TraceLink Targets Agentic AI Innovation in Supply Chains

TraceLink has launched a USD$1 million global competition to encourage the development of agentic AI business processes capable of coordinating work across enterprise systems, organisations and supply chain networks.

Announced by Shabbir Dahod, President and CEO of TraceLink, at FutureLink Barcelona 2026, the OPUS Agentic Business Process Challenge will offer a winner-takes-all prize of USD$1 million to the individual or team developing the best working solution using TraceLink’s OPUS Agentic Supply Chain Operating System.

The competition will begin in January 2027 and is open to developers, businesses, technology partners, consultants and universities worldwide.

Its objective is to demonstrate how AI agents can work alongside employees and existing enterprise technologies to automate complex business processes that traditionally require significant manual coordination.

Moving Beyond Individual AI Agents

While individual AI agents can automate specific tasks, managing end-to-end supply chain processes requires coordination between multiple systems, employees and trading partners.

TraceLink’s OPUS platform is designed to address this challenge by combining governed AI agents, business process orchestration, enterprise data integration and operational information within a connected business network.

The no-code platform enables users to develop Agentic Business Processes (ABPs) that bring together AI agents, human decision-makers, business rules and enterprise systems.

Dahod said: “We believe the opportunity to transform business processes with AI agents is far greater than the market recognizes today.”

“We’re putting $1 million behind a challenge to developers and business process innovators everywhere: learn OPUS, build something extraordinary, and show the world what’s possible.”

It is intended to demonstrate how agentic AI could support more sophisticated automation across supply chain operations, extending beyond individual tasks to processes involving multiple organisations.

Global Competition Opens in January 2027

The competition will welcome participants from a range of technical and business disciplines, including software development, AI engineering, systems integration, business process management and process automation.

TraceLink customers, technology companies, consulting firms, systems integrators and academic teams will also be eligible to participate.

Individuals and teams can enter independently without requiring sponsorship from an enterprise or an existing commercial relationship with TraceLink.

From January 2027, participants will receive access to OPUS Link Labs, TraceLink’s development environment, alongside training materials and technical resources.

Anyone entering will be tasked with designing, building and demonstrating functional agentic business processes addressing practical business challenges.

The winning entry will receive USD$1 million, while selected submissions may also be showcased to demonstrate applications developed using the platform.

Further details covering eligibility, judging criteria, technical requirements and the submission process will be published ahead of the competition’s launch.

Accelerating AI Adoption Across Supply Chain Networks

The competition forms part of TraceLink’s wider strategy to promote an agentic supply chain operating model, in which AI agents and employees collaborate across connected business processes.

Its OPUS platform brings together AI-powered processes, control towers, enterprise integration and operational data to support coordination between businesses and their trading partners.

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A GROWING NETWORK

Tropic has reported 70 percent year-over-year bookings growth in Q3 2026, marking its sixth consecutive quarter of sequential growth as the procurement intelligence provider expands its partner network and introduces new tools to help businesses manage technology spending.

The company also delivered more than 21,000 insights to customers during the quarter, while customers have saved more than $42 million and 131,000 hours year to date. Partner channel sales contributed significantly to growth, alongside increased adoption of Tropic’s intelligence and planning capabilities.

BUILDING MOMENTUM THROUGH PARTNERSHIPS

Tropic’s third-quarter performance was supported by an expanding ecosystem, including a new partnership with negotiation advisory firm Vantage Decisions. The collaboration will help small and medium-sized businesses translate software and AI procurement data into stronger negotiation strategies and improved vendor economics.

Vantage joins existing partners Zip and Omnea, with Tropic’s software price benchmarks now available within Zip’s procurement workflows and Superagents. These relationships, alongside Tropic’s connector for Claude and ChatGPT, bring proprietary market intelligence closer to the workflows procurement and finance teams already use.

“Suppliers walk into every negotiation knowing exactly what the market pays. Buyers deserve the same intelligence, and this quarter showed how much demand there is for it,” says Justin Etkin, Co-Founder and CEO of Tropic.

New customers secured during Q3 included NETGEAR, Kickstarter, Blackbaud, and Quickbase, spanning industries from software to retail and organisations ranging from a few hundred to several thousand employees.

Vantage’s founders bring more than 30 years of high-stakes negotiation experience to the partnership, combining their expertise with Tropic’s procurement data.

“Tropic brings world-class technology and market intelligence specifically to the IT and AI space; Vantage Decisions brings decades of experience understanding how vendors really operate, and how to turn that intelligence into leverage,” says Peter Krasa, Co-Founder, Vantage Decisions.

“We’re extremely excited because together, we can give our SMB clients a more informed, collaborative and powerful position at the negotiating table,” adds Scott Wambolt, Co-Founder, Vantage Decisions.

HELPING CUSTOMERS GET AHEAD OF SPENDING

Customer engagement also reached new heights, with September recording an all-time monthly record for insight consumption. Businesses use Tropic’s intelligence to benchmark supplier prices, assess contract terms, identify overlapping software, and prioritise renewals with potential savings opportunities.

The company’s tools also support supplier comparisons, track changes in pricing and packaging, and help procurement teams prepare negotiation strategies. The 131,000 hours saved by customers this year represent time otherwise spent researching prices, benchmarking suppliers, and managing negotiations.

In August, Tropic introduced three capabilities designed to give teams greater visibility into technology spending before renewals arrive.

AI Consumption Management compares daily AI usage against contractual commitments across supported OpenAI, Anthropic, and Cursor accounts. Teams can forecast overuse or underuse, investigate consumption by supplier, model, user, API key, and token type, and receive alerts when usage moves away from plan.

Redundancy Analysis identifies software overlap at SKU level, distinguishing genuine duplication from products that merely appear similar while estimating potential savings. Meanwhile, a personalised homepage combines a customisable dashboard, action centre, and signals to highlight priorities, ranking renewals by potential savings, consolidation opportunities, and risk.

“I would argue you always want more data, and you want to make sure that data is high quality, clean, and you can trust it. That’s what Tropic gives us,” says Chris Siwek, VP, Procurement at Snyk.

SUSTAINING GROWTH INTO Q4

These developments have helped Tropic close Q3 with the strongest expansion pipeline in its history, positioning the company to build on its growth momentum.

