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Tag: supply chain

[Podcast] Supply Chains: Evolving Risks and the Path to Resilience

Posted on by David Priestman

In this episode of Logistics Business Conversations, host Peter McLeod speaks with Saul Resnik, CEO of DHL Supply Chain for the UK and Ireland, about evolving risks in the supply chain and strategies for building resilience. Their discussion covers significant current challenges in logistics, including geopolitical tensions, cybersecurity threats, shifting consumer demands, and post-COVID economic adjustments.

Resnik highlights how the logistics landscape has transformed since COVID-19, especially with the rise of e-commerce and the need for companies to adapt to fluctuating consumer behaviors. He notes that many companies expanded their logistics infrastructure during the pandemic, expecting sustained demand that has since leveled off, leading to a surplus of capacity. DHL has been pivotal in offering scalable and flexible solutions to help companies optimise their logistics without overcommitting resources.

The conversation also addresses the logistics industry’s push toward sustainability, a critical issue for businesses today. Resnik shares that DHL has made strides by incorporating eco-friendly vehicle options, including biogas, LNG, and electric trucks, as well as committing to carbon-neutral warehouses. He underscores that while greener solutions often come at a premium, market shifts are making these options more accessible, with costs anticipated to decrease over time.

A key theme in their discussion is the role of digitalisation and AI in logistics. DHL leverages advanced tracking, AI-driven demand forecasting, and automation to enhance visibility across the supply chain, ensuring clients can adapt to disruptions efficiently. Resnik emphasises the importance of thoughtful technology integration, which, when done well, adds significant value and resilience to operations.

In a reader-submitted question, Resnik advises companies facing cost challenges in greening their supply chains to partner with logistics providers capable of scaling sustainable practices, which is increasingly necessary as demand for eco-friendly options grows. Concluding, McLeod and Resnik reflect on the evolving logistics field, noting the importance of customer-centric strategies in maintaining long-term partnerships and a strong market position.

This insightful discussion illustrates the complex, dynamic nature of modern logistics, especially as companies navigate risk, digital transformation, and sustainability initiatives.

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Rolls-Royce Supply Chain Issues Strike Again

Posted on by David Priestman

Rolls-Royce is struggling with persistent supply chain issues that are impacting its engine production and maintenance schedules, forcing British Airways (BA) to cancel flights on one of its most popular transatlantic routes. Starting December 12th, British Airways will suspend all flights between London Gatwick and New York’s JFK Airport until March 25, 2025, in response to the engine shortages. The airline cites logistical bottlenecks within Rolls-Royce’s supply chain as a key factor driving this decision.

The supply chain issues stem from a combination of raw material shortages, logistics challenges, and delays in the global delivery of engine components. Rolls-Royce, which supplies engines for BA’s long-haul aircraft, has been unable to meet rising demand due to constraints in sourcing critical materials like titanium and specialized electronic components. The company’s supply chain delays are affecting its ability to deliver new engines and complete necessary maintenance on existing ones, forcing BA to make operational adjustments.

British Airways expressed regret over the cancellation of flights, acknowledging the disruption this will cause for passengers, particularly during the busy holiday season. In a statement, the airline said, “We understand the inconvenience this decision will bring to our customers, but we are committed to minimizing any potential disruptions in our wider network as Rolls-Royce works to resolve the engine supply constraints.”

The logistical issues at Rolls-Royce extend beyond production to affect global transportation networks. Transportation of engine parts from manufacturing centers has been impacted by delays at major ports, compounded by a global shortage of freight space and skilled logistics personnel. This is causing a ripple effect that has slowed the assembly and distribution of engines for critical routes. The logistical logjam has hindered Rolls-Royce’s ability to meet the maintenance schedules BA requires to operate its transatlantic fleet, particularly affecting the Boeing 787 Dreamliners, which rely on Rolls-Royce’s fuel-efficient engines.

A Rolls-Royce spokesperson told us: “We take the industry-wide issue that the aerospace supply chain is currently dealing with extremely seriously. We’ve introduced a number of initiatives to reduce the impact on our customers. We’ve already introduced measures that allow us to respond more quickly to issues, such as integrating our Procurement and Supplier Management teams, sharing our own raw material stocks to tackle shortages, and hiring people to work in supplier organisations; one of our most impacted suppliers currently has almost 50 Rolls-Royce supply chain staff dedicated to driving their recovery.”

