategic Advantage

When Steve Jobs challenged Apple and its audience to ‘think different’ he was redefining the relationship between creators and their tools, businesses and their processes and potential. It was a response to a status quo that desperately needed updating.

The logistics and supply chain sector is ready for a similar revolution. Specifically, the modern supply chain must be built to be actively anti-fragile. The transition to a decision-centric enterprise marks the end of an era defined by reactive management.

For decades, we required supply chain professionals to serve the limitations of their software. We’ve left expert planners firefighting exceptions in spreadsheets, while reaching the company’s strategic goals have remained elusive.

Adopting a decision-centric model changes this dynamic. It empowers people and their teams to think differently. They can be different, operating with a level of specificity and agility that meets this disruptive moment.

cargo.one Acquires Ocean Platform Cargofive

Posted on by David Priestman

cargo.one has announced the acquisition of ocean rate platform Cargofive and the launch of what it clains is the industry’s first AI-native operating system for multimodal freight. The platform unifies air and ocean freight data into a single robust foundation, powering accurate agentic workflows to operate natively alongside teams. The strategic move was complemented by around $20M investment from investors including Bessemer Venture Partners.

Freight forwarders and carriers alike are investing heavily in AI programs, but most solutions remain bolt-on tools that sit disconnected from the most relevant knowledge source: structured data. The result is a fragmented technology landscape where AI promises efficiency but delivers complexity and does not progress beyond the pilot phase. cargo.one’s multimodal AI-native operating system addresses these challenges with a unified approach where agentic workflows and operational data exist natively in a single system.

The acquisition of Cargofive, which closed on February 25th, fundamentally expands cargo.one‘s rate data foundation by adding connections to the top 10 ocean carriers and scalable ocean rate data ingestion and management capabilities. Cargofive offers a full spectrum of ocean rates spanning four million trade lanes and is trusted by hundreds of forwarders globally. cargo.one can now enable freight forwarders to automate air and ocean workflows from a single platform, rather than managing fragmented tools.

As an AI partner, cargo.one combines technology quality, fully integrated rate data, and in-house logistics expertise. cargo.one’s AI-native operating system equips logistics companies to deploy ready-made AI agents or build custom ones using open protocols like MCP servers. Built on comprehensive multimodal rate data, the infrastructure includes RAG-based knowledge retrieval and supervision layers that monitor AI outputs to ensure accuracy and reliability.

Unlike bolt-on AI tools that require integration with separate systems and third-party data, cargo.one’s workflows operate natively within the same platform. Humans and AI work side by side using the same data, ensuring teams maintain full control while automation handles repetitive tasks.

“Most AI projects in logistics fail to deliver ROI because they lack access to robust, structured data,” says Moritz Claussen, Founder and Co-CEO of cargo.one. “Real returns come from unified data infrastructure operating at enterprise scale. With Cargofive, we’re expanding the foundation already embedded inside many of the world’s top forwarders’ operations to encompass ocean needs, and we are delivering what makes AI actually work in production.”

Sebastian Cazajus, Founder & CEO of Cargofive, added:

Across the industry, forwarders are asking for integrated air and ocean solutions that eliminate data silos. cargo.one has already set the standard in air. Together, we are bringing that same quality and scale to ocean freight, creating a truly multimodal operating foundation to enable agentic workflows.

“Data and AI are inseparable – quality data is the foundation for quality AI,” says Stefan Borggreve, Member of the Management Board at Hellmann Worldwide Logistics. “cargo.one has built a comprehensive operating system that our teams trust. When AI workflows operate using the same reliable data our people use daily, we can confidently deploy automation and focus on delivering the best customer experiences.”

When evaluating AI partners, logistics leaders should look beyond individual features to the underlying foundation… Features become commoditized quickly; what matters is having a partner with comprehensive data infrastructure and industry-specific expertise that can evolve with your needs.

says Bob Goodman, Partner at Bessemer Venture Partners.

cargo.one’s AI-native operating system is available now, enabling freight forwarders and carriers to run agentic workflows, including those for rate management, quoting, booking, and customer support, using consistent data and under their teams’ full control. The first customers have already been onboarded to its ocean rate management and quoting solution, with cargo.one’s wider customer base to benefit in the coming weeks.

Strategic Rail Freight Interchange Opens

Posted on by David Priestman

“The cleanest, most sustainable freight operation,” is the stated goal of Maritime Transport, according to Executive Chairman John Williams, as his company officially opened its ‘Strategic Rail Freight Interchange’ (SRFI) Northampton gateway at Segro’s logistics park near Northampton, UK East Midlands, last Friday. His company aim to move a quarter of its multimodal cargo by rail, “in supply chains that can’t fail.”

