FROM IDEA TO PRODUCTION

Lemvigh-Müller, one of Denmark’s largest wholesalers of steel, plumbing, heating, and electrical products, has deployed artificial intelligence (AI) to automate the processing of supplier order confirmations.

The company sends approximately 175,000 purchase orders to more than 2,000 suppliers each year, with around 60 percent of supplier confirmations still arriving as unstructured documents. Previously, discrepancies in price, quantity, or delivery dates could require substantial manual review.

Having previously tried robotic process automation (RPA) and traditional automation, Lemvigh-Müller developed a new solution based on several specialised AI agents, built on SAP technology and implemented in close collaboration with NTT DATA Business Solutions.

The project began after project manager Jess Frederiksen successfully matched an order confirmation with a purchase order using ChatGPT as an experiment. From the initial tests to production deployment, the entire project took just 10 weeks.

“This was not a long-running project. In 10 weeks, we moved from idea to AI agents in production, already delivering measurable value to our procurement officers,” says Frederik Aakerlund, IT director at Lemvigh-Müller.

THREE AGENTS, ONE WORKFLOW

The solution is built around three AI agents. An e-mail agent receives and sorts incoming supplier e-mails and attachments, while a data extraction agent extracts information such as prices, quantities, and delivery dates from PDF documents.

A matching agent then compares this information with purchase orders in SAP and identifies matches or deviations.

“What makes this solution robust is the interaction between the agents. Each agent is highly specialized, but they are orchestrated in a way that ensures the process flows seamlessly from start to finish,” explains Klaus Heinemann, head of SAP ERP at Lemvigh-Müller.

The automated workflow can identify delays, quantity changes, and price discrepancies significantly faster and flag them for further handling.

CLEARER BUSINESS VALUE

According to Lemvigh-Müller, information that previously could take hours or days to be reflected across the organisation can now be updated almost immediately. The solution is expected to free up resources equivalent to three to four full-time employees, which will instead be redeployed to higher-value activities.

The project has also highlighted the importance of master data quality, with improvements identified in areas including Incoterms.

“We are talking about quarters rather than years when it comes to ROI. That is why it was essential for us to get the solution into production quickly and focus on processes with a clear and measurable impact,” says Aakerlund.

For SAP, the project demonstrates the potential of embedding AI directly into core business processes.

“Many companies talk about AI agents primarily in terms of automation. Lemvigh-Müller demonstrates that the real challenge – and the real opportunity – lies in coordination,” says David Pontoppidan, Head of Business AI at SAP for the Nordics and Baltics.

BUILT TO SCALE

The solution was made production-ready and integrated into Lemvigh-Müller’s SAP landscape by NTT DATA Business Solutions.

“By distributing responsibilities across multiple AI agents, Lemvigh-Müller has been able to automate a complex process without losing transparency or control. This has enabled a fast and secure transition from pilot to production and ensures a more robust solution that can easily be expanded as new requirements emerge,” says Kristian Dahl, SAP UX manager at NTT DATA Business Solutions.

With the solution now in production, Lemvigh-Müller is considering applying the same approach to other administrative processes, including invoice processing and order management.

“This is the first AI agent solution we have put into production. The experience has given us the confidence to consider similar approaches across other areas, including invoice processing and order management,” Aakerlund concludes.

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Basware Extends Protection Beyond the Invoice

Basware has signed a binding agreement to acquire Trustpair as it seeks to extend its Invoice Lifecycle Management capabilities into payment fraud prevention.

The proposed acquisition will combine Basware’s invoice controls with Trustpair’s supplier account validation technology. Basware will verify that invoices are legitimate and approved, while Trustpair will validate that payments are being sent to the intended supplier account.

The companies said the combination is intended to provide end-to-end assurance across the transaction lifecycle, from supplier onboarding and invoice approval through to payment.

The transaction is expected to complete later in 2026, subject to customary closing conditions.

AI Raises Supplier Fraud Risks

The deal comes as procurement and finance teams face increasingly sophisticated attempts to manipulate supplier and payment processes.

According to figures cited in the announcement, 75 percent of anti-fraud professionals reported an increase in generative AI document fraud and forgery during the past two years. However, only seven percent said their organisations were more than moderately prepared to detect or prevent AI-powered fraud.

AI can make it easier for criminals to impersonate suppliers, manipulate documents or compromise communications, while faster payment processes can reduce the time available to identify fraudulent transactions.

Jason Kurtz, CEO of Basware, said:  “AI may be the most powerful productivity tool of our generation. Unfortunately, it is also becoming one of the most powerful tools ever placed in the hands of criminals.”

He added: “A finance team can do everything right on the invoice and still send the money to the wrong bank account.”

Supplier Validation Added to Procurement Controls

Founded in 2017, Trustpair validates supplier bank accounts during onboarding, when payment details change and before payments are authorised.

Its technology works with enterprise resource planning (ERP), procurement and treasury platforms including SAP, Oracle, Coupa, Zycus, Ivalua, JAGGAER and Kyriba.

Following completion of the acquisition, Trustpair will continue to operate and go to market independently as a Basware company. Its customers will not be required to change their existing technology providers or systems.

For Basware customers, Trustpair’s capabilities will be incorporated into its wider Invoice Lifecycle Management proposition, extending controls from invoice processing into the payment stage.

“Basware has spent more than 40 years protecting the invoice. Bringing Basware and Trustpair together extends that protection through the payment itself,” Kurtz said.