“These changes are already having a positive impact. So far this year, we’ve increased Trent 1000 supply chain output by a third, making more components available and minimising the time engines spend in our Maintenance, Repair and Overhaul (MRO) centres. We’re confident that these bold changes coupled with our long-term investment plans will provide continuous improvement for our customers. In addition, our first stage Durability Enhancement package for the Trent 1000 is in the final stages of certification and will more than double engine time on wing, while a second package of enhancements will deliver a further improvement of up to 30%.”

“Whilst this is not an MRO capacity issue, we know that demand will increase in the future. So, we have allocated additional investment this year to ensure we can meet that demand, creating some short-term surge capacity and allowing us to approximately double our MRO capacity by 2030. This will ensure scheduled maintenance, such as that of the British Airways Trent 1000 fleet, can be conducted as efficiently as possible.”

To mitigate further disruptions, British Airways is rerouting some aircraft and adjusting maintenance schedules for other key transatlantic routes. However, the Gatwick-JFK route was identified as the most feasible to suspend temporarily, with BA hoping to reinstate the route by late March once supply chain stability is restored.

Impact on Cargo Operations

The supply chain disruptions at Rolls-Royce are not only affecting passenger flights but are also having a notable impact on cargo operations. With fewer engines available for maintenance and replacement, cargo planes that use Rolls-Royce engines are also experiencing delays, exacerbating issues in global logistics.

Cargo flights, particularly those that transport high-value or time-sensitive goods, are now facing potential delays as maintenance timelines for Rolls-Royce-powered planes are stretched. This challenge has introduced additional uncertainty in an already pressured global logistics system, which has seen demand spikes due to increased e-commerce activity and seasonal holiday shipments. The limitations have forced cargo operators to reconfigure routing and adjust freight schedules to minimize disruptions to supply chains reliant on timely delivery.

Moreover, freight forwarding companies that depend on reliable transatlantic cargo services are now dealing with increased costs due to limited cargo space, as fewer available aircraft intensify competition for slots. For businesses relying on air freight to move high-demand items—such as electronics, pharmaceuticals, and perishable goods—these delays can lead to supply shortages, price increases, and missed delivery deadlines.

Broader Implications for the Industry

Industry experts warn that the Rolls-Royce delays reflect broader issues in the aerospace sector, as companies grapple with post-pandemic demand surges and logistics backlogs. With many components needing precision engineering and long-distance shipping, the aerospace industry is especially vulnerable to supply chain breakdowns. Analyst Ian Campbell from Aviation Logistics Group explains, “The challenges Rolls-Royce is facing are significant, as aerospace supply chains are finely tuned. Even minor disruptions can escalate into major logistical challenges.”

This incident is prompting British Airways and other airlines to explore diversifying engine suppliers and maintenance partners to reduce dependency on single sources. It also raises questions about supply chain resilience in the aerospace industry, with many advocating for increased investment in logistics technologies and multi-source supply chains to buffer against future disruptions.

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UK, USA, Australia Sign Pact to Strengthen Supply Chains

Hurricane Milton Shakes Global Supply Chains

Posted on by David Priestman

Hurricane Milton has brought significant disruptions to Florida’s logistics networks, affecting everything from port operations to road and rail transportation. With logistics at the heart of global supply chains, the storm has created ripple effects that are likely to be felt across industries for weeks, if not months. Understanding the recovery process from Milton requires looking at the logistical systems in place, how they have responded to past disruptions, and what steps are necessary for a full recovery.

Port Closures and Supply Chain Disruptions

Florida’s ports are critical nodes in the global logistics network, particularly for imports of petroleum, construction materials, and consumer goods. Hurricane Milton forced the closure of key ports like Tampa Bay, Jacksonville, and Manatee, halting the flow of essential goods. This has led to immediate shortages, particularly in fuel, and delays in construction projects as materials like steel and cement are stuck offshore or rerouted through less efficient ports.