Maritime’s ninth rail freight terminal provides direct northbound and southbound connections to the UK’s West Coast Main Line railway via the Northampton loop. Delivered through an £80m investment into rail by Segro and designed as a modern, open-access facility, the 17-acre SRFI can accommodate the UK’s longest and heaviest freight trains and up to 16 services per day, with container storage capacity exceeding 2,500 TEU.

The SRFI was integrated into the national rail network in 2025, followed by the launch of a five-day-a-week intermodal service connecting Northampton with DP World’s Southampton Port. The service was the first to operate over the full length of the reinstated Oxford–Bletchley section of East West Rail, establishing a new east–west corridor across central England. Additional rail services are planned as part of a phased expansion programme at Northampton, providing further inland connections to the UK’s major deep-sea ports and other UK freight interchanges.

Located at the heart of the UK’s logistics ‘golden triangle’, SLPN sits adjacent to Junction 15 of the M1, offering direct access to the national motorway network and ability to reach 90% of the UK population within approximately 4 hours’ drive time. The development spans over 600 acres and will ultimately deliver around five million sq ft of logistics accommodation, with rail connectivity embedded as a central element of the site’s design.

Access to Rail Freight

The opening event brought together senior figures from across the logistics community, including ports, shipping lines, freight forwarders, retailers and supply chain partners, as well as representatives from local authorities and central government. Speakers included Minister of State for Rail Lord Hendy, Huw Merriman of the Rail Freight Group (and former Transport Minister), and Paul Dunne, Managing Director, Operations, Digital and Customer at Segro plc.

left to right: John Williams, Lord Hendy, Paul Dunne, Huw Merriman

Williams called for fair competition between road and rail freight in he UK, particularly in regards to port admission costs. “We are committed to creating the cleanest, most sustainable full-load supply chain in the country, utilising rail for long-distance journeys and eHGVs for first and final miles, and Northampton Gateway Rail Freight Terminal is an important step in delivering that ambition.” The ultimate goad is a network of rail freight terminals along the spine of the UK for intermodal operations.

Alongside rail investment, the event also highlighted Maritime’s growing zero-emission road capability. Four eHGVs were on display, delivered through Maritime ZERO, the company’s zero-emission road transport division.

A lead partner in the government-backed Zero Emission HGV and Infrastructure Demonstrator (ZEHID) programme, Maritime is deploying more than 50 eHGVs nationwide while developing one of the UK’s largest privately operated charging networks for heavy goods vehicles. As part of this programme, Northampton will host high-powered charging infrastructure and eHGV operations under the eFREIGHT 2030 project, enabling zero-emission road movements to be integrated directly with rail services, positioning the site as a flagship rail-served hub for low-carbon logistics and demonstrating how rail and road decarbonisation can be delivered across commercial freight operations.

John Williams added:

This year, as Maritime marks 25 years in business, the official opening of our Strategic Rail Freight Interchange represents another significant milestone in our journey from a small container haulier to a fully integrated road and rail freight logistics partner. Moving freight from road to rail remains one of the most effective ways to reduce carbon emissions across the supply chain. Since 2019, we have invested more than £100 million in developing our rail terminal network, with further investment planned to increase national capacity, strengthen connectivity between the UK’s major ports and inland markets, and expand the rail capability available to our customers.

Lord Peter Hendy, Rail Minister, said:

Our rail freight industry is hugely important to keeping goods moving across the country. We’re committed to growing it because of its benefits for both the economy and environment, and our Railways Bill includes both a growth target and a duty on Great British Railways to promote rail freight. It was brilliant to be at the opening of the new Strategic Rail Freight Interchange at Northampton, which is a big vote of confidence in the rail freight industry.

Huw Merriman of the Rail Freight Group commented:

Congratulations to the teams at Maritime Transport and Segro for investing in, and delivering, this phenomenal new rail-connected logistics hub. The jobs, trade and growth which they have delivered for UK Plc is in the finest traditions of the private sector and what it can do for our economy if encouraged and given the foundations to thrive. This new rail hub is a boost for all who strive to grow rail freight and is a testament to a commitment to move more freight on the UK’s railway and decarbonise the logistics sector. It was a pleasure to watch the project develop during my time in Government.

Go Modular in the Supply Chain

Posted on by David Priestman

Will modular supply chains overtake monoliths? And, if so, why? We asked three experts from Infios to explain.

Don Mabry, SVP Global Trade Solutions:

“Supply-chain transparency is rapidly shifting from a competitive advantage to a regulatory expectation. What was once considered best practice is becoming the minimum standard, as regulators extend their focus beyond border clearance to the full lifecycle of goods. Increasingly, compliance is judged not by how quickly shipments move, but by how confidently organisations can explain where products came from, how they were sourced, what they cost, and why those claims can be trusted.

