TRANSFORMING MID-MARKET SUPPLY CHAIN PERFORMANCE

The US freight and logistics industry has experienced meaningful growth over several years, driven by a confluence of structural and macroeconomic forces.

The continued expansion of e-commerce has fundamentally reshaped fulfillment expectations, while nearshoring trends and geopolitical dynamics – particularly evolving trade relationships as the result of a shifting geopolitical order – have prompted companies to rethink where and how they source, produce, and distribute goods.

“Layer on top of that the volatility we’ve seen across transportation markets, and it’s clear supply chains are no longer static systems; they’re dynamic, constantly evolving networks that require far more active management than in the past,” opens Joel Gard, CEO of Sheer Logistics (Sheer) – a leading technology-enabled fourth-party logistics (4PL) and managed transportation provider.

What makes this such an exciting space to be in is the elevation of the supply chain category from a back-office function to a true board-level priority.

“For decades, transportation and logistics were largely viewed as cost centers – necessary, but not strategic. That mindset has shifted dramatically; the disruptions of the COVID-19 pandemic exposed just how critical supply chain performance is to revenue, customer experience, and overall business continuity,” he notes.

Today, the freight and logistics industry has seen significant investment in technology, data, and network design, along with a growing recognition that the right partners can unlock real competitive advantages – granting the ability to build supply chains that are not just efficient, but also resilient, predictable, and scalable.

However, this growth has simultaneously introduced a new level of complexity as the transportation ecosystem remains highly fragmented across carriers, systems, and service providers, which makes coordination and visibility inherently challenging.

“Ultimately, the industry’s growth is very real, but so is the complexity that comes with it.

“The organizations that will lead in this next phase won’t simply be the ones that move freight efficiently, but those that can simplify the ecosystem, integrate disparate systems and partners, and orchestrate their supply chains end-to-end,” Gard adds.

PLANNING, EXECUTION, AND ANALYTICS

At the forefront of technology-enabled 4PL, Sheer supports mid-market shippers to build and operate more efficient, resilient, and intelligent supply chains.

“Our vision is to be the logistics integrator of choice for this segment, bringing enterprise-grade capabilities together with an intelligence-powered, human-led experience.

“At our core, we’re on a mission to make transportation radically easier to run and manage so our clients can grow profitably,” states Gard.

Sheer is differentiated by its ability to bring together disparate data sources, systems, and operational dynamics into a cohesive model that allows clients to gain clarity, make better decisions, and ultimately facilitate more effective and durable supply chain programs.

“Rather than operating in silos, we integrate planning, execution, and analytics into a single, orchestrated approach,” he highlights.

Sheer’s core offerings reflect this approach, providing managed transportation and 4PL services that oversee the full transportation lifecycle, supported by its Transportation Management System (TMS) platform for execution and visibility.

A noteworthy example is the company’s SheerExchange™ integration software, which enables seamless connectivity across enterprise resource planning (ERP), warehouse management systems (WMS), and external partner systems, ensuring clean data flows.

Building on this foundation, Sheer also offers logistics consulting and execution, freight auditing and payment, advanced analytics, and continuous optimization, alongside multimodal capacity and value-added logistics services when and where clients need it.

The company primarily serves mid-market manufacturers, consumer product companies, food and beverage organizations, and chemical producers – which all require sophisticated logistics capabilities but often lack the scale or internal resources to build and manage them independently.

Sheer reaches its clients through a vast regional footprint across North America, with offices in Chicago, Illinois; St. Louis, Missouri; and Atlanta, Georgia, operating alongside a distributed team and additional resources supporting cross-border operations in Laredo, Texas and Guadalajara, Mexico.

INTEGRATION-FIRST APPROACH

Sheer expertly optimizes the supply chains of mid-market businesses by taking an integration-first approach to managed transportation – something the company believes is fundamentally different from how many providers in the market operate today.

“At its core, our model is built around the idea that you don’t need to rip and replace your existing systems to achieve a step change in performance. Instead, we integrate across them,” Gard emphasizes.

Indeed, Sheer connects clients’ ERP, WMS, TMS, carrier systems, and other data sources through an integration layer, creating a unified and actionable view of their networks.

From there, the company orchestrates an entire transportation ecosystem where planning, execution, carrier management, visibility, and analytics are all brought together into a cohesive operating model that is continuously monitored and improved.

This orchestration continues to drive meaningful outcomes, improve service performance, and provide end-to-end visibility and governance, allowing mid-market leadership teams to manage their supply chains proactively with reliable data.

In fact, many of these businesses are underserved by traditional 4PL providers that tend to focus on large global enterprises, while also being overwhelmed by a fragmented landscape of point solutions that don’t work cohesively.

“This is what distinguishes Sheer. We don’t just plug into a supply chain and operate within its existing constraints – we integrate, orchestrate, and continuously optimize it.

“In an increasingly saturated market where many providers are either transactional or narrowly focused, our ability to bring cohesion to complexity is what allows us to deliver sustained, measurable value,” explains Gard.

MERGING MODERNITY AND TRADITION

Sheer has built the business around the belief that meaningful supply chain transformation doesn’t come from technology or operations alone, but a deliberate combination of both.

“Our model brings together deep execution expertise, a purpose-built technology layer, and a modern analytics and data foundation to deliver outcomes that neither could achieve independently,” Gard details.

Indeed, the company utilizes its decades of experience in carrier procurement, freight brokerage, and day-to-day transportation operations to ensure strict operational discipline.

Layered on top of that is Sheer’s technology stack, including its TMS for planning and execution and SheerExchange integration platform.

Above this sits the company’s data and analytics services, where it provides real-time dashboards, carrier and lane benchmarking, and increasingly, predictive insights that help clients move from reactive to proactive decision-making.

Underpinning all of this is a modern data program built on scalable data infrastructure, warehousing, and science capabilities that enable Sheer to deploy practical artificial intelligence (AI) and machine learning (ML) solutions that deliver tangible value.

With the conviction that technology is only as effective as the people and processes behind it, the company ensures its capabilities are both practical and impactful, offering real-time visibility across clients’ entire network, structured exception management workflows, and predictive analytics that inform better planning and execution.

“Ultimately, we’re not a technology company trying to learn logistics, nor are we a traditional broker trying to bolt on technology.

“We’re purpose-built to bring these elements together, combining human expertise with modern platforms and data-driven insights to deliver solutions that help our clients grow profitably while continuously improving their supply chain performance,” notes Gard.

BACKBONE OF SUPPLY CHAIN MOBILITY

With this steadfast mission in mind, Sheer is investing heavily in agentic AI capabilities and the ways in which it can address underlying data and integration challenges often experienced across the industry.

“This isn’t a single, standalone ‘AI project’ – it’s the foundational architecture that makes agentic AI in supply chains actually possible,” Gard elaborates.

A key component of this effort is the development of SheerExchange, which serves as the backbone of how data moves across its clients’ supply chains.

As such, the company has invested heavily in creating a clean, normalized, and continuously synchronized data environment that connects ERP, WMS, and TMS platforms, along with carrier systems and third-party visibility providers.

“By automating data orchestration and eliminating manual inputs, we’re able to ensure information is accurate, timely, and consistent across the network.”

Therefore, Sheer has developed the foundation for an agentic AI system that not only provides insights but ensures data is connected and can be trusted.

“Our point of view is simple: before AI can act, your data has to be ready. That’s why we’ve spent so much time building what we often refer to as the ‘plumbing’ – the integration and data infrastructure that allows intelligent systems to operate across the supply chain.

“We see the prospect of AI not as a novel feature, but as the true basis for a fundamentally different orchestration model,” Gard sets out.

SUSTAINABILITY OVERSIGHT

Sustainability has become an important priority for Sheer’s clients, and with that, the company has taken a practical, data-driven approach to helping them measure and reduce their environmental impact, particularly when it comes to Scope 3 carbon dioxide equivalent (CO2e) emissions.

A pioneer in Scope 3 reporting, Sheer continues to support clients with detailed greenhouse gas (GHG) emissions reporting, giving them a clear, defensible view of their carbon impact across their networks.

“That visibility is critical, not just for internal decision-making, but also for meeting growing expectations from customers, regulators, and investors around transparency and accountability,” says Gard.

SheerExchange is a key enabler of this capability, allowing the company to capture the underlying shipment data needed to calculate emissions accurately and consistently.

Therefore, rather than relying on estimates or disconnected datasets, Sheer’s clients benefit from a continuously synchronized, audit-ready data foundation that supports both reporting and optimization.

From there, the company puts these insights into action, using the data to help clients identify opportunities to reduce emissions intensity through smarter network design, whether that’s shifting modes from truckload to intermodal where appropriate, consolidating loads to reduce empty miles, or optimizing routing and carrier selection.

“In many cases, these initiatives don’t just lower carbon output; they also reduce cost, reinforcing our belief that sustainability and efficiency are fundamentally aligned.

“What this approach enables is confidence – our clients aren’t just reporting numbers; they understand where these numbers come from, how they’re calculated, and what actions they can take to improve them,” Gard outlines.

FOUNDATIONS FOR GROWTH

Sheer sees a very strong runway for growth in the coming years, driven by a multitude of internal investments and the evolution of the wider market.

One of its top priorities includes laying the right supply chain foundations for the increasing influence of agentic AI.

“There’s a lot of momentum in the industry around AI, but our perspective is that many organizations are moving hastily to apply it without first addressing the underlying architecture,” Gard observes.

By building on a solid foundation, the company can ensure its AI applications deliver on the promise of accelerating and improving execution.

Over time, this foundation will enable more intelligent exception management, greater automation in decision-making, and coordinated multi-agent orchestration across the supply chain.

Sheer is also continuing to invest in advancing its integration and automation capabilities through SheerExchange – expanding its analytics and control tower functionality while also building AI-enabled workflows on top of a strong, scalable foundation.

Additionally, Sheer is focused on deepening its presence within core verticals like manufacturing, consumer packaged goods (CPG), food and beverage, and chemicals, while expanding its ability to support increasingly complex, multi-region supply chains.

“Ultimately, we’re entering a period where supply chain complexity, advanced technology adoption, and broader market dynamics are all converging.

“Because of where we’ve invested and how we’re positioned, we believe Sheer is uniquely equipped to help mid-market shippers navigate that complexity, which creates a significant opportunity for continued growth,” Gard closes.

The post Sheer Logistics : Transforming Mid-market Supply Chain Performance appeared first on Supply Chain Outlook.

REAL ESTATE SOLUTIONS OF THE FUTURE

The global supply chain is one of the most dynamic and consequential fields in today’s economy.

Historically – particularly in the US – supply chain infrastructure was built around reliability and predictability. However, the sector is currently enduring a period of significant change marked by frequent disruptions and growing uncertainty.

Typically, distribution networks have been designed around the demographic center of the country, with the assumption that goods could reach virtually anywhere within five to seven business days.

This model contained a degree of built-in slack, but consumer behaviour has since shifted dramatically.

Today, delivery expectations are closer to two to three days, and if consumers do not receive products quickly enough, they are increasingly willing to choose alternatives or even lower-quality products.

This shift has forced organizations to deploy inventory more widely and position themselves closer to end consumers, which, in turn, exposes them to greater levels of disruption
and complexity.

Within this vast and complex field, CBRE provides a platform and the resources for businesses to tackle these challenges in ways that genuinely matter.

“Our company builds real estate solutions of the future to help clients, professionals, and business partners realize their potential,” introduces John Kirkman, Senior Managing Director and Supply Chain Leader at CBRE.

“From instilling confidence in today’s decisions to reimagining tomorrow’s spaces, we thrive in complex and ever-changing environments,” he establishes.

UNMATCHED CAPABILITIES

CBRE is the world’s largest commercial real estate services and investment firm and a premier provider of critical infrastructure services, operating in more than 100 countries with approximately 155,000 employees globally.

The business provides a comprehensive range of services across multiple disciplines including advisory and transactions, property management, valuation, and capital markets.

A key differentiator for CBRE is its ability to deliver end-to-end solutions through fully integrated, in-house capabilities, meaning it can support clients across the entire real estate lifecycle.

“My current role sits within the company’s supply chain advisory practice, a capability within our industrial and logistics platform. We operate at the strategic level, helping businesses design distribution networks, select optimal sites, and assess automation investments,” Kirkman explains.

“At its core, our work focuses on aligning real estate decisions with operational requirements and the customer experience our clients aim to deliver,” he adds.

From an investor and developer perspective, CBRE also advises on how assets should be designed and positioned to meet market demand and attract the right tenants over the long term.

“Having insight across both occupier and investor needs enables us to bring a more holistic view of the market.”

In what is an extremely competitive sector, another of the company’s key differentiators is the depth of its technologies and analytical capabilities combined with the breadth of its market perspective, built over many years in the industry.

Unlike some competitors who rely on outsourcing or external specialists for network study services, CBRE hosts these capabilities in-house, enabling seamless collaboration across the platform and ensuring clients receive consistent, high-quality advice.

SHAPING OUTCOMES

Kirkman believes there is an incredible amount happening in the global supply chain right now, and a growing recognition of just how critical the industry is to business’ success is emerging.

“What makes this moment particularly exciting is the convergence of traditional real estate leadership and supply chain leadership. Those conversations are happening in a much more integrated way than before, creating a real alignment between strategy and execution,” he sets out.

“We are seeing a confluence of decisions coming together at once, which is creating a unique opportunity to help shape outcomes in a meaningful way.”

Therefore, CBRE’s role is increasingly about translating a business’ strategy into a physical footprint.

A company’s infrastructure – its assets on the ground and supply chain network – is ultimately a tangible representation of its customer promise.

“How you design and operate that footprint directly determines how you meet customer expectations,” Kirkman muses.

“Being able to help clients make that leap from strategy to execution is incredibly rewarding. It’s challenging, impactful, and very real, which is what makes working in this space so energizing,” he excites.

SUSTAINABILITY AT THE CORE

Sustainability is a focus for CBRE, both internally as a business and in the way it advises its clients.

As such, the company has made a public commitment to achieve net zero emissions by 2040 – a target supported by tangible programs across its global portfolio and value chain.

These include renewable energy initiatives, sustainable procurement practices, and ongoing improvements in resource and operational efficiency.

“For our clients, sustainability has increasingly become a value creation lens rather than simply a compliance requirement,” Kirkman tells us.