Port closures are especially disruptive to logistics because they act as choke points in supply chains. When one or several ports shut down, the entire flow of goods is interrupted. In this case, goods bound for the southeastern U.S. and even broader markets across the country are facing significant delays. The global shipping industry, already under strain from other disruptions, now faces rerouting challenges and extended lead times as ports in Georgia, South Carolina, and Alabama handle diverted shipments.

While smaller ports like Port Miami and Port Everglades are expected to resume normal operations within 1-2 weeks, larger ports like Tampa Bay may take 4-6 weeks to fully reopen for large cargo ships. This timeline is consistent with past recoveries, such as after Hurricane Irma, when it took weeks for normal port activity to resume.

Fuel Supply Chain Issues

Logistics within the fuel industry has been particularly affected by Hurricane Milton. With Florida ports closed to large tankers, the distribution of fuel to gas stations and other consumers has been delayed. This creates a bottleneck not only for the energy sector but also for road transportation, which depends on fuel for trucks to deliver goods across the region.

Restoring the fuel supply chain is critical for the broader logistics sector. Without fuel, trucking companies cannot meet delivery schedules, and supply chains for essential goods like food, medicine, and consumer products face even greater delays. Past hurricanes, such as Hurricane Michael and Hurricane Harvey, showed that fuel shortages can persist for weeks after the storm passes, especially when large ports remain closed.

Given that many gas stations are already running low on supplies, it is expected that fuel distribution will gradually improve over the next 2-3 weeks. However, full restoration of the fuel supply chain may take up to six weeks, as the largest tankers are only allowed to dock once safety inspections and infrastructure repairs are completed at major ports.

Transportation and Inland Logistics Challenges

The inland transportation network—comprising highways, railroads, and distribution hubs—is facing significant disruptions due to Hurricane Milton. Flooded roads and damaged rail lines have created delays in moving goods from ports to warehouses, factories, and retail locations. Trucking companies are reporting major delays, with some routes completely blocked due to flooding, which mirrors the disruptions seen after past storms like Hurricane Florence.

Road Flooding

Logistics companies are responding by rerouting shipments to neighboring states or by using alternate transportation modes, but this comes with increased costs and longer delivery times. The rail network, crucial for moving bulk goods like steel, chemicals, and agricultural products, is also facing delays as assessments of track damage are carried out.

The recovery of Florida’s transportation network is expected to follow a staged approach. Road repairs and rail line assessments are already underway, but it could take 2-4 weeks for most major routes to reopen. Full restoration, particularly for more remote or heavily damaged areas, could take up to 6 weeks.

Global Supply Chain Disruptions

Florida’s ports are integral to global trade, particularly in connecting the U.S. with Latin America and parts of Asia. The closure of these ports due to Hurricane Milton has already created significant delays in the global supply chain. Companies that rely on just-in-time delivery of goods, such as retailers and manufacturers, are particularly vulnerable to these delays, which are expected to ripple through the global supply chain for up to three months.

International companies are rerouting shipments to other ports along the Gulf and East coasts, but this is straining those ports’ capacities and leading to higher costs for freight handling. The automotive, electronics, and consumer goods industries, which depend on the seamless flow of components and finished products, are likely to experience delays in both production and distribution. Similar supply chain disruptions were seen after Hurricane Katrina, when global supply chains took months to fully recover from the impact on Gulf Coast ports.

Logistics Powering Growth in Britain’s Booming Pet Industry

Posted on by Will Priestman

Britain’s deep affection for animals is powering remarkable growth in the pet services industry, with businesses expanding their reach and influence. Kammac, a prominent UK logistics and supply chain provider, is leveraging this trend by securing new contracts that enhance cross-promotional opportunities, efficiency, and service delivery for clients in the pet sector.

One notable partnership is with Perky Tails, a UK-based manufacturer of dog toys and accessories. In May this year, Perky Tails selected Kammac as their storage and fulfilment provider, enabling them to scale their operations and improve customer service. David Primrose, Director at Perky Tails, praised the collaboration, stating, “Since partnering with Kammac just over two months ago, our operations have been nothing short of fantastic… communication, responsiveness, and advanced technology solutions have been instrumental in supporting our integration with new marketplaces. They have truly added value to our operations, and I look forward to further strengthening our relationship.”