“Together, we will offer the first end-to-end invoice-to-payment assurance in the market, strengthening Financial Integrity and Continuous Compliance across the invoice lifecycle.”

Combining Supplier and Invoice Data

The acquisition will also give Trustpair access to intelligence spanning 2.5 billion invoices and 20 million suppliers.

Basware said this data could be used to strengthen Trustpair’s validation models and support the expansion of its payment fraud prevention capabilities.

The combination could provide greater visibility across a process in which supplier onboarding, purchase-to-pay controls, invoice approval and payment validation have traditionally operated across different systems.

Baptiste Collot, Co-founder and CEO of Trustpair, said: “Trustpair was built around a simple belief: approving the right invoice is not enough if the money ultimately reaches the wrong account.”

“By bringing our capabilities together, we see the opportunity to give finance teams stronger protection across the full journey, from supplier onboarding and invoice approval through payment.”

Addressing an Emerging Procurement Risk

Kevin Permenter, Research Director at IDC, described the transaction as addressing a growing gap in finance as AI increases the sophistication of fraud.

“The combination of Basware and Trustpair brings together complementary capabilities that address a growing gap in finance: protecting the invoice lifecycle from supplier onboarding through payment,” he said.

“As AI makes fraud more sophisticated and traditional validation harder to rely on, uniting these datasets enables a more contextual, proactive layer of risk assurance.”

The proposed acquisition follows Basware’s acquisitions of Glantus, AP Matching and Redmap between 2023 and 2025 and represents a further expansion of its capabilities across accounts payable, compliance and financial controls.

Trustpair currently protects payments for more than 600 organisations, while Basware serves more than 6,500 customers worldwide.

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Procurement Priorities Pull in Different Directions

Procurement and supply chain teams are being asked to deliver cost reductions without compromising product quality or supply chain resilience, according to new research from Ivalua.

Its Direct Sourcing in Procurement: Mature on Paper, Brittle in Practice report surveyed 800 procurement decision-makers across the US, UK, Germany and France.

Globally, 72 percent of respondents identified continuity of supply as a leading priority, while 69 percent said reducing direct material costs had been a high or critical priority during the past year. A further 68 percent face pressure to improve product quality and accelerate product launches.

The cost challenge is particularly pronounced in the US, where 77 percent of procurement leaders identified lowering direct material costs as a high or critical priority – the highest proportion of any country surveyed.

US Procurement Teams Prioritise Supplier Diversification

US businesses are also placing greater emphasis on diversifying their supply bases.

Some 64 percent of US respondents identified supplier diversification as a key priority, compared with 51 percent in France, 47 percent in the UK and 43 percent in Germany.

Meanwhile, 62 percent of US respondents are prioritising reductions in tariff and trade-related costs.

Businesses are already changing sourcing strategies in response to cost pressures. Globally, 59 percent have optimised specifications to reduce component costs, while 36 percent have switched to lower-cost suppliers.

However, those savings do not necessarily translate into lower customer prices. Among organisations that moved to lower-cost components or specifications, 43 percent subsequently increased prices, 47 percent kept prices unchanged and only 10 percent reduced them.

Supplier Data Creates Resilience Risks

Despite the increased focus on resilience, Ivalua’s research suggests many procurement functions continue to lack the digital infrastructure required to identify and manage supplier risks effectively.

Almost a quarter – 23 percent – of organisations manage critical supplier information across multiple systems requiring manual reconciliation, or through spreadsheets, emails and documents.

More than half – 55 percent – said reliance on spreadsheets for supplier risk management exposes them to human error, while 59 percent acknowledged that they react to supplier risk events rather than prevent them.

Perhaps most significantly, 43 percent said their organisation is one supplier failure away from a supply chain crisis.

Supplier issues are already having operational consequences, with 53 percent of organisations reporting delayed product launches during the previous 12 months.

“Procurement leaders are being asked to lower costs while improving quality, accelerating launches and building more resilient supply chains, all at the same time,” said Doug Keeley, Director of Product Marketing at Ivalua.

“Too many organizations are still relying on disconnected data and manual processes, which turns every sourcing decision into a trade-off. Better supplier data and connected processes give procurement teams the visibility they need to collaborate earlier, solve problems together and uncover opportunities that simply aren’t visible when every decision starts and ends with cost.”

AI Adoption Accelerates in Direct Sourcing

Artificial intelligence (AI) is becoming an increasingly important part of direct materials sourcing, although data readiness remains a significant obstacle.

Ivalua found that 76 percent of organisations are already using or experimenting with AI or generative AI in direct materials sourcing.

Among these businesses, 89 percent said the technology had been effective at identifying and qualifying new suppliers.

However, 44 percent acknowledged that their supply data is not AI-ready, highlighting a potential gap between AI adoption ambitions and the underlying data infrastructure required to support them.

US Businesses Step Up Procurement Technology Investment

US organisations appear to be responding by accelerating investment in procurement technology.

Some 72 percent of US respondents said their organisation had invested in technology to improve its ability to identify and realise savings. That compares with 39 percent in Germany and 38 percent in France.

The findings indicate that procurement technology investment is increasingly being driven by more than cost reduction alone. Connected supplier data and digital sourcing processes could also play a role in identifying alternative suppliers, anticipating disruption and supporting collaboration between procurement, supply chain and product teams.