“Through our energy and sustainability services, we help organizations reduce costs, mitigate risk, and create value through practical decarbonization strategies, resource optimization, and energy management and procurement, including renewables,” he expands.

Moreover, this work is becoming especially relevant as power availability emerges as a major constraint when it comes to site selection and operational planning. CBRE’s in-house Energy team helps clients navigate power procurement and energy market volatility.

From a supply chain perspective, sustainability also needs to be considered holistically, and as transportation represents the largest component of total cost of ownership for most facilities, reducing miles traveled can have a direct and measurable impact on carbon emissions.

“By helping clients rethink network design and inventory placement, we can reduce emissions while simultaneously improving service levels and operational resilience.”

Similarly, automation readiness and sustainability are also highly complementary goals – automated facilities tend to be more energy efficient, with more precise resource usage and fewer variables in day to day operations.

“This makes it easier to monitor performance in real-time and to track, manage, and reduce operational carbon emissions. Together, these factors allow clients to build supply chains that are more efficient, resilient, and sustainable over the long-term,” Kirkman asserts.

FUTURE SOLUTIONS

Ultimately, the legacy that Kirkman hopes to cement for CBRE is that it becomes synonymous with helping companies build supply chains that are truly durable.

“We’re not just building systems that are optimized for a single point in time, but networks that are resilient, automation ready, and designed around where commerce is heading – not just where it is today,” he clarifies.

“As delivery expectations continue to compress and businesses move away from five to seven day fulfilment models and toward greater immediacy, it becomes essential to anticipate future needs rather than react to current pressures.”

Recent global disruptions have exposed how brittle much of the existing supply chain infrastructure really is.

That has reinforced the need to think beyond short term fixes and focus instead on long-term performance – how assets function over time, adapt to change, and continue to serve occupiers and capital partners through multiple cycles.

“The legacy I would like us to leave is one of helping companies and investors build something better – supply chains and assets that are resilient, future proofed, and thoughtfully designed for what comes next, rather than solutions that simply address today’s challenges,” Kirkman concludes optimistically.

The post CBRE : Real Estate Solutions of the Future appeared first on Supply Chain Outlook.

CARGO AT THE CORE

Having transformed dramatically in recent years, Southern Africa’s logistics environment has shifted from a state of critical, fragmented infrastructure towards a more integrated, digitalised ecosystem designed to boost regional trade. 

“When I first entered the industry, logistics was largely transactional – moving cargo from A to B – whereas today it is strategic and integrated,” introduces Claire Clark, CCO of Nucleus Mining Logistics (NML). 

A mine is often seen as a single operation, but in reality, it functions like a complex machine made up of many interconnected parts.  

“If one component stops, everything stops – and the supply chain is one of the most critical components,” Clark adds.  

Today, mining companies require partners who understand regulatory frameworks, border dynamics, infrastructure constraints, and risk management across multiple countries.  

“The supply chain has become just as critical as the mine itself; if you cannot move equipment, reagents, or products reliably, production stops,” she outlines.  

The industry has also seen a shift from siloed service providers to full-solution logistics partners, with clients placing greater emphasis on visibility, accountability, and predictably.  

As such, logistics is no longer just support function – it’s a production enabler.  

LOGISTICS LIFECYCLE 

As a specialised mining supply chain group, NML supports complex African trade corridors, linking international suppliers to inland mining operations and onward to global markets.  

NML’s involvement in the supply chain begins at the order placement stage, assisting with supplier expedition, consolidation, and coordination of project cargo and mining reagents across sea, road, air, and multimodal transport.  

Cargo moves through NML’s regional network into the mine’s central warehouse for distribution across site operations, and the cycle continues outbound, turning trucks around with exportable metals such as copper, zinc, cobalt, and tin, to name just a few.  

The group also manages escorts where required, coordinating port offloading and distributing products internationally.  

“In simple terms, we support the entire logistics lifecycle from supplier to mine to the world,” Clark surmises.  

NML employs over 100 people, with teams positioned strategically along the corridors it serves.  

“Our client base includes mining houses, construction and engineering contractors, engineering, procurement, and construction management (EPCM) firms, equipment manufacturers, project developers, industrial suppliers, and international trading companies operating within the resources sector,” she outlines. 

To achieve this, the group operates through a structured regional network comprising several resources which, together, create an integrated corridor solution.  

“We’re not simply moving cargo across borders – we’re building stable supply chains across the region,” Clark prides.  

In addition, NML is a member of the CrossTrades Network, enabling global access to trusted logistics partners in key origin countries and seamless coordination of international supplier movements into African corridors.  

“Our business supports both long-term operational mine supply chains and large-scale project cargo movements, with structured teams across commercial, operational, compliance, and border management functions,” she details. 

TRUSTED ECOSYSTEMS 

With a strong customer-focused model, collaborative and strategic partnerships enable NML to solve the challenges facing today’s supply chain.  

“Africa cannot be serviced through a single company alone – success here is built on trusted ecosystems,” Clark emphasises.  

As such, the group partners with transporters, clearing agents, regulators, local operators, and clients themselves.  

“By integrating these relationships rather than competing against them, we remove friction points in the supply chain,” she insights. 

According to Clark, mining operations are like large machines – highly sophisticated, but dependent on many smaller moving parts working together.  

“Logistics is one of those essential cogs. When it functions correctly, production flows; when it doesn’t, the entire operation feels it. Our role is to ensure this critical hub keeps on turning. 

“Our philosophy is simple: we don’t just manage cargo – we manage it responsibly,” Clark asserts. 

As such, partnerships allow NML to proactively solve problems such as border congestion, permit delays, and infrastructure constraints before they become operational disruptions.  

With a proven track record, quality resources, strategic planning abilities, and 25+ years of experience, the group is able to deliver best-in-class logistics solutions. 

“Our experience allows us to anticipate problems rather than react to them,” Clark says. 

NML builds supply chain strategies around border realities, regulatory compliance, infrastructure limitations, risk exposure, and contingency planning.  

“Instead of promising speed, we promise reliability – which ultimately delivers speed,” she adds. 

In this way, the group has supported large mine construction projects as well as long-term operational supply chains.  

This combination grants NML the ability to design logistics that work both during ramp-up and steady-state production. 

OWNERSHIP MENTALITY 

Standing out from the competition, NML operates with an ownership mentality.  

“Whereas many logistics companies simply execute instructions, we challenge them if they introduce risk,” Clark points out.  

The group also maintains an operational presence in the regions it services, with Africa unable to be manged entirely remotely.  

Thus, its teams are strategically positioned along trade corridors, enabling real-time intervention where required.  

“Clients trust us because we communicate honestly – even when the answer is not convenient,” she reveals. 

As it continues to support supply chains into the Central African Copperbelt – one of the world’s most important critical mineral regions – NML is keen to showcase its work in the area.  

These projects are significant because they directly contribute to the global energy transition; copper and cobalt supply chains must be suitable for electrification and renewable energy development worldwide.  

“Our role is to make these operations predictable in environments that are inherently unpredictable,” Clark outlines.  

PEOPLE BUSINESS 

As it seeks to empower staff and recognise their important contributions, NML understands that logistics is a ‘people business’.  

“We invest strongly in training and upskilling because our industry evolves constantly,” Clark informs. 

As such, NML’s team is encouraged to understand the full supply chain – not just their individual role – when it comes to growing within the business.  

Indeed, many staff have been with the group since its earliest days and grown alongside it.  

A focus on teamwork and a positive working environment means individuals feel trusted to take ownership and make important decisions.  

“At NML, recognition is not only formal; it comes through responsibility, inclusion, and knowing your contribution keeps a mine running, 

“If our people grow, our group grows – simple as that,” Clark asserts. 

Elsewhere, NML participates in corporate social responsibility (CSR) practices, particularly around education, as it recognises long-term economic participation is fundamentally linked to access by quality learning.  

For this reason, its corporate social investment (CSI) initiatives are coordinated at group level, which has seen NML partner with Masibambane College and Community Centre in Johannesburg and Education Africa – an organisation specialising in early childhood development and marimba music programmes. 

“Research consistently demonstrates that early cognitive stimulation is one of the most effective interventions for improving lifelong learning ability, curiosity, and ultimately employability and entrepreneurship,” she observes.  

“Our approach is therefore not charity-driven, but capability-driven.”  

FUTURE FOCUS 

As it looks to the future, NML’s focus is on controlled growth.  

Over the past three years, the group has experienced significant expansion across its corridors and service offerings, and its objective now is to continue this trajectory in a structured and sustainable way.  

“We aim to strengthen our African corridor presence, expand our infrastructure support capabilities, deepen strategic partnerships with mines and original equipment manufacturers (OEMs), and continue building predictable supply chains in complex jurisdictions,” Clark details.  

The group has also recently undergone a rebranding process, which reflects the maturity of the business and the integrated structure it has built. 

“Our rebrand is not simply visual – it represents clarity of identity, alignment across our regional entities, and our commitment to operating as a unified supply chain partner across Africa,” she excites. 

“Growth for us is measured in reliability, not just volume.”  

One of the most humbling parts of NML’s journey so far is that its growth has been driven by people. 

“Our clients have trusted us, our service providers have supported us, our employees have carried the business forwards, and the countries we operate in have welcomed us. Relationships, partnerships, and service have been fundamental to our success,” Clark acknowledges. 

With Africa increasingly at the centre of global supply chains, particularly with a growing international focus on critical minerals from both Eastern and Western markets, its mining sector is booming. 

“Regardless of where investment originates, these mines need stable supply chains – and that is where experienced regional partners are essential. 

“We don’t believe we operate in Africa – we operate Africa,” Clark confidently concludes.

The post Nucleus Mining Logistics : Cargo at the Core appeared first on Supply Chain Outlook.

MEETING TOMORROW’S FIRE SERVICE NEEDS TODAY

Since speaking to London Fire Brigade (LFB) in March last year, the fire service operating environment across the city has changed at a pace the Brigade is working hard to tackle. 

Some of the most serious risks LFB is grappling with – including summer wildfires and 200+ e-bike and e-scooter fires in 2025 – have only recently emerged as pressing issues. 

“We have to adapt in response to these risks to ensure we are ready and prepared to protect Londoners,” attests Jonathan Smith, Commissioner. 

In response to this evolving threat profile, the Brigade has made significant changes, including improved training and new equipment.  

Yet, Smith anticipates this high-risk environment will remain for the next five to 10 years, emphasising how LFB must be relentless in how it continues to adapt and improve the provision of fire services across London.   

NAVIGATING AN UNPRECEDENTED ENVIRONMENT 

In the last 18 months, LFB’s firefighters have come up against an unprecedented variety of hazards, including issues in the built environment, impacts of climate change, threats from terrorism and hostile state actors, or even the pace of technological change. 

These factors all point to the fact firefighting has evolved to become a highly complex and multifaceted role. 

This is compounded by the fact LFB operates in a national context with pressures on public finances, causing the Brigade to think carefully about how it can operate as efficiently as possible when responding to risk. 

Promoted to the role of Commissioner in July last year, Smith is hoping to overcome such unparallelled and extensive challenges by first looking inwards. 

“As Commissioner, my focus is on continuing to develop a culture of high professional standards across every part of the organisation, which will underpin how we respond to the challenges we face,” he states.

Indeed, LFB strives to tackle these obstacles head on in a number of ways. 

Firstly, the Brigade is being more intelligent about how it delivers fire services and improving how it deploys its resources towards areas of higher risk. 

On top of this, the organisation is continuing to refine its training offerings to better reflect the scale of risk its staff face. 

“We are also further developing our professional infrastructure to ensure we have modern systems that are effective and support staff who are delivering our service across communities. 

“This has to be the priority as it is the only way we can keep pace with the complex and changing environment our firefighters operate in,” Smith urges.

KEEPING LONDONERS SAFE 

LFB has worked diligently over the last two years to deliver significant, urgent change. 

For instance, in March 2024, the organisation completed the last of the recommendations from Phase 1 of the Grenfell Tower Inquiry (GTI), which transformed how the fire service sector nationwide responds to incidents in high-rise buildings.  

This included changes to firefighter training, improved processes for managing major incidents, and the introduction of innovative technology. 

More broadly, LFB’s progress has also been recognised by His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS), which found the Brigade had improved in 10 out of 11 required areas in a report published in November 2024. 

“As well as identifying that we are outstanding in how we respond to major incidents, HMICFRS also acknowledged improvements across areas like our operational response and how we understand risk, prevent fires, and make best use of our resources,” Smith says. 

“We are committed to being a learning organisation and must maintain our focus on continuing to drive positive improvement.” 

This will include completing recommendations directed towards LFB in Phase 2 of the GTI, which is expected to conclude later this year. 

TRUST AND TRANSPARENCY  

Maintaining the trust of local communities across London is central to LFB’s ability to carry out its role in serving and protecting the public. 

“A huge part of what we do is trying to prevent fires and other incidents from occurring in the first place,” says Smith. 

“The only way to do this is by meeting our communities where they are, understanding their concerns, and providing them with the information they need to help keep themselves safe in an accessible way.”   

In recent years, LFB has made real strides in the way it achieves this. 

For example, it created a central team equipped with specialist community engagement experience that supports the delivery of outreach initiatives across boroughs. 

LFB is likewise supported by its Community Forum, which comprises local volunteers with a diverse range of backgrounds, some of which have lived experience of fires. 

“They provide us with critical scrutiny and support to improve the work we do,” Smith states. 

The Brigade also measures its performance through trust gained from local communities, which it tracks using polling methods. 

“I am pleased to say that public trust in LFB is in a good place. However, we cannot be complacent; we must continue to improve the way in which we engage and deliver our services,” Smith acknowledges.

SMARTER PUBLIC SERVICE  

LFB stands at a pivotal moment as it considers how best to take advantage of technology to make its service more effective and efficient. 

“Our use of artificial intelligence (AI) is part of this, and we have tracked productivity improvements in some areas where it is being used. 

“There is still a huge amount of technological potential we are exploring, and we want to work collaboratively with colleagues across the public sector to understand how we can safely make use of AI to deliver the greatest outcomes,” Smith states. 

However, improvements in technology go far beyond the realms of AI as LFB also considers what kind of kit and equipment it can introduce to best support its firefighters. 

For instance, it recently rolled out a frontline drone capability which provides measurable benefits in situational awareness for incident commanders. 