“As a CFO, I trust repeatable numbers more than big ones, and six straight quarters of sequential growth is a pattern you can plan around,” says Russell Lester, President and CFO of Tropic.

“Customers expand once they see the intelligence pay for itself, and our partners are putting Tropic in front of buyers we wouldn’t have reached on our own. That combination is what makes this growth durable.”

With continued investment in proactive procurement intelligence and partnerships that bring its data into existing workflows, Tropic is seeking to give buyers greater leverage in technology purchasing and negotiations.

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Port Houston Reaches Major Infrastructure Milestone

Port Houston has completed its sections of Project 11, a major infrastructure programme designed to improve maritime safety, shipping efficiency and trade capacity along the Houston Ship Channel.

The expansion has widened the channel through Galveston Bay by 170 feet, increasing its width from 530 feet to 700 feet.

The improvements are intended to support growing vessel traffic along the waterway, which serves as a critical gateway for US energy exports, petrochemicals and international cargo.

Project 11 is the eleventh major expansion of the Houston Ship Channel, with further work being undertaken by the US Army Corps of Engineers.

Wider Shipping Channel Reduces Vessel Restrictions

The expanded channel is already improving navigation for larger commercial vessels.

In 2025, the US Coast Guard, US Army Corps of Engineers and Houston Pilots recognised the widened 700-foot channel between Bolivar Roads and Morgans Point, effectively removing daylight restrictions for larger vessels travelling through Galveston Bay.

The change allows vessels to move more efficiently, reducing the need for oversized ships to wait at anchor or alongside berths before departing.

Port Houston CEO Charlie Jenkins said: “Now, ships are moving through a wider, safer channel because our team, the Army Corps, industry, and elected leaders found a way to get it done.”

The improvements are expected to strengthen supply chain reliability by supporting more flexible vessel movements and reducing navigational constraints.

Construction Partnership Accelerates Project Delivery

The expansion was delivered through collaboration between Port Houston, the US Army Corps of Engineers, industry partners and government representatives.

Port Houston and industry stakeholders agreed to contribute funding to accelerate construction, reducing the overall delivery timeline by several years.

The remaining investment is being provided through federal funding sources.

Port Commission Chairman Ric Campo said: “Port Houston completed its portion on time and on budget, and faster than any comparable project in the U.S.”

The project has received significant federal support, including more than USD$140 million through the Infrastructure Investment and Jobs Act.

The milestone demonstrates how coordinated public and private investment can accelerate major maritime infrastructure improvements.

Dredging Creates New Coastal Habitats

Alongside the navigation improvements, Project 11 has incorporated environmental restoration through the beneficial reuse of dredged materials.

Sand, clay and other suitable materials recovered during construction have been used to create:

• 10 acres of bird islands
• 324 acres of oyster reefs
• 800 acres of marsh habitat

These projects are designed to deliver longer-term environmental benefits across Galveston Bay while supporting the expansion of maritime infrastructure.

Supporting US Trade and Economic Growth

The Houston Ship Channel is a major contributor to the US economy, connecting industrial facilities, energy producers and logistics operators with international markets.

The wider Port of Houston region includes more than 200 private facilities and eight public facilities.

The port supports approximately 1.89 million jobs in Texas and 3.53 million nationwide, alongside economic activity valued at USD$538 billion in Texas and USD$987 billion across the US.

The completion of Port Houston’s sections of Project 11 represents a significant step in modernising this infrastructure.

With the remaining US Army Corps of Engineers-led improvements continuing, the wider programme aims to strengthen shipping efficiency, support industrial growth and improve the long-term resilience of US supply chains.

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McDonald’s Unveils Growth Strategy

McDonald’s has outlined its McDonald’s > NEXT strategy, introducing new targets designed to increase customer visits, improve restaurant efficiency and strengthen its position in the global food and beverage market.

Building on its Accelerating the Arches strategy, launched in 2020, the initiative aims to make McDonald’s the first choice for more customers, more often.

The company serves more than 70 million customers daily and operates over 46,000 restaurants worldwide. It also has nearly 220 million active loyalty members across 70 markets, providing a substantial platform for personalised customer engagement.

“McDonald’s has the unmatched scale, customer insights, brand loyalty, and operational capabilities to not only adapt to the next wave of change in our industry, but to turn it into an advantage,” said Chris Kempczinski, Chairman and Chief Executive Officer of McDonald’s.

What Are the Four Pillars of McDonald’s > NEXT?

The strategy focuses on four areas designed to improve the customer experience while increasing operational productivity.

• Menu > NEXT: Improving food quality, consistency and innovation to encourage customers to choose McDonald’s more frequently.
• Consumer > NEXT: Using customer insights, loyalty programmes and personalisation to strengthen relationships and encourage repeat visits.
• Restaurant > NEXT: Simplifying operations, modernising restaurant design and introducing generative artificial intelligence (AI) through its ArchIQ technology platform.
• People > NEXT: Supporting employees in delivering more consistent customer service and hospitality.

McDonald’s is also launching Make It Golden, a multi-year programme designed to improve food quality and hospitality across its restaurant network.

The initiative will bring together employees and franchisees around a shared approach to improving customer experiences.

Categories Targeted for Growth

A central element of the strategy is expanding McDonald’s presence in key food and beverage categories.

By 2030, the company is targeting market share gains of 1.5 percentage points in both chicken and beverages, while maintaining its leadership position in beef.

These ambitions reflect McDonald’s focus on increasing customer preference through menu development, improved execution and greater personalisation.

The company also aims to strengthen customer loyalty by using its technology platforms and customer data to identify opportunities and introduce successful innovations across its global restaurant network.

AI and Restaurant Modernisation to Improve Efficiency

Technology investment will play a significant role in the strategy, particularly through the deployment of AI-enabled ArchIQ systems and simplified restaurant operations.

McDonald’s is targeting approximately 250 basis points of gross restaurant-level efficiency improvements across its US and International Operated Markets as the strategy is implemented.

This could generate approximately USD$100,000 in annual cash flow benefits for the average US restaurant, with most of the savings expected to improve restaurant profitability over time.

To support implementation, McDonald’s plans to provide approximately USD$8.5 billion in financial support to franchisees through 2036, including approximately USD$5 billion by 2030.

This support will combine rent relief and capital investment to help accelerate restaurant modernisation, technology deployment and operational improvements.