Logistics powering growth in pet industry

Kammac’s Wavertree 170 site plays a pivotal role in their expansion, serving as a hub for storing, distributing, and fulfilling a wide range of pet products. Additionally, their headquarters in Skelmersdale has become a crucial location for new clients, providing a combined transportation hub and warehouse to meet all storage and distribution needs.

This growth aligns with the booming pet industry in the UK, currently valued at around £182 billion. With 57% of UK households owning a pet and major retailers like Amazon reporting significant increases in pet food sales, the demand for efficient logistics solutions in the pet sector is on the rise. Ged Carabini, Chief Executive Officer at Kammac, emphasized, “With years of experience in the pet industry, we really understand what pet brands need. From storing pet foods to getting them to store and handling e-commerce orders, we cover all of it for our clients.” He further added, “As the demand for logistics in the pet sector keeps growing, we’re committed to providing tailored supply chain solutions. Our team is dedicated to offering exceptional service and creative solutions to meet the changing needs of our clients in this exciting market.”

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Sephora Names New Supply Chain Partner

App May Prevent Supply Chain Delays from EU Biometric System

Posted on by David Priestman
As the EU prepares to implement its new biometric Entry/Exit System (EES) on November 10, 2024, logistics experts are voicing concerns about potential delays at border crossings. The EES, which will require all non-EU citizens to register their biometric data, could significantly impact the movement of goods, especially for UK haulage operations.

The Need for a Pre-Registration Solution

To mitigate these potential delays, industry leaders are advocating for the development of a mobile app or web-based platform that would allow travelers, including freight drivers, to pre-register their biometric data before reaching the border. Such a tool could streamline border processing, reducing congestion and ensuring that goods continue to move efficiently through the supply chain.

Potential Features of the Proposed App

The proposed app would likely enable users to securely upload their biometric information, receive confirmation of successful registration, and access real-time updates on border wait times. This pre-registration system could be crucial in avoiding the significant delays anticipated with the manual collection of biometric data at border points.

Urgency from the Logistics Sector

With the EES deadline approaching, logistics stakeholders are urging EU authorities to prioritize the development of this app. The industry, already grappling with ongoing supply chain challenges, fears that without such a solution, the new biometric requirements could exacerbate delays, particularly during the high-demand holiday season.

As November draws near, the logistics sector is closely watching for the adoption of innovative solutions like the proposed app to ensure the smooth flow of goods across UK-EU borders. The success of this initiative could be key to preventing widespread disruptions in supply chain operations caused by the new biometric entry system.

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Sephora Names New Supply Chain Partner

Transforming Global Supply Chains with AI-Driven Solutions

Posted on by Will Priestman

Brother Industries has announced its collaboration with Kinaxis to transform its supply chain management through the use of AI-driven technology. With operations in over 40 countries and a diverse product portfolio, Brother needed a solution to handle intricate logistics and improve supply chain visibility. Kinaxis’ RapidResponse platform was chosen for its ability to enhance demand forecasting, scenario planning, and real-time decision-making.

“From the beginning, Kinaxis demonstrated a clear understanding of our business and all its complexities. From there we formed a partnership based on trust and a passion for innovative solutions, like their unique approach to supply chain orchestration, which made the decision to go forward with this transformation easy,” said Kosaku Sakai, Production Strategy Planning Department Manager at Brother Industries, LTD.

This partnership aligns with Brother’s goal of streamlining operations and delivering superior service. “Our aim is to build a resilient and agile supply chain that meets our customers’ needs,” said Hiroshi Ikematsu, a senior executive at Brother. The move also aligns with broader industry trends toward smart logistics, where AI-driven technology offers improved demand predictions, optimized inventory management, and faster adaptation to disruptions.

John Sicard, CEO of Kinaxis, remarked, “We’re excited to support Brother Industries in optimizing their supply chain strategies to better serve their global customer base.” This deployment reflects Brother’s ongoing focus on digital transformation, ensuring it remains competitive while maintaining high service standards.