“That is just the start of what we might be able to use drones for in the future, and we’re continuing to explore what is currently in use by public services both in the UK and internationally.” 

The Brigade is likewise reviewing the personal protective equipment (PPE) it provides to firefighters, as it strives to take advantage of the developments in protection from contaminants – a hazard which firefighters regularly face. 

“The pace of technological change presents huge opportunities, and we must continuously assess what we can adopt to best equip our people to do their jobs, which will ultimately result in improved outcomes for the people of London,” Smith closes.

The post London Fire Brigade : Meeting Tomorrow’s Fire Service Needs Today appeared first on Supply Chain Outlook.

ON THE RIGHT TRACK TO SHAPE URBAN TRANSPORT

Through its mission to ‘Keep Cities Moving’, MTR Corporation (MTR) connects communities, fosters economic growth, and supports sustainable development.

We revisit the company, where new CEO Jeny Yeung expresses her honour in being appointed to the role.

“It’s a significant responsibility and, as such, one of my priorities is delivering new railway projects in the cities we serve. In Hong Kong, we are in a major new growth phase with six new projects underway,” she states.

“These projects are crucial to the strategic development of communities; thus, effective delivery and financial management are of the utmost importance.”

With investment standing at over AUD$25 billion, MTR aims to deliver the projects between 2027 and 2034.

“In parallel, we are looking at ways we can continuously enhance our services in Hong Kong and beyond, harnessing innovation and technology to drive smarter, more efficient operations and provide better customer service,” Yeung sets out.

“We aim to continuously improve our reliability, safety, and productivity across all our networks, ensuring sustainability, resource efficiency, and social responsibility.”

Having been present in Australia since 2009, MTR now operates in Sydney and Melbourne through its majority-owned subsidiaries, Metro Trains Sydney (MTS) and Metro Trains Melbourne (MTM) respectively, and is committed to world-class service across the two cities.

Together with a strong team of 7,000 predominantly local staff, there have been progressive enhancements to train services and network expansion.

“I recently enjoyed visiting Australia, engaging with colleagues and key stakeholders, and experiencing new services, like the Sydney Metro M1 line and the Metro Tunnel in Melbourne,” says Yeung.

The country is an important market for MTR and MTR has worked there for 17 years. Yeung was eager to make it one of her first stops after becoming CEO.

“MTR is built on a commitment to reliable, safe and efficient railway service, which forms the foundation of the trust we have earned from passengers and partners around the world. Our partnership with Australia dates back to 2009; throughout the years, we have combined local partnerships with ideas from MTR’s global network to create better journeys for the population we serve.

“We are excited to continue to take the partnership forward, particularly in refranchising, new metro lines, and station precinct development, where we do not just provide reliable, safe, efficient and quality trips, but also enhance the communities,” she declares.

Recently, the company issued a landmark AUD$2 billion green bond – historically, the largest of its kind.

“This success demonstrates the strength of our international story – global investors are confident in

MTR’s sustainability agenda because they see the quality of our networks,” Yeung emphasises.

EXPANDING GLOBAL REACH

Developing international and Mainland China businesses is one of three strategic pillars of MTR’s corporate strategy.

In recent decades, the company has leveraged its Hong Kong expertise in major cities across Mainland China, Australia, the UK, and Sweden through public-private partnerships (PPPs), build-operate-transfer (BOT) concessions, and operations and maintenance (O&M) concessions.

“In cities like London, Stockholm, and Melbourne, we have improved existing networks, enhancing punctuality, reliability, and customer satisfaction, which shapes our mindset in Australia, where we are planning long-term network transformation rather than just short-term contract compliance,” Yeung discusses.

MTM and MTS are excelling, with MTM exceeding 92 percent on-time performance and MTS achieving over 99 percent on-time performance and nearly 99 percent customer satisfaction.

These benchmarks shape MTR’s Australian targets, where on-time performance was comparatively only 86.5 percent at the time MTM took up the operations of the Melbourne network.

Furthermore, the company’s global presence allows for knowledge sharing across teams, strengthening the talents’ capabilities.

“We are proud to have built and operated one of the world’s most reliable urban railways in Hong Kong for over four decades, now carrying over 5.5 million passenger trips per day with a consistent on-time

performance of around 99.9 percent. “This record has underpinned

the city’s growth and boosted MTR’s credibility for international expansion,” notes Yeung.

Another significant achievement is MTR’s Rail plus Property model, which has provided over 100,000 residential units and two million square metres of commercial space near stations, fostering integrated communities whilst financing new rail lines sustainably.

“We are proud to have carried the MTR DNA abroad, expanding our portfolio to nearly 1,000 kilometres (km) of rail operations and showcasing our expertise in contributing to the growth of other cities,” she prides.

MTR’s transformation into a smart mobility company is highlighted by awards for AI-enabled customer solutions, such as the MTR Care App and its artificial intelligence (AI) station assistant, as well as international recognition for crowd management innovations at Kai Tak Sports Park, a brand-new mega event compound that houses, amongst other venues, a main stadium with a capacity of 50,000 spectators in Hong Kong.

Additionally, the Sydney Metro M1 line, Australia’s first fully automated metro, represents another milestone that demonstrates the company’s long-term performance and ongoing ability to evolve.

ENHANCING THE PASSENGER EXPERIENCE

MTR’s next-generation metro trains will offer a more intuitive and comfortable environment, with open interiors, improved lighting, clearer dynamic route maps, and real-time information, for safer, easier journeys.

They will also feature advanced on-board systems and remote condition monitoring to detect issues early, enhance maintenance planning and ensure reliable service for passengers.

“We’re building on MTR’s extensive and proven experience in operating and renewing fleets on one of the world’s busiest railway networks in Hong Kong. This highly demanding discipline, coupled with a strong customer focus that is integral to MTR, will be applied to the Sydney Metro M1 line and the future Sydney Metro West line,” Yeung informs.

“Passengers on the Sydney Metro M1 line already enjoy features like open gangways, clear real-time information, and level boarding on a fully automated metro. MTR will continue to provide inputs in refining train interiors, information systems, and maintenance for reliability and modernity.”

In developing Sydney Metro West, we will draw from our experience in train introductions in Hong Kong, with clear focuses on live network testing, staff training, and early customer engagement to ensure a smooth integration and an enhanced experience.

“In Hong Kong, we’re rolling out a new generation of digital tools to enhance the railway experience for customers, whilst improving system efficiency.

“Additionally, we’re using AI to predict ridership and manage crowds at major events in Kai Tak Sports Park, which holds over 50,000 people. Our crowd-diversion system analyses billions of data points to optimise train frequencies and station operations with nearly 90 percent accuracy, providing visual alerts to staff and ensuring smooth travel for passengers,” details Yeung.

MTR now offers real-time next train arrival information across the network and is expanding live crowding indicators, helping customers choose when and where to board, whilst optimising train deployment and improving on-time performance.

INNOVATING URBAN RAIL

Operating Melbourne’s large and complex urban rail network, MTM transports hundreds of thousands of people daily across 17 lines and over 200 stations, into the heart of the central business district (CBD).

“We safely and reliably run the heavy rail system in Melbourne whilst modernising it in stages – integrating new tunnels, timetables, and technology – all on a live network that the city depends on.

“We are orchestrating a highly intricate, mixed-traffic network and are committed to delivering a predictable, high-quality service for passengers,” explains Yeung.

Sydney Metro, the first fully automated metro in Australia, emphasises turn-up-and-go convenience, state-of-the-art signalling, and the deployment of platform screen doors to enhance safety and efficiency.

The sustained growth in patronage, together with high customer satisfaction, provides clear evidence of passengers’ strong endorsement of the reliable, clean, and safe service delivered by MTS.

Both showcase professionalism in managing a high-demand suburban network.

Staying competitive in the international rail market by prioritising safety, reliability, and customer care is central to the MTR brand.

“We are investing heavily in digital technology, data, and automation, from predictive maintenance to real-time operations control, always ensuring the journey is easier, safer, and more seamless for our customers.

“Our AI assistant, ‘Tracy’, in Hong Kong helps passengers navigate trips more intuitively, and real-time indicators inform them about train crowding. Our global presence fosters a continuous learning loop, allowing us to apply insights from one city to another,” Yeung points out.

MTR actively listens to feedback, using customer insights to shape everything from timetable design to wayfinding and accessibility, rather than treating them as after-the-fact metrics.

Ultimately, the company’s competitive edge lies in its combination of world-class engineering, operational discipline, and a human focus, allowing adaptation as the transport sector evolves.

“At home in Hong Kong, we are long-term city builders, whereas internationally, our vision is to embed our DNA of safety, reliability, and customer focus to both brownfield and greenfield projects.”

In markets like Melbourne and Sydney, MTR utilises its global playbook – from digital operations to customer experience – to assist governments in delivering step-change improvements, whilst diversifying its earnings.

“This year, during my visit to Australia, I learned more about the growth and evolution of its cities, and how crucial public transport will be to keeping communities connected,” reveals Yeung.

For MTR, Australia represents both a responsibility to sustain the trust

of passengers and government and opportunities in refranchising, new metro lines, and station precinct development.

“We aim to combine local partnerships with MTR’s global expertise to enhance journeys and communities,” she tells us.

A VISION FOR DEVELOPMENT

MTR aims to achieve more milestones and make even greater contributions to Australia’s future railway development.

“We are proud to have collaborated with state authorities on the smooth launch of city-shaping railway services like the Metro Tunnel in Melbourne and Sydney Metro,” Yeung outlines.

“Our global experience and focus on customer needs, operational excellence, quality assurance, and safety-first principles have been integral to our projects, and it continues to drive our work in Australia.”

In Sydney, working with the New South Wales (NSW) government, MTR will open the Southwest Metro, extending the Sydney Metro M1 line from Sydenham to Bankstown later this year.

Additionally, the company has submitted a bid for the Sydney Metro Parramatta integrated station development and has recently

been awarded the trains, systems, maintenance, and operations (TSMO) contract for Sydney Metro West.

This will connect Sydney’s CBD to Parramatta with a 24-km underground line featuring next-generation driverless trains and nine new stations, set to open in 2032.

Yeung’s priority will remain delivering a safe and reliable railway service whilst introducing digital advancements and a customer-centric business, using AI and data

to maximise efficiency, and provide passengers with real-time information and seamless journeys.

“Outside Hong Kong, we will deepen our market footprint in Australia, Europe, and Mainland China, focusing on leveraging our integrated rail and property capabilities and brownfield-upgrade experience, creating value for governments, communities, and shareholders.

“Sustainability and people underpin our plans – decarbonising operations, making our stations and trains more inclusive, and developing future MTR leaders to ensure long-term success,” Yeung concludes.

MTR CORPORATION AUSTRALIA PARTNER

The post MTR Corporation : On the Right Track to Shape Urban Transport appeared first on Supply Chain Outlook.

BELIZE TRADE AND INVESTMENT SPOTLIGHT

Since 2024, Belize has seen continued economic growth, primarily driven by tourism, a strong business process outsourcing (BPO) sector, and consistent performance in agriculture.  

Tourism remains the primary source of foreign currency, with the sector directly contributing to around 12 percent of GDP and employing an average of one in four Belizeans.  

In addition, BPOs continue to offer stable, well-paid jobs for young professionals and graduates, with an estimated 20,000+ people employed by the sector.  

As a result, unemployment hit just 2.1 percent in September 2024, further decreasing to 1.9 percent the following September, reflecting a historically low rate for the country.  

The agriculture industry, meanwhile, has always provided a key source of livelihood for Belizeans as more than half the population live in rural areas, capitalizing on the country’s abundance of sugar, bananas, citrus, and seafood as its primary exports.  

Today, agriculture plays a central role in Belize’s Medium-Term Development Strategy (MTDS) 2022-2026 as a driver of economic growth and food security.  

As such, the Ministry of Agriculture, Food Security, and New Growth Industries is looking to align the sector more closely with MTDS to ensure increased, sustained, and diverse production for the years ahead – building resilience against climate change and developing regional trade policies. 

Elsewhere, Belize’s blue economy, which champions sustainable development and the responsible use of coastal resources to drive economic growth, continues to thrive and has even been leveraged to afford national economic prosperity.  

A Blue Bond transaction in 2021, for example, enabled the country to significantly reduce national debt while generating $180 million for marine conservation in the country. 

Looking ahead, Belize’s economy is poised for continued growth and on track to deliver on the expectations set out in Horizon 2030 – a national development framework launched in 2010 – which calls for a resilient, sustainable, and inclusive economy that embraces and promotes key productive sectors and the blue economy.   

Q&A WITH ISHMAEL QUIROZ, EXECUTIVE DIRECTOR, THE BELIZE TRADE AND INVESTMENT DEVELOPMENT SERVICE

We revisit the Belize Trade and Investment Development Service with Ishmael Quiroz, Executive Director, who updates us on how the nation’s economy has evolved over the past 18 months and why the organization is poised to support value creation through targeted investments, export development, and workforce readiness 

In light of the Belize Trade and Investment Development Service’s 25th anniversary in 2025, could you outline your continued focus on business development, investment, and coastal community empowerment?

Ishmael Quiroz, Executive Director (IQ): As the Belize Trade and Investment Development Service (BELTRAIDE) marks its 25th anniversary, our focus remains firmly anchored in building a resilient, inclusive, and diversified economy.  

Over the years, our mandate may have evolved, but our core mission remains consistent – to support Belizean businesses both locally and abroad, attract responsible investment, and ensure that economic growth translates into real opportunities for communities.  

In recent years, we’ve placed deliberate emphasis on empowering coastal and rural communities through targeted support in the blue, green, and orange economies. 

This has included capacity-building initiatives such as maritime-related training, sustainable livelihood programs linked to tourism and fisheries, and support for environmentally responsible enterprises. 

Our green enterprise efforts are complemented by the other services we provide, including investment facilitation and micro, small, and medium-sized enterprise (MSME) development, export readiness, and support for strategic partnerships.  

We cannot deliver these transformative initiatives alone, making openness to partnership essential. Together, this ensures that local communities are not merely participants, but true beneficiaries of Belize’s development trajectory.

What is your updated take on Belize’s economy? What challenges or opportunities have you encountered since we last spoke?

IQ: Belize’s economy continues to show strong resilience, particularly in the tourism, agriculture, and emerging services-based sectors. 