McDonald’s estimates that franchisees could achieve a payback period of approximately four years following this support.

What Does McDonald’s > NEXT Mean for Customers?

For customers, the strategy is intended to deliver improvements in food quality, ordering experiences, personalisation and service consistency.

For franchisees, the focus is on reducing operational complexity, improving productivity and strengthening restaurant economics.

McDonald’s is also targeting an operating margin in the low-to-mid 50 per cent range by 2030, supported by stronger sales performance and efficiency improvements.

While individual markets will determine how they implement the strategy, McDonald’s intends to combine globally developed technology and operational systems with local customer insights.

The company expects the combined approach to increase customer visits, strengthen restaurant profitability and create further opportunities for investment in its global business.

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A RENEWED COMMITMENT

Against a backdrop of global uncertainty and renewed calls for national sovereignty, diversified trade, and stronger infrastructure and defense capabilities, the need for bold, sustained action on reconciliation has become even more urgent.

Deloitte Canada has released Expanding Horizons: Year-six Reconciliation Action Plan Update, detailing the firm’s progress in amplifying Indigenous voices, strengthening relationships with Indigenous Peoples, communities, and organizations, and supporting Indigenous-led economic futures.

BUILDING BELONGING

Building on its milestone as Canada’s first professional services firm to earn Gold-level certification through the Canadian Council for Indigenous Business’s Partnership Accreditation in Indigenous Relations program, Deloitte continues to strengthen its approach to Indigenous inclusion and reconciliation.

This year’s report brings that commitment to life through several new initiatives. The Bridges of Belonging Indigenous buddy program helps create meaningful connections, while the Roots & Relations Indigenous onboarding program supports Indigenous professionals as they join the firm. These efforts are complemented by expanded Indigenous-led learning opportunities through the Indigenous Learning Series.

Together, these programs are helping to create a workplace where Indigenous professionals feel a deeper sense of belonging and connection. By strengthening cultural understanding across the business, Deloitte is also building an environment in which Indigenous talent can grow, thrive, and succeed.

INVESTING IN THE FUTURE

Economic reconciliation remains a cornerstone of Deloitte’s approach to creating shared prosperity. By supporting Indigenous self-determination, strengthening leadership, and expanding economic opportunity, the firm is helping lay the foundations for lasting, community-led success.

Over the past year, Deloitte surpassed its five per cent Indigenous procurement target, continued to invest in and expand R8dius, and supported Indigenous Nations and organizations through its Nation Building Advisory practice. The firm also advanced research and dialogue focused on Indigenous economic prosperity. Together, these efforts are opening new pathways for Indigenous businesses, entrepreneurs, and communities to grow, lead, and shape their economic futures.

That commitment extends to the next generation of Indigenous leaders. Through sponsorships, volunteer initiatives, and pro bono support, Deloitte reached more than 10,000 Indigenous youth, helping broaden access to education, advocacy, and professional opportunities.

This year, Deloitte sponsored more than 20 participants in Indigenous Youth Roots’ Indigenous Youth Advocacy Week and supported the development of an Indigenous youth-led policy toolkit. The initiative equips young people with resources to influence the policies and decisions that will shape their futures.

The company also supported more than 20 recipients of Indspire’s Building Brighter Futures scholarship program in 2025–26, bringing the total number of students supported since 2017 to 176.

As lead corporate sponsor of Indspire Soaring, Deloitte helped more than 1,500 Indigenous high school students across Canada explore post-secondary pathways and imagine new possibilities for their futures. Together, these investments are helping remove barriers, expand opportunity, and empower a rising generation of Indigenous leaders.

While the path to reconciliation is neither simple nor linear, Deloitte remains committed to listening with intention, learning with humility, and working alongside First Nations, Inuit, and Métis Peoples.

By deepening relationships, expanding opportunity, and advancing shared prosperity, the firm will continue helping to build meaningful, lasting change for generations to come.

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COMPUTE-INTENSIVE AI DEVELOPMENT

A leader in physical artificial intelligence (AI), Kodiak AI, Inc. (Kodiak AI) is actively developing driverless technology that powers machines that move the world. Kodiak Driver is the core of the company’s solution – a vehicle-agnostic autonomous driving system that combines advanced AI-powered software with modular hardware.

In 2024, Kodiak became the first company to deploy self-driving technology in customer-owned driverless semi-trucks – a historic milestone. Today, Kodiak Driver operates in the long-haul trucking, industrial trucking, and defense sectors, and is already underway commercially with no one in the cab.

In early October 2026, Kodiak AI announced that it is using Amazon Web Services – Amazon’s comprehensive, on-demand cloud computing platform – as its primary cloud provider to power the compute-intensive AI development and safety simulations needed for autonomous trucking technology. This will be crucial to Kodiak AI’s mission to deliver driverless service on public highways later this year.

Don Burnette, Founder and CEO of Kodiak, states: “Amazon Web Services cloud services enhance Kodiak’s ability to launch and scale our driverless operations safely and reliably. Amazon Web Services is the proven leader in cloud compute and storage, and exactly the partner we need to scale our in-house simulation program, train our AI models, run our customer-facing ops center software, and store data critical to our operations.”

SUPPORTING FUTURE EXPANSION AT SCALE

Amazon Web Services’ cloud infrastructure supports the compute-intensive simulation work behind Kodiak’s in-house,  AI-powered safety validation tool – BreakPoint. This infrastructure deliberately injects realistic, time-varying errors into the autonomy system’s signals and adversarially searches for the rare edge cases that could lead to a collision. It also swiftly identifies potential edge cases that might otherwise take tens of thousands of real-world driving miles to encounter.

“Getting autonomous driving right demands enormous compute power – especially when it comes to safety validation. Amazon Web Services gives Kodiak the scalable cloud infrastructure to run millions of simulated driving scenarios, train AI models, and store the critical data behind real-world autonomous operations. As Kodiak moves toward driverless service on public highways, Amazon Web Services provides the backbone to do it safely and at scale,” states Jason Bennett, Vice President and Global Head of Startups and Venture Capital at Amazon Web Services.