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Nestlé Expands Water Regeneration Across Global Operations

Nestlé Waters & Premium Beverages has detailed progress and lessons from its programme to regenerate local water cycles in a new report, with projects spanning water availability, quality, biodiversity and access.

At the end of 2025, the business had implemented approximately 70 projects globally, each designed around local watershed conditions and shared water challenges. These initiatives are delivering around 14 million cubic metres of regenerated water annually, equivalent to approximately 70 per cent of its total annual water withdrawal.

All 39 sites that withdraw freshwater have achieved certification to the Alliance for Water Stewardship (AWS) Standard, while 100 per cent have projects delivering measurable volumetric water benefits.

Muriel Lienau, CEO, Nestlé Waters & Premium Beverages, said: “Water is more than a natural resource.”

She added: “Our holistic approach, combining global expertise with deep local engagement, continues to set new standards in water stewardship leadership.”

Factories Target Water Benefits Equivalent to Withdrawals

Nestlé Waters & Premium Beverages’ approach requires each factory to participate in one or more relevant water stewardship initiatives within its local watershed.

These projects are intended to deliver a volume of water benefits at least equivalent to the total volume withdrawn by the factory during the previous calendar year. The business said it is on track to regenerate local water cycles equivalent to 100 per cent of abstracted volumes in the watersheds where it operates.

Projects combine nature-based and technical interventions, including reforestation, wetland restoration, wastewater treatment, drip irrigation, ecological restoration and water-access initiatives.

Examples range from peat and river restoration in Buxton and regenerative farming around Princes Gate in the UK to irrigation improvements in Spain and Switzerland, groundwater recharge in Lebanon and wastewater reuse for irrigation in Jordan.

Water Projects Link Agriculture, Food Production and Ecosystems

The programme highlights the connection between factory water use, agricultural production and wider watershed resilience.

Several projects directly involve farming. Initiatives include drip irrigation with farmers in Switzerland, improvements to agricultural practices in France and Belgium, irrigation infrastructure in Türkiye and the conversion of irrigation systems to drip irrigation in Pakistan.

Nestlé’s approach also moves beyond measuring water volume alone. The report identifies wider benefits including biodiversity, carbon, employment and human health, while encouraging projects to address locally relevant challenges such as flooding and water quality.

Independent Verification Supports Water Stewardship Strategy

Projects follow a structured selection, approval and evaluation process involving local factory teams, water resource managers, sustainability and finance teams and external experts.

Potential projects are assessed by an External Expert Panel comprising water specialists, academics and non-governmental organisation representatives. Volumetric benefits are calculated using the World Resources Institute’s Volumetric Water Benefit Accounting methodology and independently verified.

The report identifies several lessons for businesses seeking to scale water stewardship, including embedding commitments into planning, finance, governance and performance metrics; building internal capability; engaging external expertise; and giving local teams responsibility for projects.

It also stresses that meaningful water projects require long-term investment and ongoing monitoring, particularly where nature-based solutions are involved.

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A POWERFUL PLATFORM

Babcock and Dassault Systèmes recently announced a collaboration designed to drive digital engineering transformation and foster growth across Babcock’s global operations.

Revealed during the prestigious Farnborough International Airshow, the partnership aims to drive this transformation by developing a comprehensive digital engineering program.

The primary objective of this initiative is to unlock new avenues for innovation, boost productivity, and speed up the delivery of new products and technology integrations. By integrating advanced technologies, this program will streamline processes and significantly improve operational efficiency.

At the heart of this collaboration is the Dassault Systèmes 3DEXPERIENCE platform, an innovative tool that seamlessly connects engineering teams, data, and processes within a unified environment. This powerful platform provides the capabilities needed to map, manage, and simulate every stage of a product’s lifecycle – from initial concept and design through dismantling and disposal.

This holistic approach will not only optimise current practices but also pave the way for groundbreaking advancements in the engineering landscape.

DIGITAL ENGINEERING WITH 3DEXPERIENCE 

The programme encompasses a comprehensive approach to through-life equipment and support, spanning various sectors including shipbuilding, submarine maintenance, nuclear operations, and aviation services.

It offers a robust management tool designed to achieve several key objectives:

• A Digital Thread – This concept emphasises a seamless flow of data, creating an interconnected narrative that ensures a single, reliable source of truth for all products throughout their entire engineering lifecycle. This integration enables better decision-making and traceability in engineering processes.
• A Secure by Design Platform – Security is embedded at the foundation of this platform, making it inherently resilient against potential threats. This proactive measure is crucial for safeguarding critical engineering data and ensuring the integrity and confidentiality of sensitive information.
• A Future-Ready Workforce – By leveraging digital capabilities, this initiative aims to equip employees with the skills and tools needed to thrive in an increasingly digital landscape. This is supported by a strong emphasis on data and digital engineering expertise, preparing the workforce for future challenges and opportunities.

This multifaceted approach not only streamlines processes but also enhances security and prepares the organisation to adapt to future technological advancements.

EMPOWERING COLLABORATION IN INNOVATION

The 3DEXPERIENCE platform not only serves as a centralised digital environment but also empowers the creation of intricate digital twins. These digital representations allow engineers to construct detailed simulations and rigorously validate systems within an inherently collaborative framework.

This approach significantly mitigates risk, accelerates development timelines, and improves operational readiness across the organisation, ultimately driving efficiency and innovation across business functions.