Post-COVID-19 pandemic recovery has been encouraging – we’ve seen among the strongest rates of growth in comparison to some of our regional counterparts, and we’re seeing renewed investor interest alongside steady growth in entrepreneurship, signaling confidence by domestic investment. 

At the same time, the global economy presents challenges, including inflationary pressures, supply chain disruptions, the impact of external tariffs, and trade dynamics. 

The effect this has on import costs and competitiveness is real, but these challenges also create opportunities, and we see growing momentum around economic diversification, value-added production, renewable energy, agro-processing, digital services, and creative industries. 

Agri-processing continues to innovate, digital services have seen quite impressive growth, and excitingly, the creative and cultural industries have seen a renaissance for the first time.  

These sectors, especially the revival of the creative and cultural industries, have seen a lot of support, appreciation, and respect which our artists, artisans, and musicians really benefit from.  

All of this is underscored by the steady growth of MSMEs, which we’ve made great efforts to formalize. 

So, Belize is well-positioned to continue to attract investors seeking stable markets, sustainable development models, and access to regional and international markets. 

Our role at BELTRAIDE is to help businesses and investors navigate the fluid shifts that continue to surface while still strengthening local capacity to compete and grow. 

Can you tell us more about the INVESTBelize Magazine, highlighting Belize’s current investment climate, success stories, and opportunities? What’s in store for the next issue?

IQ: This year, we will produce the ninth edition of INVESTBelize Magazine, which has become a strategic platform for showcasing Belize as an investment destination. 

It highlights the country’s strengths, priority sectors, policies, environment, and stories from real businesses and investors that are doing great things.  

The magazine also plays an important role in communicating opportunities for diversification, including the green, blue, and orange economies.  

As we’re guided by those pathways, the upcoming issue will continue with this focus, but place stronger emphasis on sustainable investment, innovation, and emerging sectors. 

In Belize, there seems to be local talent for things like digital service provision, and we are already exporting software development and other high-tech skills, which we intend to grow.   

We need to employ skilled people in those areas here and, of course, encourage and inspire the younger generation to continue to train up.  

The upcoming issue will continue this focus, with stronger emphasis on sustainable investment, innovation, and emerging sectors. Readers can expect deeper insights into priority industries, profiles of successful local and international investors, and forward-looking perspectives on Belize’s economic direction. The aim is to provide both inspiration and practical information for investors and entrepreneurs alike.  

And of course, INVESTBelize Magazine is the medium through which we showcase the Belize government’s forward-thinking, pro-business policies that are delivering positive impact. 

You launched the 2025–2026 Training Calendar to empower entrepreneurs and boost business skills last year. How is the program creating opportunities for Belizeans to build business capacity?

IQ: The 2025–2026 Training Calendar forms part of BELTRAIDE’s long-standing approach to business development and has been implemented on a fiscal-year basis since 2012.   

Each year, the calendar is carefully designed to respond to the evolving needs of entrepreneurs at different stages of ideas and growth, from early-stage start-ups to more established enterprises seeking to scale, export, or attract investment. 

The calendar consolidates training and capacity-building programs delivered across the BELTRAIDE ecosystem, including offerings from the Small Business Development Centre (SBDCBelize) and the Belize Training and Employment Centre (BTEC), along with introductory export training from EXPORTBelize and investment information sessions led by BelizeINVEST, particularly on the Government of Belize’s incentives program. 

Delivered through a hybrid format, both in person and online, and implemented countrywide, the training calendar strengthens core business skills such as financial management, marketing, digital tools, sustainability practices, and export readiness.  

Importantly, these sessions are designed to produce practical outcomes, including stronger business formalization, improved access to finance, increased competitiveness, and better preparedness for investment and market expansion. By operating on a consistent annual fiscal cycle, the calendar ensures that capacity building remains accessible, structured, and aligned with national development priorities.   

Each year, around the budget, we leverage what other ministries and public agencies might have available in terms of financial resources to deliver in their respective areas of expertise. 

BELTRAIDE is currently involved in supporting the development of Belize’s country brand – a national identity that authentically represents its people, culture, environment, and investment potential. Can you tell us more?

IQ: We’re exceptionally excited about this – it is a tremendous privilege to be the lead coordinator.  

Supporting the development of Belize’s country brand is about creating a clear, unified way for Belize to present itself to the world while strengthening national identity at home. The country brand is designed as a long-term national asset that aligns how Belize is perceived, represented, and recognized across investment promotion, export development, and cultural engagement.   

The strategy operates through a dual system. BELIZE serves as the official brand for international representation, bringing exports, investment attraction, and cultural diplomacy under one authoritative identity.  

BELIZEAN complements this by fostering domestic ownership, cultural connection, and national pride. Together, they ensure Belize communicates with consistency, credibility, and authenticity. 

There are also three pillars of the brand: 

• The Blue and Green Vanguard – Focuses on Belize as a global leader in environmental stewardship and sustainability. 
• A Living Mosaic – Represents our country’s many cultures and traditions, woven together by shared values and pride. 
• The Uncurated Experience – Showcases Belize’s real, human, and authentic shaped by lived experiences, particularly in tourism. 

BELTRAIDE’s role is to help operationalize the brand so it supports economic competitiveness, reduces fragmentation, and builds confidence among investors, buyers, and partners.   

Applied consistently across platforms and markets, the country brand strengthens Belize’s reputation as a destination for sustainable, responsible, and high-quality opportunities while remaining grounded in who Belizeans are and what they value. 

Last time we spoke, you told us Belize was poised to continue pioneering blue, green, and orange economy approaches. Is this still the case? 

IQ: Belize is the leader in blue, green, and orange economy development.  

Our marine and coastal resources and the protection and conservation of this rich biodiversity – alongside our cultural and creative heritage – provide a strong foundation supported by continued policy alignment and institutional support.   

We’re poised to double down on that pathway and are in the process of collaborating with the National Institute of Culture and History and other partners on a national cultural policy, which will help focus our energies and where we invest in terms of cultural development.  

We saw an exciting recent development in December when Belize’s Krismos Bram and Sambai were inscribed on UNESCO’s Representative List of the Intangible Cultural Heritage of Humanity – a recognition of how culturally unique and rich Belize is. 

BELTRAIDE continues to advance this agenda through specific initiatives such as sustainable livelihood programs in coastal and rural communities and general support for environmentally responsible enterprises.   

Within the orange economy, BELTRAIDE has supported creative industries by working with music and cultural entrepreneurs to strengthen the business side of what they do, such as business formalization, branding, marketing, intellectual property, and income generation using digital technology and innovation. 

We have policies in place to help the private sector connect with this service provision, so we’re excited to continue that work. As a lover of the arts myself, I’m very excited to be involved. 

Looking to the future, what are BELTRAIDE’s key priorities and how do you see Belize’s economy continuing to evolve?

IQ: You’re perhaps the first outside of BELTRAIDE to know that we’re now equipped with a fresh-out-of-the-oven strategic plan that will cover 2026 to 2031.  

It’s been designed to transform the organization, elevating our work through focus, consistency, and collaboration.  

The rationale and need for it is that we live in a changing world and need to know what our strategy is going to be if we are to remain relevant and meet the needs of our people. 

The purpose of the strategic plan is all about refocusing and investing where we need to.  

Looking ahead, our priorities include deepening support for MSMEs, strengthening investment facilitation, and improving the way we deliver this.  

We’re looking to have a faster turnaround time so investors can run with their ideas – encouraging local investment, expanding export readiness, and growing the emphasis on innovation, digitalization, and sustainable business models. 

We’re also focused on improving coordination across the national ecosystem, so programs and investments are aligned and responsive to market needs. 

The Belize Investment Summit 2025 was hugely successful, and the outcomes of it have helped refine this approach in terms of connecting people to opportunities. 

Just by identifying priority sectors and opportunities that are unique to Belize – including investor interest in sustainable tourism, agribusiness, renewable energy, and the creative industries – together with the development of niche, high-value products for the export market, we’re looking to drive growth.  

At the same time, there is the need to strengthen Belize’s labor force by aligning skills development and training with the evolving needs of all these sectors. 

As our economy continues to diversify and build resilience, BELTRAIDE will continue to play a central role in supporting value creation through targeted investments, export development, and workforce readiness that enables inclusive and environmentally responsible growth.  

While significant progress has been made in advancing sustainability, there remains important work ahead to deepen and expand our impact. Our role as a nation and as a people is to lead by example.  

By demonstrating what is possible through initiatives such as blue bonds and nature swaps, we not only safeguard our own future, but also inspire other countries to act, creating a powerful, collective force for the protection of our planet. 

BELIZE TRADE AND INVESTMENT DEVELOPMENT SERVICES PARTNERS

The post Belize Trade and Investment Development Service : Spotlight appeared first on Supply Chain Outlook.

THE FUTURE OF INNOVATION IN AUTOMATION

Since TGW Logistics’ (TGW) last conversation with us, it has introduced a new executive team comprising five leaders with over 70 years of combined experience, including individuals from global roles and those with deep roots in the North American market. 

Their diverse backgrounds create a strong blend of perspectives and local understanding, helping align TGW’s identity and values with the region’s specific needs. 

“We have been focusing on increasing our team’s expertise, streamlining the way we work, understanding industry trends, and consulting our customers on their actual needs,” opens Stipe Galic, Vice President of Business Development. 

“At the same time, strengthening relationships with existing customers is essential to our success, ensuring they feel like true partners and receive what they deserve.” 

By emphasizing seamless implementation and service, TGW has made significant progress through cultural change and organizational adjustments, resulting in a fivefold increase in pipeline and substantial growth in order intake. 

The company’s primary strategy was to accelerate its North American business, resulting in order intake nearly 10 times higher than it was two and a half years ago.  

“The automation market in North America was already established, and we positioned ourselves to leverage that opportunity fully.”   

To build a robust market presence, TGW is integrating marketing, business development, and solution consulting while engaging target accounts to help potential customers recognize collaboration opportunities. 

“Business development is about expertise and being present in the right places. We live by two principles: ‘without know-how, you are nobody’, and ‘time is the most precious resource – therefore every touch point with TGW should be valuable for customers’,” insights Galic. 

SEAMLESS INTEGRATION  

The concept of TGW as a boutique automation integrator reflects the company’s identity and its approach to the market. 

Operating as a foundation-owned company, it reinvests profits and allocates a third to its non-profit organization to fund social projects for young people.  

Furthermore, its structure emphasizes long-term growth over short-term financial results, enabling strategic planning across mid- and long-term horizons.  

“We aim to co-create the future of supply chains; therefore, the term boutique fits us well, as we carefully choose our focus areas, portfolio elements, and partnerships,” states Galic. 

Focusing on select industry segments, TGW aims to excel in integration rather than spread itself too thin.  

The company enhances fulfillment by evolving its technology portfolio, offering solutions from entry-level to high-performance systems in the goods-to-person segment.  

Additionally, TGW covers solutions in the area of goods-to-person, automated case handling, mixed-case palletizing, mobile robotics, and robotic picking, with a strong emphasis on software integration for a cohesive, future-ready system. 

“The key shift in automation is prioritizing a holistic view and seamless integration over cutting-edge technologies. This minimizes the risk of isolated automation systems failing in operations.   

“Ultimately, being a boutique automation integrator means choosing your fields of expertise and a defined way how you deal with your ecosystem partners and customers,” Galic expresses.  

For TGW, the long-term strategy revolves around enhancing consumer experiences through  building solutions that improve the overall process and not just selling technology. 

One of the benefits of automation is to address labor scarcity and spatial limitations. However, the bigger impact is on overall company performance, as it enables higher efficiency, consistent service levels, and greater customer satisfaction and loyalty.  

“Automation provides the operational backbone to meet rising expectations for speed, accuracy, and flexibility, enabling companies to serve end consumers better and strengthen their brands.  

“By optimizing facilities and downstream processes – such as delivery routes and store replenishment – it boosts supply chain performance.  

“Without it, companies risk losing market share and customer loyalty, thereby limiting their ability to meet market expectations. As such, strategic planning and some bold decision in terms of automation is crucial to prepare for future challenges and opportunities,” Galic outlines.  

THE TRANSFORMATIVE POWER OF AUTOMATION  

Galic acknowledges that automation involves both efficiency and people, with the latter often proving more challenging.  

“Skepticism is almost guaranteed with automation – questions, fear, and resistance often arise. This reaction makes sense because it directly impacts real people and routines,” he points out.  

“However, when implemented correctly, automation can enhance working conditions while maintaining business efficiency.”   

He shares a positive example from one of TGW’s customers, where an employee felt they could work several more years due to a new goods-to-person system that alleviated physical strain.  

Moreover, Galic, whose mother worked in warehouses and faced similar exhaustion, emphasizes that automation can free workers from repetitive tasks, allowing them to focus on valuable contributions that enhance the customer experience and strengthen the brand.  

“If automation enables people to leave their shift less exhausted and more focused on delivering customer value, it is not just an efficiency initiative – it can also be a human-centric one.”  

Combining the two worlds unites innovation and people, highlighting the importance of ‘and’ over ‘either/or’.  

Although the level of automation remains industry-dependent, it is expected to significantly impact facility operations in the future.  

“In some sectors, fully automated ‘dark’ warehouses will emerge, but most will remain a mix of people, machines, and intelligent software.”   

Galic envisions future distribution centers as great working environments, with strong collaboration between humans and robots, focused on value-added services and customization. 

He believes these centers will evolve from cost centers to strategic assets, where technology, data, and human creativity drive service and differentiation. 

“In the future, distribution centers will be smarter, more flexible, and far more connected to customers than ever before,” he predicts.

REVOLUTIONIZING MARKETING  

TGW is advancing several marketing initiatives centered around three primary pillars: advertising, customer events and experiences, and consulting on automation journeys. 

“The goal is to connect to customers via any channel they want to engage while also telling our story very clearly. For years, we were seen as the industry’s best-kept secret. 

“To achieve ambitious growth targets – especially when the goal is to outperform the market by up to two times – we need to be more proactive and strategic about our presence,” urges Galic.  

By investing in dynamic advertising avenues, from digital marketing to podcasts, TGW has created a ‘pinball content ecosystem’ that ensures customers engage with the company in different ways across various channels and from a variety of perspectives. 

This multidimensional approach reflects the diverse needs and preferences of its audience, connecting with a wider range of consumers and resonating with their interests.  