Commercial partners and customers for Kodiak include Atlas Energy Solutions, IKEA, Bridgestone, Werner Enterprises, C.R. England, General Dynamics Land Systems, and Roehl Transport. Additionally, Amazon Web Services allows Kodiak to scale its graphics processing unit (GPU) and compute capacity needed to refine the AI models that power Kodiak Driver – the company’s autonomous driving system.

With Kodiak aiming to launch its driverless trucks on public highways in Texas at the end of the year, the collaboration between Kodiak and Amazon Web Services provides the former with the cloud infrastructure needed to confidently support any future expansion at scale across the nation.

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Square Introduces Intelligent Self-Service Ordering

Square has launched a new self-service kiosk combining conversational artificial intelligence (AI), voice recognition and touchscreen technology to improve ordering efficiency across quick-service restaurants (QSRs).

The new Square Kiosk enables customers to place orders using natural conversation, ask questions about menu items and receive personalised recommendations.

Designed to address staffing pressures, rising operating costs and demand for faster service, the technology aims to reduce pressure on front-of-house employees while helping restaurants increase average order values.

Conversational AI Supports Faster Restaurant Service

Square Kiosk features a 21.5-inch touchscreen and an AI-powered voice system that understands a restaurant’s menu and responds to customer questions in real time.

Customers can request modifications, explore substitutions, ask about allergens and receive recommendations based on popular items, the time of day or products already in their basket.

The system also supports personalised check-in through Square Loyalty and Neighborhoods accounts, allowing customers to access rewards.

Integrated payment technology enables contactless and card transactions, while a barcode scanner supports gift cards, with packaged goods scanning planned for a future update.

Customers can switch between voice and touchscreen ordering throughout the transaction.

Square says these capabilities are designed to reduce queues, encourage additional purchases and allow employees to concentrate on hospitality and other operational responsibilities.

Restaurant Operators Report Positive Early Results

The technology has already been tested by restaurant operators, including Boba Nation Grand.

Baltej Sra, CEO of Boba Nation Grand, said: “We’ve used other kiosks before that were too bulky for our space and couldn’t handle a menu as extensive as ours, but Square Kiosk has exceeded our expectations.”

Sra added that the business plans to introduce the technology across its remaining locations following its performance in test stores.

Lawrence Kam, multi-unit franchise operator with L&L Hawaiian BBQ, also highlighted the potential operational benefits.

“Customers notice and prefer to use it far more than I expected, and that allows my team to focus on the many other responsibilities they have without compromising the customer experience,” he said.

Square Expands Technology for Restaurant Franchises

Alongside the kiosk launch, Square is introducing a multi-account management solution designed for larger QSR franchise networks.

The system allows operators to manage menus, reporting and gift cards across multiple locations while retaining flexibility for individual franchisees.

The development follows Square’s introduction of drive-thru capabilities and integrations with Google Maps, ChatGPT and Claude.

Thomas Templeton, Global Hardware Lead at Block, said conversational AI could help restaurants deliver more personalised self-service experiences.

“Whether answering menu questions or making informed recommendations, Square Kiosk raises the bar on what guests can expect from self-service while giving staff the time back to focus on hospitality and the tasks that matter the most.”

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Global Manufacturing Demand Strengthens

Global manufacturers increased purchases of raw materials, commodities and components in September 2026, signalling stronger industrial activity heading into the fourth quarter.

The latest GEP Global Supply Chain Volatility Index, produced by GEP and S&P Global, found that purchasing growth reached its highest level since May and approached its 2026 peak.

The index draws on monthly purchasing managers’ surveys covering approximately 27,000 businesses across more than 40 countries.

Demand strengthened across North America, Asia and Europe, with particularly strong purchasing activity in the US, Germany, Taiwan and South Korea.

However, the recovery in demand coincided with renewed supply chain pressures, including material shortages and higher transportation costs.

Material Shortages and Logistics Costs Increase

The report found that shortages of critical manufacturing inputs increased for the first time since May, particularly affecting oil and oil-based products.

Transportation costs also rose as global oil prices increased, marking the first monthly rise in average global logistics prices since April.

John Piatek, Vice President, GEP Consulting, said: “Manufacturers are buying more because demand is strengthening, but they’re doing so at a time when shortages and transportation costs are starting to rise again.”

“For companies, that means the priority shifts from simply protecting inventory to securing supply and controlling costs. If demand continues to build through the fourth quarter, businesses that wait will face tighter availability and higher input costs.”

Regional Supply Chain Performance Diverges

The September index revealed contrasting conditions across major manufacturing regions.

• Asia: The index increased to 1.49 from 1.24, reaching a three-month high as stronger factory demand coincided with tighter supply conditions.
• North America: The index rose to 1.13 from 0.87, its highest level since June, supported by stronger US manufacturing activity.
• Europe: The index declined to 0.66 from 1.27, indicating the lowest level of supply chain disruption since March.
• UK: The index fell to 0.59 from 1.10 as manufacturers reduced stockpiling activity, easing pressure on supply chains.

Although purchasing increased across the three major regions, the figures suggest supply constraints were becoming more pronounced in Asia and North America while easing in Europe.

Manufacturers Reduce Inventory Stockpiling

The report also identified a continued decline in manufacturers building additional inventory buffers.

Stockpiling activity has fallen since reaching a peak in June, although inventory accumulation remains historically elevated.

According to GEP, this suggests procurement managers continue to hold additional materials as protection against inflation and potential supply shortages.

Meanwhile, reports of production backlogs caused by labour shortages declined in September, indicating that workforce capacity was becoming less of a constraint on global supply chains.

Procurement Leaders Face Renewed Cost Pressures

The latest findings highlight the challenges facing procurement teams as industrial demand strengthens alongside rising input and logistics costs.

With supply shortages returning and energy-related pressures increasing, manufacturers face renewed decisions over sourcing strategies, inventory levels and supplier availability.

The index measures supply chain capacity pressures, with readings above zero indicating that capacity is being stretched.

Despite regional differences, September’s results point to stronger manufacturing demand entering the final quarter of 2026, alongside growing risks to material availability and procurement costs.

The next GEP Global Supply Chain Volatility Index is scheduled for 11 November 2026.

For more insight into the opportunities and challenges surrounding artificial intelligence (AI) in supply chain management, read Why the Biggest Supply Chain AI Prize May Be the Wrong Place to Start in Supply Chain Outlook.