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A NEW APPROACH TO AMARO  

Italian amaro brand Amante 1530 is making its UK debut this month following a new distribution agreement with Maverick Drinks. 

Created from the belief that the spritz could offer something more, Amante 1530 presents a contemporary interpretation of the classic Italian aperitivo. The liquid is less sweet without being overly bitter, combining Italian citrus, ginger and honeysuckle to create an elevated flavour profile. 

At 15 percent ABV and containing approximately 25 percent less sugar than the category leader, Amante 1530 has been developed to retain its structure in a spritz while offering versatility across a wider variety of serves. Alongside longer aperitivo-style drinks, it can be used in short, stirred cocktails or enjoyed neat. 

FROM VENTURE CAPITAL TO APERITIVO  

The brand was founded by Ana Rosenstein, who left the world of venture capital to create the elevated aperitivo she believed was missing from the market. 

Since its US launch in 2023, Amante 1530 has expanded into eight countries and achieved year-on-year growth of 100 percent. The brand was also named Best Brand of 2025 by the Wine & Spirits Wholesalers of America. 

The recipe itself took two years to develop in collaboration with Riccardo Cotarella, one of the world’s most renowned oenologists, whose experience with amari predates his reputation in the wine industry. 

Made using all-natural Italian ingredients, Amante 1530 is produced at Pallini, one of Italy’s most historic distilleries, where the entire production floor is operated by women. 

A NAME ROOTED IN ITALIAN HISTORY  

The inspiration behind the brand’s name emerged during a dinner among friends at Il Palagio, the Tuscan estate where the original idea for Amante 1530 was conceived. 

During the evening, a guest turned over the first card in a tarot deck: the Lover. With tarot originating in Italy during the 1500s and Il Palagio having been founded in 1530, the two elements ultimately provided both the brand’s name and its number. 

“I have huge admiration for the brands that built this category,” said Ana Rosenstein, Founder and CEO of Amante 1530.  

“From the beginning, I wanted to build a modern heritage brand. Something timeless, that looks like it has sat on the back bar for generations and will for generations more, but that speaks to how people drink now. Amante is nostalgic and romantic, but it’s also modern and fresh. And the liquid is far more versatile than people expect from the category: it certainly makes for a better spritz, but it also works in cocktails, and so many of our customers even sip it neat.” 

EXPANDING THE BRITISH SPRITZ OCCASION  

Maverick Drinks will now bring Amante 1530 to the UK’s on- and off-trade, entering a market where the spritz occasion has continued to expand and diversify. 

“The spritz occasion has exploded in Britain, and the category has diversified with it. Hugo, limoncello, vermouth spritzes, they’ve all found an audience,” said Hannah Burden-Teh, Brand Manager at Maverick Drinks.  

“But the classic Italian bitter spritz, the one most people actually order, has never been seriously challenged. Amante 1530 is the first brand we’ve seen with the credentials to change that. It’s made by one of the most respected winemakers on the planet, bottled in one of the most historic distilleries in Italy, and the liquid speaks for itself the moment it hits the glass.” 

Priced at £20.95 for a 70cl bottle, Amante 1530 is now available through Maverick Drinks for the UK on- and off-trade, as well as through Master of Malt at retail. 

Early listings include Gold in Notting Hill, where the brand is served as the house spritz, alongside Nobu London. 

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REDUCING CONTRAIL-RELATED CLIMATE IMPACT

Formed when water vapour in jet-engine exhaust condenses and freezes around soot particles and other aerosols in the cold, humid air of the upper atmosphere, contrails account for roughly one-third of the aviation industry’s total climate impact.

In an effort to reduce these condensation trails and aviation’s global warming impact, Operation Blue Skies was formed. As a £5 million, 30-month programme, partly funded by £2.65 million from the Department for Transport, this initiative brings together partners such as the University of Cambridge to evaluate the operational feasibility and environmental benefits of adjusting the altitude of commercial flights to avoid the atmospheric conditions that result in warming contrails.

Consisting of two operational trials that will be conducted across NATS-controlled Shanwick oceanic airspace, which accounts for approximately five percent of global contrail warming, the programme will take place over the winter season between November and February.

“Contrail avoidance could drastically reduce the global climate impact of aviation, at minimal cost to passengers and companies. Operation Blue Skies is a big step forward in this process, as it will test the ability of the UK to reduce contrail coverage at an airspace-wide scale and in a real-world setting. It’s an exciting step in building a more sustainable aviation industry,” states Professor Steven Barrett, Regius Professor of Engineering at the University of Cambridge.

The Cambridge and Imperial College London researchers will be evaluating the outcomes of the trials, set to take place primarily during winter testing windows in 2026-2027 and 2027-2028, and will provide independent verification of the climate impact.

Alongside these two universities, Google, the Department for Transport, the Met Office, NATS, and Contrails.org are all part of the consortium.

ADVANCING OPEN CLIMATE SCIENCE

These trials are being conducted alongside the UK government’s major investments in aviation decarbonisation projects, including £219 million to boost homegrown green fuel production to cut emissions from flying in addition to creating green jobs.

Keir Mather, Minister for Aviation, Maritime, and Freight, states, “This is a world-first, and it’s British ingenuity leading the way. By testing small tweaks to flight paths over the Atlantic, we can cut the vapour trails left behind by planes. From £219 million for home-grown sustainable fuel to zero-emission aircraft, we’re backing innovation to make UK aviation cleaner, support thousands of skilled jobs, and drive growth in the sector.”