While traditionally attending large automation trade shows, TGW has consciously opted out of certain events to prioritize value.   

As such, the company now hosts experience events, creating platforms for genuine business exchange and networking to better connect with customers through meaningful conversations.  

“When making decisions on projects worth millions, trust in your collaborators is essential. Traditional trade shows can fall short of fostering deep, long-term relationships, even though they are useful for new technology launches.  

“This is why TGW established Campfire Talk as the centerpiece of its event strategy. 

“We are a people-oriented business, and customers now view our choices as bold and smart, eagerly asking when the next one will be,” notes Galic.  

When consulting on automation journeys, TGW emphasizes understanding its clients’ specific needs and situations without pushing for sales.  

“The aim is to share expertise and guide clients, highlighting our role as an automation integrator and recognizing their unique paths toward transformation, adapting our approach accordingly. 

“We want to be seen as true experts who prioritize the customers’ best interests, not just short-term gains,” claims Galic. 

SUSTAINABLE GROWTH STRATEGIES 

TGW focuses its efforts on key industries, entering new sectors only when it has the potential to become a leading player. 

“Our front-end teams are organized by industry to achieve the necessary level of expertise. Equally, we foster a culture of cross-industry knowledge exchange,” Galic highlights. 

This approach has been vital to TGW’s success and will remain central to its strategy. Furthermore, North America is experiencing faster growth than Europe, presenting strong potential.  

“We are on a great path with existing and new customers, many of whom are now an integral part of the TGW family.  

“Delivering projects on time and within budget is our top priority and essential for our goal of becoming the leading project delivery company,” he expands.  

Another key focus is TGW’s service organization, which supports customers across North America.  

“We unlock long-term value for our customers and ensure they get the most out of their automation systems by utilizing data and our expert maintenance teams. To achieve this, we work closely with our customers to put together the best maintenance package for their needs,” Galic specifies. 

“Typically, that’s a mix of on-site maintenance, remote services, spare parts support, and regular consulting based on data and performance insights. These Lifetime Services team members are integrated into the customer’s teams to create transparency and deliver daily, long-term success.” 

This approach fosters on-site stability and reduces cost and maintenance risk for customers, enabling a relationship built on trust.  

 “We emphasize focus, expertise, purposeful consulting, creativity, honoring commitments, and high-level execution. Adapting our structure while maintaining customer relationships is essential.”  

 Galic’s earnest advice is to select automation partners with genuine commitment, stability, strong ownership, and long-term service and support.  

“Consider company structure, sales potential, and profit distribution, not just leadership and project teams. Our future will be more volatile and unpredictable, and technology will evolve rapidly – the key is having a reliable partner who won’t suddenly change direction.  

“Customers should seek a company with strong ownership that is committed to serving its customers and people and ready to support them through every step of their journey,” he concludes emphatically.

The post TGW Logistics : The Future of Innovation in Automation appeared first on Supply Chain Outlook.

SPOTLIGHT ON EAST AND SOUTHERN AFRICAN PORTS

Flanked by the Indian and Atlantic Oceans, East and Southern Africa boast an abundance of aquatic and marine resources, which are increasingly being tapped into for global trade commerce and economic growth.  

Indeed, the two regions place high dependency on international exports of raw materials, whilst relying heavily on imports of food, manufactured goods, and fuel from neighbouring areas. 

Yet, compared to their international shipping counterparts, East and Southern Africa face challenges in infrastructure development and the effective communication of maritime information, which impede on sustainable development and economic diversification.  

In addition, despite handing millions of tonnes (t) of freight per year, many ports still use ageing infrastructure which, compounded by limited berth space and cargo handling facilities, results in high congestion, waiting times, and costs.  

As such, the industry is calling for increased infrastructure development, optimisation of fundamental processes, and implementation of modern technologies.  

In response to these challenges, governments in East and Southern Africa, as well as external private investors, have funnelled money into expanding port space and improving container handling technology.  

These investments, together with streamlined bureaucratic processes, are paving the way for greater efficiencies and gradual modernisation.  

This is demonstrated by the rise of sustainability-driven practices and a growing focus on reducing carbon emissions, particularly within Southern African port activity.  

In East Africa, the port logistics industry is enjoying significant investment that is funding digital customs systems and multimodal transport corridors.  

Within this context, ports in East and Southern Africa are increasingly becoming key hubs for trade between Europe and the Middle East.  

UNITING THE CONTINENT 

The main ports across Southern Africa include the Port of Durban, South Africa’s most active container port, which processes 2.7 million twenty-foot equivalent units (TEUs) and is fitted with modern container handling facilities.  

The Ports of Cape Town and Port Elizabeth likewise enjoy cutting-edge logistics equipment, with the former primarily focused on the exportation of agricultural products using advanced cold storage facilities and the latter integral to trade between Europe and Asia, populated with automotive and bulk commodity terminals.  

Elsewhere in Southern Africa, the Port of Beira in Mozambique is used by neighbouring Zimbabwe and Zambia and has recently enjoyed a flurry of investment to advance its efficiency.  

Over in East Africa, the Port of Mombasa in Kenya is the region’s largest port, handling over 25 million t of cargo annually across Kenya, Uganda, Rwanda, and South Sudan.  

In Tanzania, meanwhile, the Port of Dar es Salaam acts as a gateway for trade across Africa’s Central Corridor, granting access to imported goods for landlocked countries across the continent including Rwanda, Burundi, and Uganda.  

The African Continental Free Trade Area (AfCFTA), established in 2019, has further boosted inter-regional trade throughout the continent, and modern port logistics across East Africa is integral to this.  

The port industry across East and Southern Africa serves to unite the continent, both internally through key trade routes and internationally as a gateway between continents.  

After decades of challenges stagnating its growth, the ports sector in both regions is set to be at the forefront of Africa’s logistics transformation. 

THE PORT MANAGEMENT ASSOCIATION OF EASTERN AND SOUTHERN AFRICA

We showcase the Ports Management Association of Eastern and Southern Africa, which acts as a crucial framework for exchanging information and best practices across the industry.

Established in April 1971, the Port Management Association of Eastern and Southern Africa (PMAESA) is a non-profit, inter-governmental organisation responsible for creating an enabling environment for members to connect across port management, transport, and trade.  

Open to a vast remit of member operators that span both regions, the association comprises port authorities, terminal operators, government line ministries, and logistics and maritime service providers.  

Uniquely, as well as East and Southern Africa, the association also includes shipping stakeholders from the Western Africa and Indian Ocean region.  

PMAESA’s principal aim is to strengthen the connection between member ports, with the overarching objective of fostering regional cooperation and integration, thereby reinforcing the industry’s ongoing transformation.  

This is achieved through a comprehensive framework built by collecting, analysing, and disseminating vital information to members to aid their decision-making, further supported by regional networking events and conferences.  

PMAESA works to improve the operations, competitiveness, safety, security, and protection of the port environment, with the ultimate aim of advancing the productivity of ports in East and Southern Africa.

PROMOTING REGIONAL EFFICIENCY  

PMAESA members enjoy a wealth of both direct and indirect benefits; principally, the association builds awareness around changing dynamics in the regional maritime industry.  

It also leverages a comprehensive outreach strategy whereby members are represented in the relevant organisations that shape global policy and facilitate new requirements in maritime trade, including economic commissions like the East African Community (EAC), Southern African Development Community (SADC), and Common Market for Eastern and Southern Africa (COMESA).   

The association proactively communicates with various United Nations (UN) bodies such as the International Maritime Organisation (IMO) and UN Economic Commission for Africa (ECA) on behalf of its members, alongside other global maritime associations including the International Association of Ports and Harbours (IAPH).  

Moreover, PMAESA provides valuable networking opportunities for its members to connect with neighbouring port operators, including those from the Ports Management Association of West and Central Africa (PMAWCA) and the North African Port Management Association (NAPMA).  

Together, these three associations established the Pan-African Association for Port Cooperation (PAPC), a key source of connection for the continent’s port operators.  

Members are afforded additional cross-sector networking opportunities during mid-term workshops and end-of-year global conferences, which are attended by C-suite executives from a wealth of areas including transport, trade, and investment.  

Such events allow port operators to expand their network further across sectors and geographies, engaging with key partners in Africa, Europe, Asia, Australia, and North and South America.  

For instance, PMAESA recently hosted a high-level delegation from India to explore the potential for partnership across the African ports sector, with a particular focus on ship repair services and maritime education and training.  

PMAESA’S STRATEGIC PLAN  

In line with PMAESA’s overarching vision to foster regional integration and global competitiveness across port operators in East and Southern Africa, the association launched its Strategic Plan 2024-2028.  

The strategy was introduced as a roadmap for critical projects and programmes that will elevate productivity and enable ports to have an even greater impact on African trade.  

PMAESA’s activities and flagship projects during the Strategic Plan 2024-2028 include:  

Implementing the Toolkit for Green Port Development, which will advance sustainable practices amongst ports across the region.  

Reviving the Cruise Africa brand and developing the Cruise Africa Strategy, aimed at bolstering the cruise tourism sector.  

Developing and executing the PMAESA Strategy for Africa Green Port Development, emphasising sustainable programmes.  

Creating wellness initiatives to improve the health and welfare of operators in multimodal transport corridors.  

Establishing an ‘African Ports Connectivity Portal’, which can be used as an observatory platform for port statistics that will be regularly updated to provide accurate and timely data on ongoing activities.  

Creating a ‘Pool of Experts Portal’ on the PMAESA website to streamline operations, improve communication, and allow members to access specialised knowledge.  

Updating the association’s website and maintenance, including licensing, periodic reviews, updates, and security safeguards, to enhance the user experience and functionality.  

Underpinned by 45 years of experience and equipped with a forward-thinking strategy, PMAESA is well-positioned as a centre of excellence for its members, ensuring optimum efficiency for ports across East and Southern Africa.   

PORTS MANAGEMENT ASSOCIATION OF EASTERN AND SOUTHERN AFRICA PARTNER

The post Ports Management Association of Eastern and Southern Africa : Spotlight appeared first on Supply Chain Outlook.

DHL GROUP’S TRUCKAIR TRANSFORMS MULTIMODAL TRADE

As a titan of the global logistics value chain, DHL Group offers a whole host of innovations that continue to shape the international supply chain. 

Most recently, DHL Global Forwarding – an air, ocean, and freight forwarding subsidiary – launched TRUCKAIR, a cost-efficient multimodal service purposefully created to accelerate the shipment of large-volume and bulk goods between Europe and China.  

TRUCKAIR utilises a combination of road and air freight to achieve the perfect balance between speed and cost, making the most of the world’s best trade markets.  

The process is simple in structure but highly effective in practice. General or stackable cargo goes through inland pickup in China, before being transported by truck to Tashkent, Uzbekistan, where it is then moved by plane for onward delivery to Istanbul, Turkey – the gateway to European trade hubs.  

By utilising the multimodal service, companies can expect a total transit time of nine to 11 days, which is only four to five days longer than exclusively using air freight – a much more costly mode of transit.  

Whilst total transit costs may differ depending on the shipment, many customers have already reported six-figure savings in just two months.  

TRUCKAIR is therefore the ideal choice for companies that require both reliability and cost efficiency in shipping high-value goods.  

SHIPPING EFFICIENCY YOU CAN TRUST 

DHL Global Forwarding offers end-to-end routing, border handling, and customs transshipment solutions as part of the service, making it a highly comprehensive operation.  

Aditi Rasquinha, CEO of DHL Global Forwarding Greater China, emphasises how TRUCKAIR overcomes market issues, such as peak demand during Chinese New Year that has a knock-on effect on transit capacity.  

Rasquinha equally believes that the multimodal service’s flexibility allows customers to avoid instability and maintain predictable lead times, meaning companies can meet the time-sensitive demands of high-volume sectors and the growing retail industry.  

The initial success of TRUCKAIR also points to China’s growing reputation as a global trade hub, characterised by an ever-expanding network, world-leading logistics infrastructure, and deep adoption of smart technologies.  

As such, DHL Global Forwarding’s TRUCKAIR service capitalises on this unique position to overcome adversities often experienced in the global supply chain, as it serves as an open door to the burgeoning trade routes between Europe and Asia.

The post DHL Group’s TRUCKAIR Transforms Multimodal Trade appeared first on Supply Chain Outlook.

AUSTRALIA AND NEW ZEALAND PUBLIC TRANSPORT SPOTLIGHT

An efficient public transport system is the lifeblood of any streamlined populous, facilitating vital connections across both metropolitan hubs and local communities.  

This is particularly the case across Australia and New Zealand (ANZ), where populations are concentrated in major cities, creating high densities of people in smaller, more constrained areas.  

This, in turn, makes organised and effective public transport infrastructure more important than ever, especially as ridership on trains and buses across the region continues to rise.  

Correlating with the increasing levels of passengers in recent years is a greater effort towards sustainable transport and the lowering of greenhouse gas (GHG) emissions.  

Given the transport sector is the third-largest emitter in Australia, accounting for 22 percent of its emissions, and is responsible for 17 percent of gross domestic emissions in New Zealand (NZ), increasing access to dependable public transport is key to reducing these levels.  

Transitioning vehicle fleets and creating new transport services forms only part of what is needed. A focus on mode shift – changing the way in which people travel, and accounting for that change in carbon budgets – will also be required.  

For example, 35 percent of Australian passenger kilometres are travelled in cars, which is a huge opportunity for the sector. 

Governments across ANZ are already prioritising moving more sustainably as a way to future-proof the sector.  

Both federal jurisdictions are introducing measures to cut carbon emissions, whilst state governments are implementing individual policies in their own areas towards this target.  

For instance, the New South Wales (NSW) government introduced the Zero Emission Buses programme earlier this year, which aims to convert the state’s 8,000+ buses to zero-emissions technology, with the long-term goal of achieving net zero by 2050.  

Similarly, through its emissions reduction pledges, the Victoria government has made a concerted effort to ensure that all new public transport bus purchases are zero-emissions vehicles (ZEVs).  

The move to sustainable public transport infrastructure goes hand-in-hand with the adoption of next-generation technologies.  

A recent notable example is the implementation of NZ’s first large-scale gantry charging system at Kinetic’s Glenfield depot in Auckland as part of a collaboration between the bus services provider and Auckland Transport.  