In this feature from ‘The Thought Leader’ editorial series, James Larmer, Global AI and Supply Chain Transformation Leader at GEP explores why businesses may achieve greater value by focusing on practical, achievable AI applications rather than pursuing the most ambitious opportunities first.

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Ironclad Targets Inefficiencies in Procurement Contract Management

Contract management software provider Ironclad has launched a new AI-powered platform designed to help businesses improve contract negotiations and automate procurement workflows.

Ironclad Agent provides a conversational interface through which procurement, legal and sales professionals can search contracts, analyse agreements and manage contracting activities.

The launch also introduces Ironclad’s Contract Knowledge Graph (CKG), which connects information from previous contracts, negotiations, internal policies and commercial decisions.

The technology is intended to address a common challenge in procurement: the difficulty of accessing and applying knowledge accumulated through years of supplier negotiations.

According to research cited by Ironclad, 86 per cent of organisations report that disconnected contract processes delay revenue and purchasing cycles, affecting business performance and margins.

AI Uses Historical Contracts to Strengthen Negotiations

Ironclad’s new Contract Knowledge Graph is designed to provide AI agents with a broader understanding of an organisation’s commercial relationships.

Rather than analysing agreements as isolated documents, the technology connects contract clauses, obligations, supplier relationships, previous negotiation outcomes and approved commercial positions.

This allows procurement teams to assess proposed contract terms against established company practices and previous agreements.

The system can also identify patterns and potential risks across an organisation’s contracting history.

Dan Springer, CEO of Ironclad, said: “Every business has years of hard-won knowledge in its contracts, including past negotiations, decisions, and learnings.

“That history is a competitive advantage, but only if teams can find and use it when needed. Ironclad Agent helps teams understand the full picture, know where to push, and act with confidence.”

The technology is designed to make historical negotiation knowledge more accessible, particularly when experienced employees leave an organisation.

By retaining this information within the contracting platform, businesses can apply established commercial positions more consistently across future supplier agreements.

New AI Agents Automate Procurement Workflows

Alongside Ironclad Agent and the Contract Knowledge Graph, the company has introduced additional capabilities intended to simplify contract administration.

Its Workflow Designer Agent allows users to create and modify contracting processes through natural-language instructions.

Contract Review Agent Reduces Manual Analysis

Ironclad said customers are already using its AI agents to review and negotiate contracts, identify risks and obligations, and highlight potential savings and deadlines.

Sharisse Cumberbatch, Vice President, Associate General Counsel at ANDMORE, said: “I used to spend about three hours reviewing an 80-page master services agreement and identifying the risks before I even started redlining.

“With Ironclad’s Contract Review Agent, I can now complete that analysis and identify the most important risks in about 20 minutes. It gives the business a clearer view of the tradeoffs and allows our legal team to spend more time on higher-value, strategic work.”

Ironclad also reported that 88 per cent of customers surveyed plan to expand their use of its AI agents.

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Walmart Expands Automated Supply Chain Network

Walmart has opened its fifth next-generation fulfilment centre in Stockton, California, as part of its ongoing investment in supply chain automation and faster e-commerce deliveries.

The facility, covering more than 900,000 square feet, will create over 1,000 jobs and increase the retailer’s ability to fulfil customer orders across California and the wider West Coast.

Located in California’s Central Valley, the site will bring additional fulfilment capacity closer to customers, supporting faster shipping options across millions of products.

The investment forms part of Walmart’s wider supply chain transformation strategy, which combines automation, machine learning and employees to improve operational efficiency.

Automation Reduces Fulfilment Process From 12 Steps to Five

The Stockton facility incorporates an automated, high-density storage and retrieval system designed to improve warehouse productivity and order processing.

The technology brings products directly to employees, reducing the traditional 12-step fulfilment process to five steps.

By automating repetitive material-handling activities, Walmart aims to increase storage capacity and the number of orders processed each day compared with conventional fulfilment centres.

The system also reduces manual tasks, allowing employees to concentrate on other activities within the fulfilment operation.

Karisa Sprague, Senior Vice President, Fulfillment Operations at Walmart US, said: “Stockton represents what we mean when we say Walmart is people-led and tech-powered.

“We’re bringing together associates with advanced technology and automation to create a safer, more efficient operation that can fulfill more orders and get products to customers faster. This facility is an important investment in the Central Valley and a critical part of how we’re building the next generation of Walmart’s fulfillment network across the West Coast.”

Walmart Targets Next-Day Delivery Across the US

The new Stockton site will support Walmart’s ambition to provide faster delivery services through its expanding fulfilment network.

Combined with the retailer’s existing infrastructure, its next-generation fulfilment centres are expected to enable Walmart to reach 95 per cent of the US population with next-day or two-day shipping.

The facility will also support Walmart Fulfillment Services, the retailer’s third-party logistics offering for businesses selling products through Walmart Marketplace.

This will allow third-party sellers to use the new facility’s capacity and automation technology to fulfil customer orders.

The additional capacity is intended to strengthen Walmart’s wider network of stores and fulfilment centres, supporting its ability to serve customers through multiple sales channels.

New Facility Creates More Than 1,000 Jobs

Alongside its investment in automation, Walmart is expanding its workforce in Stockton.

The fulfilment centre will employ more than 1,000 people, including employees working in technology-focused roles.

Recruitment is continuing as operations at the facility increase.

Walmart said the advanced technology will create opportunities for employees to develop new skills while reducing the physical demands associated with repetitive warehouse tasks.

Dean Yoder, General Manager at Walmart Fulfillment Center 4091, said: “This facility is about more than the technology inside the building — it’s about the people who bring it to life every day.

“We’re building a team of more than 1,000 associates here in Stockton, with opportunities to develop new skills, work with advanced technology and build long-term careers at Walmart. I’m incredibly proud of this team and excited about what we’re building together in the Stockton community.”

Stockton Investment Strengthens Regional Logistics Capacity

The opening reinforces Walmart’s established operations in California, where the company employs more than 102,900 people.

In 2025, Walmart spent USD$36.5 billion with suppliers in the state, supporting more than 310,000 supplier jobs.

The retailer operates more than 300 stores, clubs and supply chain facilities across California, alongside its online retail operations.

The new fulfilment centre represents another step in Walmart’s efforts to combine warehouse automation, regional distribution capacity and workforce development.