Specifically, Google UK is contributing £1.4 million through artificial intelligence (AI) research expertise, engineering time, and high-performance computing infrastructure to advance open climate science.

Contrails.org is working to connect the scientific and operational pieces of the trial, such as assessing and integrating forecasts, shaping trial parameters, and supporting data analysis, so the operation is able to test whether contrail avoidance is safe, measurable, and practical.

“Contrail avoidance has reached a pivotal moment. The question is no longer whether we can mitigate contrails, but whether we can make that mitigation work at the scale of the global aviation system. This trial is an important step toward making that a reality, while demonstrating the strength of British research and innovation in developing practical solutions to one of aviation’s most important climate challenges,” notes Kemal Armada, Product Manager at Google.

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Heat Recovery Targets Lower-Carbon Beer Production

Heineken UK has selected GEA to deliver a low-carbon heat network at its Manchester brewery as the drinks manufacturer works towards net zero across its production sites for scopes 1 and 2.

The Manchester facility produces around 400 million litres of Heineken, Birra Moretti and Foster’s beer annually, making the decarbonisation of process heat an important part of reducing the site’s operational emissions.

GEA will design, supply and install a heat pump-based network that captures excess heat generated during brewing and packaging and returns that energy to the production process.

The project will also involve modifications to existing process equipment as Heineken UK moves away from conventional steam generation.

Heat Pumps to Replace Natural Gas-Fired Steam

The brewery currently generates steam using large boilers powered by natural gas. Under the new system, Heineken UK will introduce a low-temperature, 90°C hot-water network driven by GEA heat pumps.

Distribution and heat-recovery pipework will connect multiple processes across the brewery, allowing waste heat to be captured and reused rather than lost.

GEA’s heat pumps use ammonia as a refrigerant, which has zero ozone depletion potential and zero global warming potential.

Heineken UK estimates the installation will deliver a 45% reduction in gas consumption, resulting in lower carbon emissions from brewery operations.

Chelsey Wroe, Head of Sustainability at Heineken UK, said: “We want to brew a better world and we need to act now if we are going to meet our 2030 net zero ambitions. Heat pumps are a key technology on our journey to decarbonizing our breweries and enable us to create a circular process with the excess heat that is created during the brewing process.”

Industrial Heat Pumps Gain Role in Food and Beverage Decarbonisation

The project highlights the potential for heat recovery and electrification to address one of the food and beverage sector’s significant sustainability challenges: reducing fossil fuel consumption associated with process heating.

GEA is combining its industrial heat pump technology with its experience in brewing to integrate the system into an existing 24/7 production environment.

John Burden, Director Project Sales at GEA’s Heating & Refrigeration Technologies Division, said: “Our ability to deliver a design, which recognized the complex and diverse energy demands of a large scale 24/7 brewing operation made the difference.”

Matthew Hadwen, Sales Manager Brewery at GEA’s Liquid & Powder Technologies Division, added: “Being able to do it all in-house makes us a more reliable partner to HEINEKEN, who are truly serious about their sustainability goals. Hopefully this approach will encourage other companies to follow their example.”

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A PAIRING OF TWO ICONS  

La Vieille Ferme, affectionately known as the ‘Chicken Wine’ amongst its loyal drinkers, is joining forces with fried chicken giant KFC for a new London pop-up, aptly named Coq au Vin. 

Taking place at Kachette Annex in Shoreditch from 28^th to 31^st August, the four-day event will combine KFC’s signature chicken with a selection of wines from La Vieille Ferme. 

The partnership brings together two brands with a shared poultry novelty, but the experience will go beyond this by matching individual KFC dishes with complementary wines. 

CHICKEN, WINE, AND A NEW WAY TO PAIR  

Each 90-minute session will offer guests the opportunity to sample a selection of KFC favourites alongside La Vieille Ferme wines. 

The menu includes Popcorn Chicken served with La Vieille Ferme Sparkling Rosé, Hot Wings accompanied by La Vieille Ferme Rouge, and Original Recipe Tenders paired with a choice of Rosé or Blanc. 

Diners will also have access to a selection of sauces, including Original Sauce, Supercharger, and Texas BBQ. 

The experience is designed to offer an alternative take on conventional wine pairings, bringing together familiar fried chicken dishes and French wine in an unexpected combination. 

Guests will enjoy “La Vieille Ferme’s most-loved selection, alongside finger-lickin good KFC, in a menu that’s here to challenge everything you thought you knew about wine pairings.” 

THE RETURN OF THE CHICKEN WINE  

For the occasion, La Vieille Ferme is also reviving its limited-edition ‘Chicken Wine’ label, which will be available exclusively at the Coq au Vin event. 

The collaboration plays directly on the nickname that has become synonymous with La Vieille Ferme, whilst creating a limited-time experience around the connection between the two brands. 

Phoebe Syms, Fame & Partnerships Lead at KFC UK & Ireland, said: “We’re iconic fried chicken. They’re the iconic Chicken Wine. Coq au Vin is one of those partnerships that just makes sense – and frankly, we can’t believe it’s taken this long. This August bank holiday, it’s poulet all day!” 

Tickets for the Coq au Vin pop-up are priced at £15 per person and include the full 90-minute chicken and wine experience. 