With this development comes the roll-out of 31 new ZEVs amongst the bus fleet, further demonstrating a growing awareness of the positive impact public transport can have on carbon emissions.  

The region is also seeing greater prioritisation of active mobility, shown through increased investment in walking and cycling infrastructure. For example, Transport for NSW is building a new step-free cycle route on the iconic Sydney Harbour Bridge, which already sees more than 2,000 bike trips a day – those numbers are expected to skyrocket when the cycleway opens. 

The public transport system across ANZ is therefore forging a clear path for accessible and sustainable mobility using innovative technologies and a forward-thinking approach.   

Q&A WITH PUBLIC TRANSPORT ASSOCIATION AUSTRALIA NEW ZEALAND

Heralding a 20-year legacy, Public Transport Association Australia New Zealand is the premier peak industry body for public transport and sustainable mobility solutions across ANZ. Lauren Streifer, Chief Executive, highlights how the association is prioritising net zero targets and a community-focused approach.

Firstly, could you outline the origins of Public Transport Association Australia New Zealand and its founding mission?

Lauren Streifer, Chief Executive (LS): Public Transport Association Australia New Zealand (PTAANZ) started more than two decades ago when all the public transport authorities across ANZ decided there should be a voice for public and active transport across the region.  

They thought it was important to have a standalone body that represented the interests of our communities, and they recognised that collaboration amongst the jurisdictions was really important, as well as international collaboration.   

How has the realm of mass transit and sustainable mobility evolved and developed since the association’s inception?

LS: A lot has changed since PTAANZ was founded, even in the last two years since I took on the role.   

If you look at the forward estimates and where investment is going, there’s been a clear shift across ANZ into public and active transport and towards the transition to net zero requirements, which has led to a huge change in where money is going across the region.  

There’s also been a big uplift in attention on public and active transport, which is really exciting to see, with a lot of the projects we’ve invested in now being operationalised.  

The second stage of the Sydney Metro opened last year, and Melbourne’s Metro Tunnel has just opened too. We’re also about to see Cross River Rail launch in Brisbane and City Rail Link in Auckland, alongside countless other major projects, including METRONET in Western Australia.   

So, a lot of our regions are about to experience many of the things we’ve been talking about for a long time, and I’m really excited to see how citizens will live and breathe these things day-to-day and how the way they move will be transformed.   

The other thing I’m really excited about is leaders who are increasingly trying to reimagine and design our cities for people, not just cars – that’s a big change for ANZ.   

We have very car-dependent cities, but if you go to Sydney, for instance, they increasingly have a very public transport-first ethos. We can  replicate that and do more with what we have, which often looks like active and public transport that is better for the community.   

Another thing that’s really changed, particularly in the past few years, is the increasing focus on the housing crisis and how we provide more accommodation close to access and amenity, especially as populations are growing significantly – for example, Melbourne will become the size of London today within 20 years. We must have public transport investment and attention match our population increases.  

With that, you need world-class transport and connectivity, which means changing the way you design, plan, and invest in your cities, then looking at how you develop your public transport network around that. It’s been a huge change and exciting to be at the epicentre of it all.  

How does PTAANZ partner with its private member organisations to sustain world-class public transport and meet the needs of the local communities that it serves?

LS: Our association started with the major public transport authorities, which were supported by global and local operators. This meant we had a public service and community-focused vision, but in order to achieve that, you need a vibrant private sector delivering for communities too.   

Our membership consists of world-class operators from around the globe, operating in cities like New York, Paris, and London. At the same time, you also have small, mom-and-pop operators in local towns that are delivering a school bus service to make sure children don’t get left behind, which is inspiring.   

So, we cover the whole gamut, from government agencies to major project builders to someone on their e-scooter, and I’m really proud of that and how we bring all modes together to deliver for local communities. 

How do your digitally backed solutions improve ANZ’s modes of mass transit?

LS: We’re in the middle of one of the biggest infrastructure investments ever in our history.   

We’re operating in a more constrained market, so our members are increasingly looking at how to better deliver for our cities in more innovative ways.  

This often comes down to technology – if you’re trying to shift more people onto public transport, it means having great service. But what does that look like?  

It might mean more services, but it can also include improved information management so people know where they can go, more marketing or advertising of available services and how to use them, or greater connectivity and interchange across modes. Because of that data and connectivity, your experience improves as a passenger – you know when your bus gets to the station, for instance, or when your train is about to leave.  

Having more developed systems that speak to each other means a better customer experience, encouraging more people to choose public transport.  

What trends are developing across the sector and how are you responding to them?

LS: One of the big ones is housing and how you create precincts and regions with really good transport networks, enabling transit-orientated development and more liveable cities.  

The other huge priority is climate change, and we act upon ambitious targets in Australia that will require a significant change in how we live and move.  

We’re also seeing policy in ANZ increasingly used as a tool to guide behaviour. For example, NZ is looking at amending its road user charging policies to change people’s behaviour.  

Governments are also looking at things like tax incentives for companies who have their employees use public transport, so there are policy levers that we can use to develop the sector.   

How does the Connected Choices Action Plan combine mass transit services and next-generation mobility options to provide more choices in how people make their journeys?

LS: We realised there were a few policy areas – mode shift, customer experience, and net zero – that needed a deeper dive and more coordination amongst states, territories, and operators in the private sector in order to have the biggest impact.  

Those are our three core priorities, and we’ve developed committees around them that have distinct action plans.  

The Mode Shift Committee, for example, has developed something called the Mode Shift Index, which means all states across ANZ will track mode use. This means we’ll track whether people are cycling, walking, driving, using buses, or taking trains – and how this is changing – across all states and territories in ANZ.    

You can look at the data and see what’s working and what’s not, and move the dial to prioritise planning and investment. Plus, you have real data in the background to back you up.  

So, it’s important that we give different jurisdictions an opportunity to share their data and lessons with each other, because the data shows you what’s really happening.  

It’s also special because we have all the major jurisdictions across the region, so it means everyone is at the table for these discussions, which is a huge transformation for PTAANZ and something I’m really proud of.   

How do you work with governments and public institutions to ensure more reliable, safe, and sustainable transport options are available across local communities?

LS: I think it’s important to start out with a strong vision – you have to decide what kind of cities and regions you want to create before you go to the table and decide what type of infrastructure or transport projects you’re going to build and the systems and networks you want to operate.  

So, starting with that purpose across our region is really important, and I’m proud that we’re community-focused and driven by that.  

The other thing is if you look at the cost-benefit ratio of major projects, like delivering a school bus programme to a regional community, for example, it arguably doesn’t stack up.  

Public transport has a strong equity lens, so it’s not just about economic productivity, but also people living their lives, getting to where they need to go, and integrating into society.  

I met with Dorval R. Carter Jr., the former President of the Chicago Transit Authority, where they are developing a train line that will go to the south side of the city, which is one of the most underprivileged areas of the US.   

I asked him, “Why are you doing that?”. Authorities don’t often give attention to these types of voters; these are the people that are often isolated or not listened to. He said to me, “Lauren, I’m building it for the kid that I was before”. That matters to me, too.  

So, we have that opportunity and I’m very mindful of that in every decision we make. I take input from communities very seriously, as it makes a difference between whether or not you see your family or are socially isolated.  

Not everyone has, or wants, access to a private vehicle, and we need to provide for people who don’t. Even for those who do, it’s about expanding choice to leave your car at home and take the train, bus, or ferry, or cycle to your destination.

What specific initiatives and opportunities does PTAANZ support to foster collaboration amongst its members across the ANZ public transport landscape?

LS: I like to say PTAANZ is about choosing your own adventure. Regardless of what you’re into, there’s a place for you with us, whether you’re into policy, research, or action.  

We have a strong Emerging Leaders programme supporting our young industry practitioners, and I’m also proud that we’re developing relationships with Transport for London and the American Public Transportation Association (APTA), for example, enabling a collaboration between our region and key global partners like the UK and North America.  

We also have our Connected Choices strategy and committees, and a podcast called Women Who Move Nations, so regardless of what you’re interested in or which part of the sector you’re from, there’s really exciting things to get involved with when you become a member.  

Moving on to a focus on climate next year, how is the association harnessing the event in making transport a more effective lever for sustainable change?

LS: Australia will hold the Presidency for the COP31 climate negotiations in 2026, and PTAANZ will host the Global Transport Leaders’ Summit in November. That’s intentional – we have ambitious climate targets for our region.  

Transport, unfortunately, is on track to be the biggest GHG emitter of any sector by 2030, and the move to electric vehicles (EVs) and the fact petrol cars won’t be phased out until 2050 means we have a big opportunity to leverage the power of mode shift to public and active transport to have an impact on our climate.  

That’s the reason why we’re holding the Global Transport Leaders’ Summit and inviting 14 economies from around the world to share best practices about what we can do, as well as having Andy Lord, Commissioner of Transport for London, as keynote speaker.  

This is a really good opportunity to feature public and active transport as powerful levers to reduce emissions and increase community benefit. 

Finally, looking ahead, how will the association continue to shape the future of public transport across ANZ?

LS: I really want to strengthen where we came from – public sector connectivity and global linkages – in the future.   

Therefore, you’ll see a lot more global engagement between ANZ and the rest of the world, and intergovernmental engagement between our jurisdictions to learn from what is working and where we are challenged.   

You’ll also see our association having a louder, more collaborative voice that weighs in on policy discussions, particularly with federal and state governments, so we can work collaboratively together to face some pretty serious challenges.

The post Public Transport Association Australia New Zealand : Spotlight appeared first on Supply Chain Outlook.

AUSTRALIA’S GATEWAY TO GLOBAL SHIPPING

Having grown up in Richards Bay, South Africa – where the majority of local businesses relied on its renowned port – Clinton Evans, Managing Director – Oceania for Hapag-Lloyd Australia, was exposed to the supply chain industry from a very young age.

“My first actual shipping experience was at the age of 16, when I worked over the school holidays to fit container lugs on a multi-purpose vessel.

“I vividly recall standing on top of the stack at the end of my overnight shift as the sun rose over the harbour, thinking to myself how excited I was and how interesting I found shipping and logistics, and that I wanted a career in this field,” he opens.

Evans subsequently continued to work in port environments, increasing his exposure, which eventually led to him working in various supply chain roles across Africa, the Middle East, and eventually the Asia Pacific (APAC) region as his career unfolded.

Today, in his position as Managing Director, Evans has seen APAC’s supply chain sector undergo major shifts.

The COVID-19 pandemic, for example, triggered a rethinking of inventory strategies, with many companies moving away from strict just-in-time models and towards higher destination stock levels to buffer against disruption.

Geopolitical tensions across the Middle East and Ukraine, meanwhile, in addition to recent US tariff developments, have further challenged global routing and transit schedules.

“At the same time, the industry has become more agile and resilient as a result,” Evans optimistically notes.

With its parent company overseeing a fleet of 313 modern container ships and boasting a total transport capacity of 2.5 million twenty-foot equivalent units (TEUs), Hapag-Lloyd Australia is ideally equipped to lead APAC’s supply chain sector towards a new era of success, defined by resilience, agility, and sustainability.

GOOD THINGS COME IN TWOS

Having strategically aligned itself with Maersk, the world’s largest container shipping company, Hapag-Lloyd officially launched Gemini Cooperation (Gemini) in February 2025 – a long-term operational partnership to create a joint ocean network, primarily focusing on East-West trade routes.

Through the cooperation, Hapag-Lloyd is aiming to achieve over 90 percent schedule reliability, enhance flexibility, and promote sustainability across the global container shipping landscape.

“The launch of Gemini has been a key enabler for us in achieving schedule reliability, restoring confidence in our supply chains, and supporting a more predictable flow of goods,” Evans insights.

The service deploys fuel-efficient vessels and enables smoother network execution, reducing the need for fuel-intensive speed-ups and supporting sustainable, dependable operations for customers.

Elsewhere, Strategy 2030 is Hapag-Lloyd’s comprehensive roadmap to retaining its status a leading global container line, guided by five key pillars, which is emerging as a key focus for the company both internationally and in Australia.

“Strategy 2030 reflects our clear ambition to be our customers’ undisputed number one for quality whilst driving sustainable, profitable growth,” he tells us.

Building on the foundations of Strategy 2023, Hapag-Lloyd has refined its strategic pillars, which now focus on strengthening its core business, market position, service quality, environmental responsibility, and operational efficiency.

“Implementation happens through a strengthened set of Quality Promises, which translate our strategy into measurable customer outcomes,” Evans assures.

Earlier this month, the company introduced its newest global promise – Equipment Availability – ensuring its customers receive the equipment stated in their booking confirmation by leveraging Hapag-Lloyd’s global depot network.

With these pillars in place, the company now offers 10 global Quality Promises, including Loaded as Booked, Schedule Reliability, Accurate Arrival Notification, Fast Booking Response, Accurate Invoicing, Effective Case Resolution, Ease of Doing Business, Always Accessible, and Swift Bill of Lading (B/L) Delivery.

“These promises are embedded in our global operations, supported by clear key performance indicators (KPIs), dashboards, and regular customer surveys.

“Together, they guide how we design our network, deploy our fleet, invest in technology, and engage with our customers – all with the goal of delivering higher reliability, greater transparency, and the best service in the industry,” he prides.

DECARBONISING THE FUTURE

Despite geopolitical and regulatory uncertainties, Hapag-Lloyd is moving forwards with determination in terms of its decarbonisation efforts.

This is due to the company’s belief that the actions it takes today define its ability to operate sustainably and competitively in the decades ahead.

“At Hapag-Lloyd, we consider decarbonisation to be a shared responsibility, meaning we prioritise vendors and partners who share our sustainability ambitions and can support transparent, measurable emissions reductions across the entire supply chain,” Evans reflects.

Doubling down on the company’s unwavering dedication to quality, sustainability, and customer satisfaction, Strategy 2030 places decarbonisation high on Hapag-Lloyd’s agenda.

“We have set ambitious decarbonisation targets within the strategy – by 2030, we aim to reduce our absolute fleet emissions by around one third compared with 2022 and improve our carbon intensity by more than 50 percent,” he explains.

Looking ahead, the company is committed to becoming fully net zero by 2045 – five years ahead of the International Maritime Organisation’s 2050 goal and fully aligned with the 1.5 degrees Celsius (°C) pathway of the Paris Agreement.