In addition to optimizing supply chain efficiency, the partnership with Kinaxis also seems to reflect Brother Industries’ broader commitment to digital transformation and sustainability. By leveraging AI-driven tools, Brother can reduce waste, minimize resource usage, and ensure more sustainable practices across its global operations. This focus on sustainability is increasingly important as the company adapts to shifting industry trends and regulatory demands. As Brother continues to innovate, this collaboration marks a significant step toward not only improving logistics but also achieving long-term environmental and operational goals.

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Ensure EWM Changes aren’t the Weak Link in your Supply Chain

Sephora Names New Supply Chain Partner

Posted on by David Priestman

Sephora UK has announced a new logistics partnership as part of its growth strategy, selecting DHL Supply Chain as its lead supply chain provider for the next five years. DHL will manage Sephora’s warehousing, eCommerce fulfillment, and UK transport network, supporting the beauty giant’s ambitious retail expansion plans.

Advanced Distribution Hub to Drive Growth

A key feature of this collaboration is the launch of a state-of-the-art omni-channel Distribution Centre (DC) in Coventry. The facility, entirely powered by renewable electricity, is DHL’s first operationally carbon-neutral site in the UK, marking a significant milestone in Sephora’s sustainability journey. The Coventry DC is also one of DHL’s most sustainable sites in Europe, setting new standards in green energy and employee well-being.

Tailored Supply Chain Solutions for Seamless Operations

The new facility integrates sustainable, recycled, and natural materials throughout its design, ensuring a positive working environment for employees while seamlessly supporting Sephora’s omni-channel operations.

Throughout the partnership, Sephora and DHL have worked closely to design a logistics operation that aligns with Sephora’s expansion plans in the UK beauty market. Leveraging DHL’s expertise in the beauty sector, tailored solutions have been developed to optimize efficiency, including the use of pick-assisting robots to manage fluctuating demand while maintaining high quality control. Each order is processed quickly and efficiently with minimal handling to preserve product integrity.

DHL’s eCommerce fulfillment capabilities will enable Sephora to offer later cut-off times, improved product availability, and a more responsive supply chain ready to meet peaks in demand driven by marketing campaigns and influencer promotions.

Sarah Boyd, UK Managing Director for Sephora, expressed her excitement about the partnership: “We are delighted to be working with DHL. The UK is a really important growth market for our business and one with huge potential. The transition to this state-of-the-art facility is a pivotal project that underpins our UK expansion. It is critical to us that we ensure our growth is sustainable, as we reduce our carbon footprint and provide an excellent working environment for our teams in the warehouse.”

Natalie Frow, Managing Director for eCommerce & Retail at DHL Supply Chain, added: “Sephora’s relaunch was a major moment for UK retail, and the iconic brand has made a huge impact in a short space of time. Our team is delighted to be working with a business so open to collaboration and innovation, that shares our values for driving sustainable logistics and being a great place to work. We’re proud to be supporting Sephora on its expansion journey and helping the business shape the UK beauty industry.”

This partnership and the advanced distribution centre highlight Sephora’s strategy to establish itself as a leader in the UK beauty market while prioritizing sustainability and innovative supply chain solutions.

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Experts Say Outdated IT Infrastructure is Holding You Back

Posted on by Will Priestman

A recent study from Manhattan Associates suggests outdated IT infrastructure is holding you back. 97% of supply chain professionals believe their IT infrastructure needs modernisation, highlighting a significant risk for businesses failing to keep up with industry demands. Outdated IT infrastructure in supply chain operations not only hinders growth but also affects overall competitiveness.

As technology advances rapidly, many businesses struggle to keep their IT systems up to date. This lag in IT modernisation can stifle innovation, increase costs, and create operational inefficiencies. Manhattan Associates research sheds light on these challenges and offers key insights into how companies can upgrade their IT infrastructure for supply chain success.

Why IT Modernisation is Critical

Warehouses have evolved far beyond simple storage spaces; they now serve as strategic hubs for managing complex supply chain processes. From inventory management to real-time data analysis, a robust IT infrastructure is essential for maintaining efficient and scalable operations. According to Manhattan’s ‘State of Warehouse Operations’ report, outdated IT hardware ranks as the biggest challenge in the industry.