By increasing the number of orders processed through automated facilities and positioning inventory closer to customers, the retailer aims to improve fulfilment efficiency and expand access to faster delivery services across the West Coast.

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A VALIDATED PROVIDER

Exiger, the AI partner for supply chain and procurement automation, was recognised as a Validated Provider in The Hackett Group’s Fall 2026 SolutionMap technology assessment and received the Top Tech distinction in the Risk Management category.

The assessment evaluated 122 providers across 16 source-to-pay (S2P) categories, offering buyers an independent perspective on technology capabilities, customer value, and the solutions available to support procurement decisions.

INDEPENDENT TECHNOLOGY ASSESSMENT

The Hackett Group’s Solution Intelligence Technology Advisors conduct SolutionMap assessments that combine more than 500 detailed functional and capability assessments with mandatory product demonstrations and impartial, anonymised, verified customer value ratings.

The methodology provides an evidence-based view of the technology landscape, helping organisations compare providers, assess trade-offs, and validate market claims. For businesses navigating an increasingly complex procurement technology market, this offers a framework for making more informed decisions.

“Procurement technology decisions carry real organisational risk,” says Bryan DeGraw, Solution Intelligence Principal at The Hackett Group.

“When a provider appears in SolutionMap, it means they’ve earned their place through a process built on 500+ capability criteria, mandatory demonstrations and verified customer ratings – not marketing claims. Buyers can shortlist with confidence.”

The assessment also supports business leaders weighing build, buy, and hybrid approaches to technology investment. As artificial intelligence reshapes the software market, access to transparent, comparable intelligence can help organisations shortlist providers more efficiently and make defensible choices.

For participating technology providers, meanwhile, the process offers independent validation of their capabilities and a credible way to demonstrate differentiated value.

AI AND THE BUILD-VS-BUY DECISION

Exiger’s recognition comes as organisations reconsider how they develop, acquire, and modernise software in an AI-shaped environment.

The company’s Chief Product Officer, Brendan Galla, points to the changing economics of software development and the role of Exiger’s AI-powered approach in responding to this shift.

“Organisations are making consequential technology decisions in a market where AI is fundamentally changing the economics of building, buying, and modernising software,” says Galla.

“Our AI-PDLC and 1EXIGER.AI platform were designed for this environment. They obliterate the ‘build vs. buy’ decision and invite innovative customers to build with us to forge their AI future.”

Galla also highlights the importance of independent assessments in helping organisations navigate an evolving market, adding that The Hackett Group is helping buyers better understand which solutions can deliver transformative change.

CONNECTING SUPPLY CHAIN AND PROCUREMENT

Exiger’s centralised 1EXIGER.AI platform lets organisations manage operating networks spanning parts, suppliers, regulators, and customers through an autonomous agentic workforce designed to learn and adapt with each decision.

The AI-native platform combines a supply chain knowledge asset comprising three trillion data points with expertise developed through long-term, complex use cases and deployment in highly regulated environments.

Exiger serves more than 550 global customers, including 150 Fortune 500 companies and more than 80 government and defence industrial organisations. The company is also FedRAMP-authorised, holds multiple patents, and has been named a Leader in Gartner’s Magic Quadrant for Supplier Risk Management twice.

Its latest SolutionMap recognition adds to a portfolio of more than 50 technology awards and analyst evaluations, further validating its position in supply chain and procurement automation.

The full Fall 2026 SolutionMap and details of The Hackett Group’s assessment methodology are available at The Hackett Group’s SolutionMap.

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Microsoft Copilot Gains Supply Chain Risk Intelligence

Supply chain risk management specialist Resilinc has launched a plugin for Microsoft Copilot, enabling enterprise users to access organisation-specific supplier and compliance intelligence directly within Microsoft applications.

The integration allows authorised users to ask questions about supply chain disruptions, supplier exposure, tariffs, sanctions, forced labour and regulatory compliance.

The technology connects Microsoft’s artificial intelligence (AI) assistant with Resilinc’s supply chain intelligence platform, providing information on suppliers, manufacturing sites, parts and materials.

The integration is designed to simplify access to risk information without requiring users to switch between separate systems or initiate additional analysis.

Gopkiran Rao, Chief Marketing Officer at Resilinc, said: “Supply chain teams need more than a general-purpose answer. They need intelligence connected to their suppliers, sites, parts and materials, along with a governed path from signal to action.

“Bringing Resilinc into Microsoft Copilot puts that context inside the tools customers already use. MCP provides the connection, while Resilinc provides the intelligence and operational context behind it.”

AI Connects Supplier Data with Procurement Decisions

The integration uses Model Context Protocol (MCP), a standardised connection framework that enables authorised systems to access approved information and capabilities.

Through MCP, Microsoft Copilot can retrieve intelligence from Resilinc’s supply chain graph, which maintains continuously updated and validated relationships between suppliers, sites, products, parts and materials across multiple supply chain tiers.

This information is combined with disruption monitoring and regulatory compliance data to help organisations understand how external developments could affect their operations.

For example, procurement professionals can investigate whether a supplier disruption affects particular components or manufacturing locations, or assess potential exposure to changing tariffs and sanctions.

The integration is intended to move beyond general information retrieval by connecting external risk signals with an organisation’s specific supply chain relationships.

Access remains subject to Resilinc’s existing security and governance controls, including authentication, tenant isolation, licensing and role-based permissions.

Users can access information within Microsoft Copilot according to their existing organisational authorisations.

Microsoft Collaboration Targets Manufacturing Resilience

The new plugin builds on an existing collaboration between Resilinc and Microsoft covering AI, manufacturing and supply chain resilience.

The companies previously demonstrated a Copilot-based supply chain experience at Hannover Messe.

Dayan Rodriguez, Corporate Vice President, Manufacturing and Mobility at Microsoft, said: “Manufacturers need a clear view of supply chain risk to make informed decisions.

“Integrating Resilinc’s risk and compliance intelligence with Microsoft Copilot can help teams identify exposure and act quickly, using the tools they already work in.”

The collaboration is also extending into industry-specific applications, including automotive supply chain risk management.

Procurement Compliance Extends Beyond Direct Suppliers

The Copilot integration also supports Resilinc’s broader strategy for managing supply chain compliance across multiple regulatory requirements.