“To achieve this, we are focusing on fleet efficiency, network optimisation, and the introduction of alternative fuels” Evans details.

As such, Hapag-Lloyd’s newbuilds are already 30 to 40 percent more fuel-efficient and it is preparing for the broader use of low-carbon fuels such as liquefied natural gas (LNG) and methanol, with further potential pathways including ammonia.

Australia plays an important role in this transition, as Hapag-Lloyd Australia continues to work closely with customers and partners across the region to drive down emissions in supply chains and expand availability and uptake when it comes to greener fuel options.

ELIMINATING INDUSTRY PAIN POINTS

Offering integrated brown marmorated stink bug (BMSB) fumigation and inland delivery services, Hapag-Lloyd Australia is able to facilitate efficient, compliant, and high-quality containers in the region.

“Our integrated BMSB fumigation and inland delivery offering was introduced in response to two clear needs – growing customer demand for true door-to-door capabilities and the recurring challenges shippers face during Australia’s strict BMSB season,” Evans shares.

By expanding beyond port-to-port and strengthening its inland product, the company has developed a solution that provides customers with a seamless, compliant, and reliable end-to-end process.

Together with certified fumigation partners at all major ports across the country, Hapag-Lloyd Australia offers tailored fumigation and last-mile delivery for shipments that require treatment upon arrival.

“This is especially critical when fumigation cannot be performed at origin – for example, due to weather restrictions or when certificates expire in transit,” he tells us.

“Without our integrated solution, customers would often need to divert or even re-export containers for treatment, adding significant costs, delays, and operational complexities – our product eliminates these pain points,” he delights.

Containers move directly from vessel discharge into compliant fumigation, followed by on-carriage transportation to their final destination, all managed through a single point of contact.

“With fast turnaround, on-port facilities, customs coordination, and reliable inland haulage, we help maintain supply chain continuity during the high-risk BMSB season,” Evans adds.

This is Hapag-Lloyd Australia’s first year offering the service, and customer uptake has been strong.

As such, the company will continue refining the product to add further value and make the process even easier for customers in the coming BMSB season.

WELL-BEING AT THE CENTRE

With the well-being of its teams – both off and onshore – closely aligned to Hapag-Lloyd’s enduring values and organisational culture, the company is determined to provide a positive working environment for its employees.

As such, it has implemented a global hybrid working strategy, which includes three days at the office and two days working from home, aimed at supporting staff in achieving a healthy work-life balance.

“We are also continually reviewing processes and practices as well as incorporating technology and best practices to reduce or eliminate cumbersome and repetitive tasks to manage workload and enable our teams to focus more on interesting, value-creating tasks,” Evans reveals.

A clear focus on outcomes and results, which are clearly communicated, agreed, and regularly reviewed, enables the team to manage their workload and focus their time and attention on defined objectives.

In addition, the Hapag-Lloyd Australia head office has recently been relocated from Pyrmont to Sydney’s central business district (CBD), which has led to many staff seeing a major reduction in their commute time.

“Our prior location in Pyrmont added, on average, 25 minutes each way to our office employees’ already long commutes, whereas today they’re within a two-minute walk from the city’s Central Station,” he emphasises.

This not only resulted in significantly reduced commute times but also the added benefit of staff being able to do their grocery shopping before, during, or after work on days they are in the office.

“We have also introduced a full-time work-from-home policy for our commercial and sales staff based in Brisbane and Adelaide.”

The company’s annual employee engagement surveys act as a gauge for its overall performance in terms of organisation, location, office, team, and departmental feedback, which can be reflected on in relation to work-life balance.

“This also enables us to obtain valuable input from the team in terms of what can be done to achieve a healthy balance,” Evans adds.

FUTURE FOCUS

Looking ahead, Hapag-Lloyd Australia’s priorities will continue to be closely aligned with Strategy 2030.

“These strategic enablers will serve as a guiding light in terms of how we will successfully navigate what looks to be a challenging year ahead,” Evans reflects.

From an Oceania perspective, the priorities for 2026 will be to leverage Gemini’s service schedule reliability to further strengthen the company’s Asia-Europe presence and market share.

With a global network of 26 mainline services and 32 dedicated shuttle services, covering key trade routes across Asia, Europe, the Transatlantic, and the Middle East, Gemini’s network will be optimised in the next 12 months.

The service also plans to deliver a schedule reliability of above 90 percent – significantly higher than the industry average – which is expected to be fully realised and maintained throughout 2026.

Elsewhere, the company will continue to focus on quality and consistent achievement of its Quality Promise targets and, as part of this, look to further improve upon the October 2025 Customer Experience Survey, with a net promoter score of more than 59.

Additionally, in the wake of steadily increasing operational costs in recent years, cost management and unit cost reduction remain top priorities.

“We will also continue to grow our inland and carrier haulage offering, including fumigation and last-mile delivery, in line with growing demand and organisational aspiration targets,” Evans concludes.

The post Hapag-Lloyd Australia : Australia’s Gateway to Global Shipping appeared first on Supply Chain Outlook.

DHL EXPRESS DELIVERING DOWN UNDER

In the ever-evolving world of logistics, Phil Corcoran stands out as the Managing Director of DHL Express Australia and Papua New Guinea, bringing nearly three decades of experience to the role.  

Corcoran’s journey began in the late 80s working for a large Australian manufacturing company, where he first encountered the complexities of international trade, customs clearance, and shipping logistics.

His passion for the industry was ignited, but a yearning for adventure led him to embark on a year-long journey across Africa.

During this time, he was captivated by the global presence of DHL Group (DHL), the world’s leading logistics provider, which inspired him to join the company upon his return to Australia.

Now, with a wealth of knowledge and a commitment to sustainable growth, Corcoran is at the forefront of DHL Express Australia’s initiatives, focusing on environmental responsibility, enhancing service quality, and fostering meaningful partnerships, all whilst navigating the unique opportunities of the logistics landscape in Australia.

TIME-DEFINITE DELIVERY 

At its core, time-definite delivery means that urgent international shipments reach their destination within a specified time frame.

This is what DHL Express Australia, part of DHL Group, offers through the secure door-to-door delivery of goods with full track-and-trace visibility.

“Customers are paying for the speed, reliability, and security of our network and visibility of when their shipment is going to be delivered,” outlines Corcoran.

“Their demand for accurate shipment information is only increasing, so relying on digital systems and up-to-date information available online and integrated with customers is really important – far more so now than it ever used to be.”

Consistently delivering on time, and with visibility, remains quite a challenge for logistics companies in Australia due to its vast geography.

“We have a physical presence in the major population centres, but there are vast areas where we rely on third-party agents to deliver or pick up shipments for us. We’re aiming to expand our physical presence; when we do that, we improve the service quality for our customers.”

Australia is not shielded from current and increasing geopolitical challenges, including the new raft of US tariffs, which have had a big impact on exporters.

For many years, DHL has surveyed the export confidence of its customers and what they see as emerging trends, opportunities, and threats.

The latest DHL Export Barometer 2025 reveals how, despite the uncertainty created by the US tariffs, hope remains buoyant for Australian exporters, who are navigating a shifting global landscape with confidence, diversification, and new technology.

“Because we’re predominantly a business-to-business company, we see trends develop in trade based on geopolitical decisions, tariff introductions, and any conflicts in the world,” he explains.

“We also see an immediate impact on trade flows and volumes around the world in and out of Australia and internationally, so we view ourselves as a barometer for how trade is going.”

GREEN LOGISTICS OF CHOICE  

When DHL launched its Strategy 2030: Accelerate Sustainable Growth, the group took the bold step of introducing a new bottom line for its business to be the green logistics provider of choice.

This enables DHL customers to remove carbon from their supply chain which would otherwise be incurred by shipping packages.

The vast majority of DHL’s carbon emissions comes from its 300-strong aircraft fleet, which is a huge challenge without a viable alternative to traditional jet fuel.

However, fleet modernisation and sustainable aviation fuel (SAF) are both major focuses to reduce carbon emissions.

“Every time we replace an old aircraft, we make a dramatic saving in fuel consumption and carbon emissions,” Corcoran emphasises.

“Many of our customers are keen for us to help them inset carbon emissions, rather than offset them, by reducing the amount they generate through the shipments they send with us.

“By utilising SAF, we’re having a really positive impact as we press towards our global target of net zero by 2050,” he affirms.

DHL is also working internationally on the electrification of its massive ground fleet, reducing the reliance on fossil fuels to power its vehicles.

Electrification is one of the biggest levers in achieving net zero and involves replacing internal combustion vehicles with electric alternatives.

This is an important focus area for logistics as road freight is responsible for around 70 percent of emissions generated during overland transportation.

“We will have globally electrified 60 percent of our ground fleet within the next couple of years – our goal was to do that by 2030,” Corcoran acclaims.

“It’s been a bit more challenging in Australia because as a country we haven’t invested fast enough for our fleets, not just at DHL but across the whole industry, to be able to accelerate as rapidly as other parts of the world towards electrified fleets, but we are making progress.”

SUSTAINABLE, AUTOMATED FACILTIES 

New facilities are also being developed with sustainability in mind, exemplified by DHL Express Australia’s new carbon-neutral sorting facility in Adelaide, which was launched in 2024 and marked a significant step towards sustainable logistics.

The Adelaide Gateway is a state-of-the-art logistics hub that not only accelerates international shipping times for South Australian customers but also showcases the company’s commitment to environmental responsibility.

The facility is also equipped with 199 solar panels, boasts an energy-efficient design, and incorporates a rainwater harvesting system.

“We’ve invested in fully automated sorting equipment, carbon-neutral buildings, solar generation, and rainwater reuse to better utilise electricity and dramatically reduce our footprint – it’s all happening as we develop our new facilities,” details Corcoran.

Automation is likewise implemented into sophisticated software to improve the accuracy of the customs clearance process that DHL performs on behalf of customers.

“It’s a lot of investment to make sure we’re doing that in a seamless and automated fashion because it’s a very complex process, but also a highly repeatable one as a lot of our customers send the same things to the same places every day,” he insights.

“If you can capture accurate data and use it effectively, you remove a lot of pain from what is traditionally quite a manual process.

“We still have multiple digitalisation opportunities that will make life easier for our customers and staff, so that will remain a focus for us as we continue to invest,” Corcoran confirms.

GROWTH INDUSTRY VERTICALS

DHL is investing in its capability to capitalise on the anticipated growth in those industries over the coming years.

“In these verticals, the customer feedback is they want more choice in terms of logistics. DHL is investing to meet growing demand,” notes Corcoran.

DHL will accelerate collaboration with sister business units, not just the Express division.

“In Australia, DHL Supply Chain, who specialise in product warehousing, picking and packing, and distributing for customers, are heavily integrated into most of the major health companies that operate in the country,” he tells us.

“If we can collaborate more effectively with our sister business units, like DHL Supply Chain, we will accelerate our ability to offer integrated services across the group to our shared customers.”

CONNECTING PEOPLE AND IMPROVING LIVES

Over many years, DHL Express Australia has developed purposeful partnerships that align with DHL’s purpose.

Since 2003, it has partnered with Surf Life Saving Australia (SLSA), the country’s peak coastal water safety, drowning prevention, and rescue authority, contributing to its vision of zero preventable deaths in Australian waters.

“SLSA volunteers keep beaches safe, prevent drownings, and minimise injuries around the country, particularly at this time of the year as it gets warmer and everyone heads to the beach,” Corcoran highlights.

“They’re a huge part of the Aussie culture and an iconic movement. They also share the red and yellow colours of DHL and our values in terms of wanting to help communities.

“The partnership has only survived for as long as it has because we’ve got great people on both sides who bring it to life,” he acknowledges.

Another organisation DHL Express Australia has partnered with is Stepping Stone House, a Sydney-based charity that provides accommodation, life skills, and employment development support for homeless and at-risk youth.

“Their goal is to end youth homelessness entirely, and they’ve been extremely successful in lobbying government to support vulnerable kids. I’ve personally got deeply involved in Stepping Stone House and they do amazing work,” reflects Corcoran.

Amongst many others, DHL Express Australia also works with the DV Collective, who provide urgent assistance, essential resources, and long-term solutions for women and children escaping domestic violence, as well as children’s cancer charity, Camp Quality.

Then there’s global DHL partner, ChildFund Pass It Back, an innovative sport for development programme that delivers an integrated life skills and rugby curriculum for children and young people in disadvantaged communities across Asia.

“Historically, DHL and rugby have very close ties. We do a lot of work to support the programme in developing countries and less fortunate parts of developed countries, including Australia,” informs Corcoran.

PRIORITIES TO DELIVER

DHL Express Australia’s meaningful partnerships will continue into the future, along with several other important priorities.

“It’s about being a great place to work, the best possible logistics provider for our customers, and a sustainable organisation for future generations, whilst making sure we remain compliant in all areas of governance,” Corcoran summarises.

“There are huge risks around cybersecurity and work health and safety that we need to remain vigilant about. We also need to do things efficiently, keep an eye on costs, and invest wisely, leveraging the opportunities in new energies, life sciences, and healthcare.

“All of this – under our Strategy 2030 to accelerate sustainable growth – is what we need to focus on over the coming year,” he concludes.

The post DHL Express Australia : Delivering Down Under appeared first on Supply Chain Outlook.

LOGISTICS FOR A GLOBAL ECONOMY

In recent years, the state of play within the vast global logistics industry can be boiled down to two words – constant disruption. 

This sector-wide turbulence was exacerbated by the COVID-19 pandemic, and has since been forced to contend with tariffs, port strikes, Red Sea disruptions, and the rise of e-commerce. 

“Lately, our industry hasn’t had a moment of peace. However, At RCS Logistics (RCS), we thrive during disruption – that’s when our true value shines,” introduces the company’s co-Owner and CCO, Brian Aldridge. 

“Anyone can move freight when the market is soft, but real warriors show up when no one else can,” he boldly lays out. 

Today, RCS is a global logistics leader focused on delivering seamless and innovative supply chain solutions. 

Backed by decades of meticulously crafted experience and a resolute commitment to excellence, the company acts as a business extension, ensuring products arrive on time, safely, and efficiently. 

“There will always be a need to optimize the movement and storage of products both globally and locally. While the industry isn’t immune to recessions or financial swings, there’s always going to be a need for our services,” adds Jeff Evanoff, co-Owner and COO. 