A limited number of walk-in spaces will also be available each day, although with restricted seating, advance ticket purchases are recommended for those hoping to experience the unusual combination of KFC’s fried chicken and La Vieille Ferme’s wines. 

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EXPANDING THE BREAKFAST PORTFOLIO

Ferrero Group has signed an agreement to acquire Purely Elizabeth, a high-growth modern wellness brand and leading better-for-you food company based in the US.

Founded in 2009 and headquartered in Boulder, Colorado, Purely Elizabeth has more than doubled its sales over the past two years, driven by its portfolio of granola, oatmeal, and cereals, alongside a more recent expansion into the fast-growing protein segment.

The acquisition further strengthens Ferrero’s presence at the American breakfast table, with Purely Elizabeth set to join the Group’s growing portfolio of brands.

Following completion, Ferrero intends to support the company’s continued development through product innovation, operational capabilities, and expanded distribution, while preserving its distinct identity and commitment to quality.

“Purely Elizabeth, with its terrific portfolio of quality, tasty products, is a great addition to Ferrero,” says Giovanni Ferrero, President of Ferrero International S.A., the holding company of Ferrero Group.

“With this transaction, Ferrero builds on its recent acquisition of WK Kellogg Co, reinforcing both its presence at breakfast time in America and its reach in the better-for-you segment.”

BUILDING ON WELLNESS GROWTH

Purely Elizabeth has helped shape evolving consumer expectations around breakfast and wellness by pioneering premium, taste-forward products featuring ingredients including oats, whole grains, nuts, and seeds.

The brand will continue operating as a standalone business within Ferrero Group, with Founder and CEO Elizabeth Stein remaining in her role alongside the existing leadership team.

“This acquisition reflects our long-term strategy to invest in high-growth categories and further enhance our presence in the better-for-you offerings across breakfast occasions and beyond,” says Lapo Civiletti, President of Ferrero and WK Kellogg Co.

“Purely Elizabeth has built a distinctive brand by being in tune with evolving consumer preferences through premium, innovative and delicious products, making it a highly complementary addition to our portfolio.”

For Stein, the transaction represents an opportunity to take the brand into its next chapter while retaining the values that have shaped its development.

“In Ferrero, we’ve found a family-owned company that believes deeply in what we’ve built and sees the tremendous opportunity still ahead,” says Stein.

“I couldn’t be more excited to continue leading Purely Elizabeth alongside our team as we bring our mission and products to even more people.”

A GROWING US PRESENCE

The acquisition builds on Ferrero Group’s growing US portfolio following its 2025 acquisition of WK Kellogg Co.

It also expands the Group’s presence across the breakfast and better-for-you categories, complementing brands including Eat Natural and FULFIL in Europe, Power Crunch in North America, and Bold Snacks in Brazil.

Ferrero plans to support Purely Elizabeth’s product development pipeline and innovation as the brand continues to expand its offerings and reach more consumers.

The proposed transaction is expected to close in the coming months, subject to customary closing conditions and regulatory approvals.

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Procurement Teams Face Growing SaaS Cost Volatility

AI procurement platform Vertice has partnered with RSM US to help middle market enterprises identify avoidable technology spend, strengthen supplier negotiations and accelerate procurement cycles.

The alliance combines Vertice’s procurement platform, negotiation services and benchmarking data with RSM’s technology advisory, cloud transformation and cost optimisation capabilities.

Vertice’s procurement intelligence dataset covers more than 250,000 negotiated contracts and $75 billion in global indirect spend, providing benchmarks around supplier pricing, renewals and potential savings.

The partnership will allow procurement and finance teams to move away from reacting to software costs at renewal and towards a more proactive, data-led approach to managing technology expenditure.

Consumption Pricing Creates New Procurement Challenge

A particular focus will be managing the shift from traditional per-user SaaS licences towards consumption and usage-based pricing, accelerated by the adoption of AI capabilities.

Vertice research suggests consumption-based contracts exceed planned budgets by an average of 38%, compared with 4% for traditional seat-based agreements.

Its data also indicates a 25% reduction in vendors using seat-based pricing models over two years, while contract costs increase by 23% on average when suppliers move from seat-based to consumption-based pricing.

The shift creates greater uncertainty around total contract costs and places more emphasis on monitoring actual usage throughout the contract lifecycle.

RSM Brings Vertice into Cloud Consulting Services

Under the alliance, Vertice will become part of RSM’s integrated cloud consulting services, with RSM helping customers apply procurement intelligence across technology advisory, cloud transformation, finance and risk.

The companies aim to give middle market organisations access to purchasing benchmarks and negotiation capabilities that may previously have been difficult to develop internally.

Diego Rosenfeld, RSM Technology Advisory Practice Leader and Principal, said: “While companies of all sizes are deeply impacted by this, the worst-affected appear to be middle market organizations who suffer from the compounding challenge of spending significantly on software, yet lacking the scale, benchmarking data and buying skills to control it.”

He said the collaboration would help clients “bring order back to the AI and SaaS pricing chaos”.

Procurement Moves Beyond the Renewal Cycle

The partnership reflects a broader change in technology procurement as commercial models become more dynamic and software expenditure becomes harder to forecast.

Vertice and RSM argue that procurement teams increasingly need to track usage, benchmark pricing and identify potential overspend before contracts reach renewal.