“This shift is exposing a structural weakness across global trade operations. Many trade processes were built to optimise throughput, not withstand audit-grade scrutiny. Paper documentation, email chains, and spreadsheets may still move goods, but they cannot reliably support multi-tier supplier visibility, cost validation, or origin proof at scale. As enforcement intensifies, the inability to produce accurate, timely, and traceable data is no longer an operational inconvenience – it is a compliance risk.

“At the same time, the physical dynamics of trade are changing. In-transit inventory is on track to surpass on-hand stock in value, effectively turning the ocean into the world’s largest warehouse. Longer transit times, buffer-stock strategies, and geopolitical volatility mean more working capital is tied up between origin and destination. Yet visibility often disappears once goods leave the factory or port, leaving organisations exposed during the most financially significant phase of the journey.

“The implication is clear. Future-ready trade operations will be defined by less-touch execution, automation by default, and data that can be verified rather than inferred. Compliance must be designed into trade processes, not reconstructed after the fact. The ability to prove origin, validate costs, model tariff exposure, and demonstrate compliance on demand will matter as much as speed or service levels.
“Ultimately, the organisations that succeed will not be those that move goods the fastest, but those that can explain – clearly and confidently – how their supply chains stand up to scrutiny. In a transparency-first world, velocity without visibility is no longer an advantage. It is a liability.”

Richard Stewart, EVP, Product & Industry Strategy:

“In 2026 and beyond, logistics will move decisively into a new era of precision and autonomy – powered by artificial intelligence. The question will no longer be whether AI has a role to play, but how deeply it can be embedded into everyday operations and decision-making.

“Clearly defined use cases will emerge as intelligent systems anticipate needs, optimize workflows, and manage complexity quietly in the background. Humans will remain in the loop – where their insight or approval truly adds value. This collaborative model between people and technology will make problem-solving faster, more accurate, and less reactive.

“As AI maturity deepens, pre-built solutions will evolve into configurable platforms that allow organizations to shape bespoke, AI-enabled operations tailored to their unique challenges. Each proven use case will spark new ideas and innovations, as customers begin to imagine and create what’s next.

“The most forward-thinking companies won’t just adopt AI – they’ll design it. And as this transformation continues to unfold, logistics will look increasingly intelligent, resilient, and self-optimizing: systems that learn continuously, adapt seamlessly, and empower humans to focus on higher-value, strategic work.”

Omar Akilah, SVP of Product Strategy:

“In 2026, modular supply chain execution will finally overtake the traditional monolithic platform. The era of 18–36-month implementations is ending, replaced by composable, fast-to-value architectures that let companies plug in capabilities exactly where they’re needed. Instead of ripping out entire stacks, organizations will fix specific pain points with targeted modules that deliver immediate ROI, eliminate shelfware and dramatically reduce transformation risk. Digital transformation will shift from a one-off overhaul to an ongoing operating rhythm – enabling supply chains to adapt faster, innovate with confidence and evolve continuously in real time.”

Podcast: Safety in the workplace is a top priority for UKMHA

Posted on by Will Priestman

In the latest episode of Logistics Business Conversations, Peter MacLeod engages with Rob Fisher, CEO of the UK Materials Handling Association (UKMHA), to explore the dynamic changes within the UK logistics sector.

Rob Fisher, who transitioned from a publishing background to leading UKMHA, shares his insights on the industry’s evolution, emphasizing the critical role of safety and training. The discussion highlights the historical significance of IMHX and UKMHA’s strategic partnership with Informa Markets, which plays a pivotal role in shaping future industry events. A key focus of the conversation is the importance of fostering a robust safety culture, illustrated by innovative initiatives such as the forklift mock trial, which aims to enhance safety awareness and preparedness.

Rob also discusses the modernization of safety standards through thorough examinations and the adoption of digital tools, which are transforming traditional practices.

UKMHA’s commitment to workforce development is evident in its new technical training hub, designed to cultivate skilled service engineers essential for maintaining industry operations. The episode delves into the transformative impact of automation, including the integration of autonomous forklifts, and how these advancements are reshaping logistics operations and improving warehouse workplace safety.

Rob Fisher outlines strategies to attract younger talent and promote diversity within the sector, addressing common misconceptions and highlighting the dynamic career opportunities available. Furthermore, UKMHA’s advocacy efforts in navigating Brexit, ensuring CE marking continuity, and engaging with EU legislation are crucial in maintaining the industry’s global competitiveness.

The conversation concludes with a forward-looking perspective on the future of materials handling technology and the expansive global opportunities awaiting the logistics sector. Listeners are encouraged to stay informed about the latest industry innovations, safety practices, and workforce development trends by subscribing to the podcast and sharing these valuable insights.

Listen Below

Subscribe

Get notified about New Episodes of our Podcast, New Magazine Issues and stay updated with our Weekly Newsletter.