Failing to modernise IT systems leads to inefficiencies, higher operational costs, and difficulties in scaling operations to meet growing demands. Additionally, legacy systems expose businesses to security risks as outdated software becomes vulnerable to breaches, which could damage a company’s reputation and bottom line.

IT modernisation for supply chain

The Dangers of Outdated IT Infrastructure: Learning from the NHS

A high-profile example of the risks posed by outdated IT systems is the NHS, which has faced significant operational challenges due to its aging infrastructure. The WannaCry ransomware attack in 2017, which targeted the NHS’s outdated systems, disrupted services across the UK and highlighted the critical need for IT upgrades. The lesson here is clear: businesses that fail to modernise risk severe disruptions, operational setbacks, and even reputational damage.

The NHS example highlights the broader implications of failing to invest in modern IT systems. As software ages and support ends, critical data becomes vulnerable, and organisations face reputational damage alongside operational setbacks. For warehouses, the lesson is clear: delaying IT modernisation can lead to similarly severe consequences, with inefficiencies, rising costs, and the inability to scale or adapt to evolving market demands.

 

The Business Case for IT Modernisation in Warehouses

With 79% of businesses acknowledging the urgent need for IT upgrades in their supply chain operations, the message is clear—modernisation is essential. A well-integrated, up-to-date IT infrastructure creates a data-driven, connected ecosystem that optimises warehouse operations. This includes everything from real-time inventory tracking to analytics that help reduce stockouts and optimize space.

Unified systems enable seamless communication, resulting in faster order fulfillment, on-time deliveries, and higher customer satisfaction. Additionally, adopting automation and robotics helps streamline workflows, allowing human workers to focus on more complex, value-added tasks. Moreover, the data insights gained from modern IT systems empower better decision-making, enabling businesses to swiftly adapt to changing demands and market trends.

In a competitive landscape, modernising IT infrastructure is no longer an option—it’s a necessity. The sooner businesses act, the better positioned they will be to navigate the future of supply chain management.

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Connecting Data to Maximise Value

Posted on by David Priestman

Supply chain visibility is the nirvana for most supply chain and logistics managers. It is well recognised that having real-time insights into the supply chain leads to a wealth of benefits – from improved performance, reduced costs and greater customer satisfaction. 

That said, the path to supply chain visibility is filled with questions – from how to achieve it; what tools are required; to – most significantly – what insight is the business looking for; what data do you need and have available; and how to connect disconnected data sources and convert those into automatic action.

Elmer Spruijt, VP Transport Management EMEA, Descartes outlines some of the key considerations to maximising value from supply chain visibility.

The Importance of Supply Chain Visibility

There are a number of reasons why real-time visibility has increased in importance in the last 10-20 years. One reason is the ability to react better and faster to uncertainty in the supply chain. Another is being able to set and meet customers’ delivery expectations more accurately. Yet another is the need to do something with the increasing amount of data being collected as a consequence of digitalisation.

However, despite the increased interest and investment in supply chain visibility, success remains limited. According to annual research from Supply Chain Insights, instigated in 2015, there has been no improvement in the gap between how much companies value visibility and their actual achievement of it. One of the reasons is that data collection remains fragmented and carriers’ ability to combine and convert data into actionable insights also remains limited.

Strength in Data

As a shipper or forwarder, a business will want to be able to automatically combine data from across the supply chain and several applications. Logically, this will need to involve data from software tools such as the transport management system (TMS) and customs software for providing insights into events at item and line-level, as well as data derived from sensors (e.g. from containers).

Successfully combining this data is a challenge. It is not always clear which applications and standards are needed, while the actual physical data exchange is also complex, considering the following:

  • Is a standard really a standard or is it just an interpretation of a standard? Did a carrier develop a variant of a standard because it was easier, and then want to add more data to it?
  • Is there already a standard EDI or API link between the different systems in the supply chain, between the carrier’s and shipper’s software? Does this still need to be developed and if so how long will it take?
  • Is an existing link still usable when one of the supply chain applications is updated?
  • Do the supply chain partners use the same definitions? Are you talking about the same assets or content?
  • What does a container ETA mean? Do you mean the time when the boat arrives? There’s a chance that a forwarder will interpret the container ETA as when the container is off the boat and released by customs. The actual pick-up time depends on the definition.
  • How do you make sure you can use data to influence the way a forwarder works?