Roy Tuvey, Founder and CEO of Vertice, said: “Consumption-based pricing is fundamentally changing the game for mid-market IT leaders and their CFOs because vendor commercial models are evolving faster than buying processes can keep up.”

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Columbia Localises UK and Ireland Fulfilment

Maersk has expanded its logistics partnership with Columbia Sportswear Company through a new five-year warehousing and distribution agreement covering the UK and Ireland.

Under the agreement, Maersk will manage Columbia’s Pick & Pack operations from its existing multi-customer warehouse in Tamworth, near Birmingham. The operation will replace Columbia’s current distribution model serving the UK and Ireland from Cambrai, France.

The move is designed to create a more localised supply chain, reducing the distance between inventory and the end market while improving delivery speed and flexibility.

The Tamworth operation will handle footwear, apparel, accessories and equipment across Columbia’s e-commerce, retail and wholesale channels.

Initial volumes are expected to reach approximately 1.6 million inbound and outbound units annually, with the facility managing an inventory of around 25,000 SKUs.

8,000 Sq M Dedicated to Columbia Operations

Approximately 8,000 sq m of Maersk’s Tamworth facility will be dedicated to Columbia under the five-year contract, with capacity to hold inventory across multiple fulfilment streams.

The agreement comes as Columbia looks to strengthen its logistics infrastructure to support growth in the UK market.

Matthieu Schegg, Senior Vice President and General Manager, Columbia Sportswear EMEA, said: “Over the years, we’ve developed a strategic partnership with Maersk, and it is super important for us to partner up with professionals in the field of logistics due to the complex nature of our supply chain. We’ve reached the level of business in the UK where we can now set up a facility dedicated to this market to serve the consumers and the customers faster.”

Maersk Extends End-to-End Logistics Role

Beyond warehousing and fulfilment, Maersk will provide Columbia with customs handling, inland transportation, cross-docking and final-mile delivery services for retail and wholesale shipments.

The expanded relationship reflects a wider supply chain focus on positioning inventory closer to demand while consolidating logistics activities with fewer providers.

Jason Walker, Chief Operating Officer for Maersk Contract Logistics, said: “This agreement reflects the continued momentum in our partnership with Columbia Sportswear and highlights the value of integrated logistics solutions. By moving fulfilment closer to the end market, we can support faster delivery times, improved flexibility and a more resilient supply chain.”

The  agreement builds on their existing partnership and supports their aim of simplifying and optimising supply chains through integrated, end-to-end logistics services.

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GAIL’s has announced a new partnership with Uber Eats, expanding access to its bakery products and speciality coffee through on-demand delivery across the UK. 

The collaboration will allow the modern café and bakery to extend its delivery footprint, bringing popular neighbourhood favourites directly to customers at home, in the workplace, and as part of their everyday routines. 

MEETING GROWING MORNING DEMAND  

The launch comes amid increasing demand for morning delivery across the UK. Breakfast was the fastest-growing mealtime on Uber Eats in the country last year, whilst searches for coffee on the app increased by more than 150 percent in 2025. 

Through the partnership, GAIL’s is seeking to meet this growing appetite for convenient access to breakfast, baked goods, and coffee, making its products available to a wider audience through the Uber Eats platform. 

Customers ordering from select GAIL’s stores via the app will be able to choose from a selection of the bakery’s signature products. The menu includes cinnamon buns, freshly baked sourdough bread, croissants, and hand-crafted savoury pastries, alongside the company’s house-blend speciality coffees. 

TAKING THE NEIGHBOURHOOD BAKERY BEYOND ITS DOORS 

The partnership represents an opportunity for GAIL’s to reach more customers while continuing to build on its neighbourhood bakery model. 

Tom Molnar, co-Founder and CEO at GAIL’s, commented: “GAIL’s is a modern craft bakery with a mission to feed more people better. Through our partnership with Uber Eats, we’re making it easier for more people to enjoy the bread, pastries, and specialty coffee we’re known for, wherever they are.  

By making its offering available through Uber Eats, the bakery is aiming to provide greater flexibility for customers while retaining its focus on exceptional baking, quality ingredients, and the community experience associated with its physical locations. 

ARTISAN FOOD AND COFFEE 

For Uber Eats, the addition of GAIL’s further strengthens its food and beverage offering as consumer demand for convenient breakfast and coffee options continues to increase. 

Merve Basci, UK General Manager at Uber Eats, said: “GAIL’s is an iconic modern staple for many neighbourhoods, and we’re thrilled to bring their world-class bakery offering to Uber Eats users up and down the country.  

With the partnership now underway at select stores, customers across the UK will have greater access to GAIL’s range of baked goods and speciality coffee, reflecting the continued growth of on-demand delivery as part of the country’s changing morning routines. 

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Amazon Expands Prime Air Drone Delivery To UK

Amazon is delivering parcels by drone from its 465,000 sqft fulfilment centre in Darlington, marking the first international expansion of its Prime Air service beyond the US.

The service began operating in February 2026 and is currently available to eligible customers within a 7.5-mile radius of the fulfilment centre.

Customers can receive certain orders within 60 minutes using Amazon’s MK30 delivery drone.

John Boumphrey, UK Country Manager at Amazon, said: “I’m proud that Darlington is the first Prime Air location outside the U.S., and that UK customers are now experiencing this. The team has spent years making this safe, reliable, and real.”