The company recently introduced Compliance for EUDR, extending its existing risk intelligence capabilities to address the European Union Deforestation Regulation (EUDR).

The solution applies regulatory requirements to supplier, product, material and site information already held within Resilinc’s supply chain platform.

The same underlying data supports other compliance activities, including forced labour risk assessments.

By connecting these datasets, Resilinc aims to help organisations assess regulatory exposure across multiple tiers of their supply networks rather than relying exclusively on information from direct suppliers.

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Pharmaceutical Industry Targets Digital Development Bottlenecks

A group of leading pharmaceutical and technology companies has launched the Digital CMC Consortium, a collaborative initiative designed to address longstanding inefficiencies in drug development and manufacturing.

The not-for-profit organisation brings together Novartis, Thermo Fisher Scientific, Takeda, Rockwell Automation, Flagship’s Pioneering Medicines, Stellix, ZS Associates and QbDVision.

The initiative focuses on the end-to-end digitalisation of Chemistry, Manufacturing and Controls (CMC), a critical stage of pharmaceutical development covering how medicines are developed, manufactured, tested and controlled.

Despite advances in drug discovery and clinical trials, CMC activities continue to depend heavily on manual processes, fragmented information systems and document-based workflows.

The Consortium aims to replace these approaches with interoperable digital infrastructure that allows pharmaceutical companies and their manufacturing partners to share and reuse information more efficiently.

Novartis Highlights Benefits of Industry Collaboration

The Consortium operates on a pre-competitive basis, allowing participating organisations to collaborate on common technical challenges rather than developing separate approaches to the same problems.

Its work includes integrating existing industry guidelines and establishing new standards where gaps remain.

The organisation is also developing tools and code to translate those standards into practical digital workflows.

Achim Frauenschuh, Co-Chair of the Digital CMC Consortium and Associate Director Science and Technology Drug Substance Development at Novartis, said: “We’ve come together to cooperatively build the future of CMC and to encourage implementable, end-to-end digital standards that are ready now.

“By sharing the cost of building pre-competitive digital foundations, as well as pooling the skills and knowledge that no single company has in-house, members gain immediate access to structured data models, standardized templates, and implementation guidance, helping them put standards into practice and directly achieve ROI.”

The collaboration is intended to reduce duplicated development work while giving participating companies access to common data models, standardised templates and implementation guidance.

Digital Technology Transfer Becomes Immediate Priority

Following its first year of collaboration and proof-of-concept work, the Consortium is moving towards broader industry adoption.

Its initial focus is improving technology transfer between pharmaceutical sponsors and contract development and manufacturing organisations (CDMOs).

Technology transfer involves exchanging the technical knowledge and manufacturing information required to move pharmaceutical processes between development and production environments or between manufacturing partners.

The Consortium aims to make this exchange more efficient by transforming static documentation into structured, reusable digital information.

Mike Stapleton, Chairman of the Digital CMC Consortium and Chief Business Officer at QbDVision, said: “The pharmaceutical industry has already been successful in digitizing discovery and clinical trial workflows. Now we have the opportunity to bring that same level of transformation to CMC.”

Stapleton also highlighted the growing complexity of global pharmaceutical supply chains and regulatory requirements, identifying interoperability as a central challenge for the industry.

The Consortium intends to develop the digital foundations needed to improve information exchange between companies, manufacturing sites and technology systems.

AI and Digital Twins Form Part of Long-Term Strategy

Beyond technology transfer, the Consortium plans to establish digital capabilities across the wider CMC lifecycle.

Its longer-term objectives include knowledge management, automated content authoring, digital twins and AI.

These technologies are expected to form part of a more connected approach to pharmaceutical development, enabling information generated during individual stages to be reused throughout the product lifecycle.

The Consortium also intends to act as a unified industry voice when engaging with health authorities.

Its objective is to develop standards that support both internal pharmaceutical operations and regulatory submissions, reducing the need for disconnected approaches to managing technical information.

Rockwell Automation Supports Pharmaceutical Manufacturing Transformation

Rockwell Automation is contributing its industrial automation and life sciences expertise to the initiative, alongside pharmaceutical manufacturers and other technology specialists.

Matt Weaver, Vice President, Global Industry – Life Sciences at Rockwell Automation, said: “Digital transformation in life sciences is not just about technology adoption, it is about building new ways of working that improve how therapies are developed and delivered.”

The Consortium’s immediate work on digital technology transfer and structured knowledge exchange is already underway.

By establishing common standards across the pharmaceutical development and manufacturing ecosystem, the organisation aims to reduce CMC-related delays, improve operational and regulatory confidence, and support faster delivery of new therapies to patients.

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A SIGNIFICANT STEP

Volvo Autonomous Solutions (V.A.S.) and Waabi have begun autonomous freight operations for Warp in Texas, marking the first customer deployment of their partnership and a significant step towards integrating autonomous trucking into established logistics networks.

The Volvo VNL Autonomous, powered by the Waabi Driver, is now transporting freight directly to third-party facilities along the Dallas–Houston corridor. The operation enables Warp, an open-source freight network offering less-than-truckload (LTL) and full-truckload (FTL) services, to move customers’ goods autonomously along the route.

The launch shows how autonomous vehicles can integrate into existing freight operations, with the partnership combining vehicle technology, transport management, and network coordination to support goods movement.

BRINGING AUTONOMOUS TRUCKING INTO CUSTOMER OPERATIONS

At the centre of the deployment is Autona/Freight, V.A.S.’ autonomous transport ecosystem. This brings together the Volvo VNL Autonomous, Waabi’s autonomous driving technology, fleet and transport management, terminals, customer endpoints, operations, and uptime support in a complete transport solution designed to scale.

The Volvo VNL Autonomous is purpose-built for autonomous driving and incorporates redundancies across six safety-critical systems. It is also specifically designed to integrate autonomous driving systems developed by partners such as Waabi. For the current customer operations, an observer remains in the driver’s seat during autonomous hauls.

Integrating this ecosystem into Warp’s freight network creates opportunities to optimise freight flows and improve goods-movement efficiency as demand increases.

“Together with Warp and Waabi, we are bringing autonomous freight into customer operations in one of logistics’ most demanding segments,” says Nils Jaeger, President of Volvo Autonomous Solutions.