A Single Platform

The power of data is enormous, but at the same time this calls for systems (e.g. a TMS) that can combine these data points in one logical place or system – including data from different modes and a clear picture of customs issues.

This will enable a business to use this data to optimise its supply chain and keep stakeholders informed, but also to measure the performance of logistics partners in detail and hold them to account.

Visibility depends on flexible data exchange, where the systems used can also handle the different standards, as outlined above. Setting up the necessary application landscape and carrier network is not always easy, though a modern TMS provider will have the functionality and a vast logistics network for collecting all the relevant real-time data and for enabling communication (bookings, invoices, etc.) between shippers and their forwarders/carriers automatically via EDI/API.

Controlling the Supply Chain

Companies that can combine and process real-time data can then also analyse it and take steps to fine-tune operations in the supply chain. However, this real-time data is only valuable if it is meaningful, reliable and of use to the various stakeholders in the supply chain and forms part of an automated communication flow between suppliers, carriers and customers.

The most important data should be made visible through a centralised control dashboard; one of the ways to create value from aggregating data. A control dashboard makes it significantly easier for planners to see what is and isn’t going well in the supply chain and accordingly put their energy and knowledge into fixing what could and should work better.

Single Version of the Truth

Once a business understands what is going on in the supply chain, that information can be shared with partners, giving a better idea of each other’s strengths and weaknesses.

Ultimately, sharing data and insights from analytics provides the opportunity to work with shippers, forwarders and logistics service providers to make your supply chain different from those of your competitors. A business is more likely to succeed if it uses a single version of the truth, in the form of a central TMS that organises data and communication automatically – enabling the continuous rectifying of imperfections and creating value throughout every step of the supply chain for yourself, partners and customers.

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Vans in Growing Importance to UK economy, Says FTA

Tiger Trailers Provide New Vans for Warburtons Fleet

Posted on by David Priestman

One of Britain’s leading bakery brands, Warburtons, has selected Tiger Trailers to supply 38 rigid box vans to its nationwide fleet of trucks, that transport fresh bread to around 18,500 locations daily, around the nation.

When Warburtons approached Tiger in the winter of 2022, they needed the vehicles to be built to match their specific operational requirements. Expected to become part of a busy retail delivery fleet, they needed a custom, clever, and ergonomic design with robustness and usability as key components.

With regular visits to Tiger’s factory and 3D-model review sessions during the initial design phase, Warburtons was impressed by Tiger Trailers’ thorough build quality, consistency, and attention to detail displayed in their vehicles, as well as an ultra-modern facility and assurance of on-time delivery.

Steve Gray, Head of Transport at Warburtons, comments: “It has been reassuring to have been involved throughout the design and manufacturing process. We have taken delivery of 10 of the vans already and are very impressed with the final product. We are looking forward to a further 28 due joining our fleet in spring this year.”

Transport Truck
Warburtons’ New Rigid Box Van

Building the Fleet

Built on 14-tonne DAF chassis from local firm Lancashire DAF, each rigid is fitted with Warburtons-specification racking along its sides, along with adjustable centre aisle load bars to suit the customer’s loading requirements. The rigids also boast crew doors on each side of the body’s rear, to expedite the loading process, access to which is covered with a hinged alloy floor section, maximising load capacity. The Dhollandia tail lift aids drivers with large loads, and the two Labcraft B3 Banksman reversing lights help in low-light conditions. They are finished in Warburtons’ trademark orange, painted in house at Tiger.

Tom Stott, Technical Sales Manager at Tiger Trailers, comments: “It’s been a pleasure to work closely with Steve and his team at Warburtons. At Tiger we are proud to offer competitive lead times, and guarantee a premium product without compromising on quality. To have done so for one of Britain’s most-recognisable brands is something to be celebrated, and we are hopeful to build on the relationship we have established with Steve and Warburtons in the future.”

Ten of Warburtons’ new Tiger rigids, delivered in late 2023, can already be seen out on the roads, operating out of several of Warburtons’ 22 nationwide depots.

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