He added: “The fact that a customer can now order an item and have it delivered by drone shows how we keep innovating for customers to make their lives easier. Not that long ago, two-day delivery felt incredible, and now we’re using drones.”

Drone Technology Targets Last-Mile Delivery

The MK30 is approximately five feet tall, has a wingspan of around five and a half feet and can transport packages weighing up to 5 lbs (2.2 kg).

Prime Air is currently available to customers with a garden, yard or driveway within the service area. Eligible products must weigh 5 lbs or less and be approximately no larger than a large shoebox, with millions of items currently qualifying for the service.

During checkout, Amazon uses digital mapping and artificial intelligence (AI) systems to identify potential delivery zones at a customer’s property.

Customers select a suitable drop-off location without requiring a physical property survey.

Real-time weather data is also incorporated into the checkout process. If conditions including heavy rain, strong winds or poor visibility make flying unsuitable, Prime Air will not appear as a delivery option.

Robotics Connect Fulfilment with Autonomous Delivery

Prime Air is integrated with Amazon’s existing fulfilment technology at Darlington.

Once an eligible order is placed, a Hercules autonomous lifting robot transports the product to an employee, who packs it into customised Prime Air packaging.

The boxes incorporate cushioning technology designed to protect products during drone delivery.

Before departure, an employee conducts a pre-flight inspection covering components including the propellers, struts and motors before installing a charged battery and loading the parcel.

Sameer Mehmood, ground handler at Amazon, said: “One of the main things in the process is doing visual checks of the drone. I make sure the drone is in a good state, there’s no damage, it’s airworthy, and good to fly. You’ll see me checking the propellers, the struts, the motors, and doing a full 360 run of the drone.”

MK30 Flies Autonomously at Up To 70mph

Following its pre-flight checks, the MK30 travels autonomously to the customer’s property at speeds of up to 70mph.

The drone uses cameras, sensors and detect-and-avoid technology to monitor its surroundings, navigate around obstacles and detect unexpected aircraft.

At the delivery location, it descends before releasing the parcel from a safe height and returning to the fulfilment centre.

The MK30 has received approval from the Civil Aviation Authority (CAA) to conduct operations.

Amazon said engineers completed more than 5,100 test flights, representing over 900 hours in the air, before customer deliveries began.

Prime Air Adds New Option to Last-Mile Logistics

The six-rotor MK30 uses vertical take-off before transitioning to horizontal flight and incorporates backups across its flight-critical systems.

The drone can operate in light rain and across a range of temperatures and wind speeds. Amazon also said the MK30 is quieter than an average delivery van.

Prime Air delivery is currently included with Amazon Prime membership in the UK without an additional delivery charge.

The post Amazon Launches First UK Prime Air Drone Delivery Operation appeared first on EME Outlook Magazine.

STRENGTHENING TRADE CONNECTIONS

DHL Express has launched a new direct flight between Shanghai and Bangkok, expanding capacity along a key trade lane connecting China with the rapidly growing economies of Indochina.

The new daily service operates on the Shanghai-Bangkok-Bahrain-Brussels-Shanghai route, strengthening links between manufacturing, sourcing, and consumption markets across Asia, the Middle East, and Europe.

Operated by a DHL Boeing 767 freighter with a maximum payload of 50 tons, the service reflects the company’s continued investment in network capacity and infrastructure and responds to evolving trade patterns across high-growth markets.

“This route is a direct response to how trade flows in Asia are shifting,” said Peter Bardens, Senior Vice President for Network Operations & Aviation – Asia Pacific, DHL Express.

“We’re seeing increasing movement of goods between China and Southeast Asia, alongside continued demand from customers in Europe and the Middle East for products manufactured across the region.”

According to Bardens, the new service will provide additional capacity and more direct connections between key production and consumption markets, helping DHL Express adapt its network to where customers need it most.

SUPPORTING INDOCHINA TRADE

Bangkok serves as a strategic gateway to the wider Indochina region, while Bahrain and Brussels operate as key DHL Express hubs.

The new Shanghai-Bangkok connection will allow the company to consolidate shipments originating in China and Southeast Asia before connecting them with destinations across Europe and the Middle East.

The service arrives as manufacturers and traders in Thailand, Vietnam, Cambodia, and Laos increasingly source goods from China. Many of these shipments form part of production chains spanning several countries, making reliable and flexible logistics connections increasingly important.

As trade links between China and Southeast Asia deepen, DHL Express aims to improve speed, flexibility, and network resilience for customers transporting materials, components, and finished products across Asia and onwards to global markets.

The move follows the recent expansion of DHL Express’ Shenzhen gateway at Shenzhen Bao’an International Airport. The facility can now handle 900 tons of cargo daily, approximately three times its original throughput, supporting growing cross-border trade and e-commerce shipments in China.

CONNECTING GLOBAL MARKETS

Businesses across Europe and the Middle East also continue to trade extensively with China and Southeast Asia, spanning sectors from electronics and industrial components to consumer goods.

With international business activity remaining highly dispersed across global markets, the Shanghai-Bangkok service creates additional opportunities for businesses while strengthening access between major production and consumption regions.

As intra-Asia and global trade flows continue to demonstrate resilience, DHL remains focused on expanding its dedicated air network.

Another recent development is DHL Global Forwarding’s introduction of a new transpacific service connecting Southeast Asia with the United States. Together, these network expansions are designed to connect businesses more effectively with global markets while supporting more agile and resilient supply chains.

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