He adds that the operation demonstrates how quickly the ecosystem can adapt to new customers and increasingly complex operations, with experience gained on the Dallas–Houston corridor expected to strengthen the partnership and support continuous improvement as the solution scales.

ADDRESSING THE COMPLEXITIES OF LTL FREIGHT

Less-than-truckload shipping presents distinct operational challenges, requiring consolidation, transport, and distribution of goods from multiple customers across dynamic networks with tightly coordinated schedules.

By enabling freight to move directly between facilities without handoffs, the Volvo VNL Autonomous, powered by the Waabi Driver, offers LTL providers such as Warp a more predictable way to keep their networks running to schedule.

The deployment also highlights the importance of coordinating freight networks around autonomous vehicles. While advances in vehicle technology can improve individual transport operations, their wider value depends on how effectively capacity, routes, and shipment schedules are aligned.

“Working with Volvo Autonomous Solutions and Waabi demonstrates what Warp’s network was built for: bringing advanced technology into the everyday movement of freight,” says Daniel Sokolovsky, CEO of Warp.

He explains that Warp combines shipments from multiple customers and coordinates routes, capacity, and timing, so improvements on one route benefit the broader network.

BUILDING TOWARDS A SCALABLE AUTONOMOUS FREIGHT NETWORK

For Waabi and V.A.S., the Warp deployment represents an initial step towards integrating autonomous trucks into the networks that transport freight every day.

Lior Ron, COO of Waabi, describes the operation as the first milestone in that journey, demonstrating the Volvo VNL Autonomous’ ability to handle real-world freight requirements, from operating within LTL networks to delivering goods directly to third-party facilities.

With customer operations now underway, the partners will use experience from the Dallas–Houston corridor to prepare for additional routes and support the wider scaling of autonomous freight in the coming years.

The collaboration brings together autonomous driving technology, purpose-built vehicles, and coordinated freight execution, laying a practical foundation to expand autonomous transport across increasingly complex logistics networks.

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Procurement Data Reveals Resilience Across US Industries

Business purchasing commitments have remained relatively resilient despite six months of market volatility and changing tariff conditions, according to the latest Business Spend Index (BSI) from Coupa.

The Q3 2026 report analyses procurement activity across five US sectors: High Technology, Manufacturing, Business Services, Healthcare and Life Sciences, and Financial Services.

Built on Coupa’s dataset of USD$10.5 trillion in business-to-business transactions, the index draws on purchasing commitments across a network of more than 11.5 million buyers and suppliers.

Unlike economic indicators based on completed transactions, the BSI measures business intentions when purchase orders are approved, contracts signed and renewals executed.

“Procurement and finance leaders are asked to read the economy from indicators that arrive late and then get revised,” said Kevin Iaquinto, Chief Marketing Officer at Coupa.

“The Coupa Business Spend Index gives them a read built from trillions of dollars in commitments across Coupa’s massive buyer and supplier network, so they can be strategic about where the money goes rather than reacting after the fact. This is exactly the kind of real-time intelligence we’re putting to work in Coupa’s AI agents – so finance and procurement leaders aren’t just reading the economy, they’re acting on it as it happens, building resilient businesses with healthy margins.”

Manufacturing Procurement Defies Tariff Pressures

Manufacturing emerged as one of the strongest-performing sectors, with purchasing commitments remaining above previous historical highs throughout 2026.

According to Coupa, much of the sector’s purchasing growth occurred during late 2025, before subsequent tariff changes took effect.

The manufacturing index reached 156.5 in February 2026, exceeding the previous historical high of 152.5 despite being the weakest month of the year.

The index uses January 2022 as its baseline of 100, meaning February’s reading represented purchasing commitments 56.5 per cent above that level.

Coupa said previously signed purchasing commitments helped maintain spending levels despite the introduction of a 10 per cent import surcharge on 24 February.

For procurement teams, the findings highlight the importance of understanding existing contractual commitments when assessing exposure to tariff changes.

AI Investment Changes Technology Procurement Priorities

High Technology spending also remained strong despite a 13.2 per cent Nasdaq correction between October 2025 and March 2026.

The sector’s BSI reached new highs in five of those six months and ended June 2026 up 6.5 per cent.

However, the report identified a significant change in how technology businesses allocate their procurement budgets.

IT services increased from 8.8 per cent to 14.1 per cent of High Technology spending between the second half of 2023 and the first half of 2026.

Over the same period, software’s share declined from 12.5 per cent to 8.6 per cent, although the absolute value of software spending continued to increase.

Coupa attributed this shift to growing investment in specialist services, platforms and expertise required to implement artificial intelligence (AI), rather than traditional software licences alone.

Healthcare Spending Contracts as Financial Services Softens

Healthcare and Life Sciences was the only sector among the five tracked to record a contraction during the period examined.

Purchasing commitments declined 2.8 per cent between February and June 2026, with spending remaining flat between May and June.

The report highlighted changes in US federal funding, including the expiry of Affordable Care Act subsidies on 1 January and a 34 per cent year-on-year decline in National Institutes of Health grants to external researchers.

Financial Services also showed signs of slowing after reaching an index high of 121.9 in April.

Spending subsequently declined for three consecutive months, reaching 115.4 in July, a reduction of 5.3 per cent.

Coupa’s index forecast a further decline towards 112.5 by October, although July’s reading remained above every level recorded before 2025.

Business Services, meanwhile, maintained relatively stable purchasing activity. Index readings ranged between 129.3 and 131.7 from January through April before exceeding the entire 2025 range in May and June.

Coupa Highlights Role of AI in Procurement Decisions

Coupa said its spending data could help procurement and finance teams identify changes in purchasing patterns, supplier exposure and cost pressures earlier.

The same intelligence layer underpinning the BSI is also used within the company’s agentic spend management platform, where AI agents support purchasing decisions and expenditure controls.

“These are exactly the kinds of inflection points where autonomous, agent-driven spend controls compound the advantage, catching share shifts and tariff exposure in real time rather than in next quarter’s close,” said Iaquinto.

The findings suggest that while headline market volatility and tariffs have affected different industries in different ways, purchasing commitments have remained comparatively strong across much of the US business economy.

For procurement leaders, the report provides a sector-by-sector view of where businesses are maintaining investment, adjusting purchasing priorities or beginning to reduce commitments.

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