To this end, RCS now boasts offices around the world and can service virtually any freight, no matter where it’s produced or consumed. 

Aldridge’s role within the company began by leading the Southeast region for RCS before being promoted to oversee all global commercial activities.  

In June 2025, he partnered with Evanoff to acquire the organization, seduced by the possibility of going truly global and being unrestricted by region, grasping the chance to build something truly special. 

“We feel honored and blessed to sustain the brand for the next generation,” he prides. 

UNRIVALLED SERVICE

The expert team at RCS is dedicated to providing personalized service, driving continuous improvement, and harnessing advanced technology to meet the evolving needs of its clients. 

By leveraging an extensive network which spans Asia, Europe, Latin America, and the US, the company provides customized solutions with speed to market – whenever and wherever. 

“We specialize in international air and ocean freight forwarding, supply chain management, domestic transportation/drayage, customs brokerage, and a wide array of other third-party logistics (3PL) solutions,” Aldridge explains. 

“To say that this industry is exciting would be an understatement. Every day brings a new challenge for us to solve, either for our clients or internally,” he continues.  

The company’s list of clients includes some of the biggest names in the business, and RCS is regularly featured among the top 100 US importers and exporters.   

“We have established ourselves as a global logistics provider offering a full range of services with a boutique feel that’s much needed in our industry. We compete with the giants – and we win.” 

As such, RCS is not afraid to pave the way, with its biggest differentiator being unmatched speed and agility, as well as an ability to respond quickly to customer and market needs.  

“One of my early mentors always said, “just care more”. That stuck with me, and it’s now embedded in the DNA of everyone at RCS,” Aldridge recalls fondly. 

ADAPT OR DIE

To date, RCS’ largest project has been the complete operational transformation of its air freight program.   

“This is something Brian and I have realized was an absolute necessity for our long-term vision, but in the past year, we’ve accumulated the talent, leadership, and resources needed to execute the high standard we expect,” Evanoff asserts. 

“While our people and culture are what differentiates us from our competition, it’s critical that we continue striving for operational excellence, efficiency, and low-cost – which are paramount to a successful logistics organization and the primary goals of our air freight transformation program,” he expands. 

Elsewhere, like everyone, RCS is embracing artificial intelligence (AI) and automation. 

“One key initiative is optimizing overseas operations so that while our US teams sleep, the international team keeps things moving. That way, our American staff can focus on what matters most – the customer experience,” Aldridge illuminates.  

“I don’t want to be too ‘movie quote’ here, but when it comes to keeping pace with the latest innovations and trends, it’s the Moneyball mantra – adapt or die,” he quantifies.

UNVEILING AN EXCITING FUTURE

Heading into 2026, RCS’ top priorities encompass staying true to what its clients need, alongside identifying new industry gaps and bringing meaningful solutions to market. 

“We’ve had a terrific year in 2025 which, coupled with our ownership change, has provided us with a tremendous amount of momentum going into 2026. We have some very large new customers set to come on board this year, which will be a huge boost to our growth goals,” Evanoff excites. 

Elsewhere, the company will continue expanding its already vast service offerings with additions such as a newly launched domestic air product.  

“Set to be unveiled in 2026, we’ve recently partnered with one of the largest global order management providers to expand our current network, giving us a massive amount of new origin offices worldwide,” Aldridge reveals. 

“This unique approach lets RCS operate as if we had brick-and-mortar offices in every key market – without actually having to build them,” he adds. 

Additionally, this strategy allows vendors to seamlessly interact with the company using its origin control tower, supported by electronic data interchange (EDI) and booking tools. 

“This groundbreaking model lets us match up with the best partners in every market – whether it’s our own office or a top-tier strategic partner – while maintaining complete control and visibility for our clients.” 

Furthermore, in terms of RCS’ corporate vision, 2026 will be focused on continuing to strengthen the foundation and fundamentals of the organization, as the company positions itself for significant growth in the coming years. 

“Continuous improvement is a huge part of our DNA, so we’re always evaluating ourselves and exploring ways to raise the bar,” Evanoff concludes optimistically.

The post RCS Logistics : Logistics for a Global Economy appeared first on Supply Chain Outlook.

FULL STEAM AHEAD

Over the last few decades, North America’s rail freight industry has evolved, witnessing consolidation, efficiency-focused strategies, and technological advancements. 

Today, it remains a crucial link in the supply chain, connecting businesses and markets across the continent and overseas.  

“During the course of my 30+ years in the rail industry, I’ve seen a lot of change – particularly in how railroads operate and how much more efficient they’ve become,” introduces Tom Tisa, CCO of Patriot Rail (Patriot), whose portfolio of short-line and regional freight railroads continues to grow.  

With 32 short-line railroads across 23 states covering over 1,200 miles of track, the company has a national network in the US.   

Its principal operations center around rail freight transportation and ancillary rail services, including 11 transloading locations and industrial development and railcar storage.   

“We even have four excursion lines!” Tisa adds.  

However, while rail remains a vital part of the freight network, competition from the trucking industry continues to increase.  

“The challenge is that we haven’t seen the growth in volume compared to other modes of transportation, especially given the improved productivity in rail freight operations,” he observes.    

While Tisa believes that the industry’s current focus on industrial development and short line engagement will lead to growth opportunities, he notes how freight rail also needs to see continual improvements in overall pricing to compete with the trucking sector.  

“Competitive rates, combined with the outstanding first mile and final mile service that short lines provide, can together lead to increased market demand,” he posits.  

ADVANCING INDUSTRY GROWTH

One way that Patriot is advancing growth in the rail freight sector is through industrial development.  

As such, just outside Denver, Colorados, on the Union Pacific (UP) Railroad, it has partnered with the new Rocky Mountain Rail Park (RMRP) to serve the Mountain states freight market beyond Colorado, including Idaho, Montana, Nevada, Utah, and Wyoming.  

The company recently announced the arrival of its second locomotive at the rail park, further developing its operations on the Front Range (FR) Railroad.  

“We are excited about our recent expansion in Colorado, and to start serving the customers in this new rail park which will be operational by the end of the year,” says Tisa.  

RMRP’s strategic location offers room to grow. Patriot’s transloading company HYDRA will use one of the sites at the rail park to set up an operation that offers truck-to-rail and rail-to-truck services for various commodities.  

“The team is ready to assist and guide customers with rail services solutions tailored to meet both their current needs and long-term goals, and we have the ability to invest where we see an attractive rate of return” he details.  

Elsewhere, the company is establishing a new industrial park in Denton, Texas, in partnership with Canadian Pacific Kansas City (CPKC) on its main network.  

“This multi-commodity transload facility will provide reliable, competitive transload services and logistics solutions to customers in the Dallas-Fort Worth metropolitan area – one of North America’s fastest-growing regions,” Tisa outlines.   

Patriot looks forward to growing with CPKC as it continues to serve the cement, aggregate, and lumber markets, and creating a more sustainable supply chain for the region to meet its future needs.   

“We expect this site to be operational by the end of 2026,” notes Tisa.  

OTHER GROWTH INITIATIVES

In partnership with Burlington Northern Santa Fe (BNSF) Railway and the Utah Inland Port Authority (UIPA), Patriot has opened a new intermodal terminal in Salt Lake City.  

“This project came to life because BNSF Railway’s Ocean Carrier customers wanted a competitive rail option in Salt Lake City,” Tisa tells us.  

The company worked closely with UIPA and BNSF Railway to develop a plan and construct the terminal, which subsequently became operational in less than 100 days.  

“This initiative is a great example of how we create opportunities through a shared collaborative approach,” he adds.   

Indeed, through the project, Patriot is actively engaging at the local level and remains committed to being a productive partner with Class I railroads and shippers.  

“We stay focused on understanding local and regional dynamics while understanding the global market and traffic flows,” Tisa explains.  

As a project where all stakeholders share the same vision for a more connected, sustainable, cost-efficient, and resilient future for the nation’s supply chain, the intermodal terminal is a good example of a win-win partnership to enhance freight rail opportunities for shippers.  

Elsewhere, as the company continues to work closely with its customers and local partners, Patriot’s rail network will benefit from public as well as private investments. Over the past several years, Patriot and its local partners have secured almost $200 million in federal and state grants.  

“This funding will enable us to  augment our safety practices, improve service reliability and efficiency, deliver cleaner air, and place less strain on our roads,” he outlines.  

A PROGRESSIVE SAFETY CULTURE

At Patriot, safety comes above all else. This past year, the company’s President and COO, Jerry Hall, and Vice President of Safety, Harrison Roughton, implemented five safety tenets across its network.  

Since then, every Patriot employee has pledged to follow the guidelines, which include advice on preventable injuries and how to prioritize safety, making it everyone’s responsibility and a condition of employment.  

In 2024, over 95 percent of the company’s network operated for 365 days without a reportable derailment, injury, or first-aid event.  

“This is a milestone reflected in the 20+ Patriot railroads honored by the American Short Line and Regional Railroad Association’s (ASLRRA) Jake Award with Distinction,” Tisa comments.  

The company has continued this momentum into 2025, with Hall’s operations and safety team having visited each of Patriot’s 30+ railroads over the course of the year.  

“We have reached over 430 days without a Federal Railroad Administration (FRA)-reportable derailment,” Tisa notes.   

This underscores Patriot’s commitment to ‘vision zero’, which works to promote a company-wide safety culture and safe operations by engaging employees and encouraging individuals to take accountability for maintaining a secure environment.  

In addition, Patriot supports Operation Lifesaver – a non-profit organization that promotes rail safety through education, reducing deaths and injuries at highway rail crossings.  

Patriot also participates in educational programs such as media campaigns, community events, and specialist training classes to promote safe behaviors on and around railroads.  

A NEW IDENTITY

Spurred by its growth over the past three years – which has seen it double in size – Patriot unveiled a brand-new identity this August.  

More than just a new look, the rebrand represents a pivotal moment in the company’s growth strategy. 

“We’ve welcomed new team members, acquired additional properties, and expanded our services,” Tisa confirms.   

With this level of transformation, he notes how transparent communication is essential for the company’s partners to fully understand its evolution.   

“It’s a new day at Patriot – we want our current and future partners to know who we are now,” he emphasizes.  

As such, the rebrand seeks to share the company’s evolving story, presenting itself as a modern, forward-thinking rail and transportation leader. 

“We want to demonstrate how we’re ready for the future, driven by an entrepreneurial mindset, and committed to continued growth,” Tisa declares. 

Indeed, the company’s new logo, which depicts a curved ‘p’ with steps resembling railroad ties, symbolizes steppingstones to the future and reflects the pivotal first mile and final mile services that Patriot’s short lines provide.   

The company is also introducing a refreshed tagline – ‘Your Freight, Our Focus’ – a simple phrase intended to succinctly communicate what Patriot does and why it matters.   

“This rebrand marks a milestone in our growth strategy and reflects our vision to redefine rail freight – connecting communities, delivering locally, and reaching nationally,” he adds.  

ON TRACK FOR THE FUTURE

Looking to the future, Patriot will continue to focus on safety and growth.  

CEO Brandy Christian, who joined the company in 2024, brought her vision to create long-term value for customers, employees, and owners.  

“In line with Christian’s vision, we set out on a course to find creative solutions for customers and Class 1 partners to identify sustainable, profitable growth opportunities, including new industrial parks and inland ports,” Tisa observes.  

Christian’s experience in global logistics has enabled Patriot to forge new strategic paths with long-term benefits – such as its expansion into intermodal transport with the BNSF Railway terminal.  

“We prioritize our workforce and listen to their concerns and ideas,” Tisa adds. 

Earlier this year, for example, Patriot received the 2025 USA TODAY Top Workplaces Award, which honors organizations with 150 or more employees and that have created people-first cultures.  

Out of the 42,000+ businesses invited to participate this year, the company stood out for fostering a workplace where teamwork thrives and employees feel valued.  

“The winners are recognized for their commitment to fostering a workplace environment that values employee listening and engagement,” Tisa informs. 

“Our CEO summed up Patriot’s view on this influential award perfectly when she noted how our teamwork culture is more than just a corporate value – it’s the driving force behind our achievements and the foundation of our future growth,” he concludes.

PATRIOT RAIL PARTNERS

The post Patriot Rail : Full Steam Ahead appeared first on Supply Chain Outlook.

THE ROAD TO A CENTURY OF SUCCESS

Commemorating a centennial is a remarkable achievement, and for Tranzit Group (Tranzit), the largest family-owned transport and tourism company in New Zealand (NZ), it embodies the company’s phrase ‘the journey keeps getting better’.

“The 100-year celebration is a proud milestone for our family. It provides an opportunity to reflect on the company’s history and to acknowledge everyone who has contributed to Tranzit’s success and future direction,” introduces Jenna Snelgrove, General Manager – Tranzit Coachlines, InterCity, and Tourism Division. 

“As part of the activities, we will celebrate our people and the communities we live and work in, recognise our stakeholders, partners, and customers, and how we have helped our key clients achieve their business objectives,” she continues.

A special exhibition has been shown at the Aratoi Wairarapa Museum of Art and History in Masterton over the last two months and showcases Tranzit’s history through memorabilia, photos, and storytelling.

It has been popular with visitors with many enjoying seeing original oil paintings by Wally Trickett, a former Tranzit mechanic and bus driver, who has painted 100 works of art in tribute to the company that show how it is interwoven into the communities in which it serves throughout NZ.

There was also a celebration day for team members, as well as a dinner for long-term stakeholders, suppliers, and customers held in November.

Additionally, in 2026, the Snelgrove family and Tranzit’s senior leadership team will embark on a roadshow to connect with their teams at their various depots across NZ, sharing stories and discussing the company’s future.

Currently, the fourth generation of the Snelgrove family is guiding the company forwards, and after significant growth in the last decade, success clearly runs in their genes. 

“We can attribute our growth to diversified contracts, which span tourism, and school and public transportation services, including transitioning to electric buses to help NZ reduce emissions,” Jenna exclaims.  

Another boost to the business in recent years has been the expansion of the Cross Country Rentals (CCR) division run by James Snelgrove.  

Today, it operates four brands: CCR, Maugers Rentals, Rite Price Rentals, and Luxury Airport Shuttles and offers rental cars at or near airports in Christchurch, Wellington, Palmerston North, Napier, Tauranga, Auckland, and soon to be Queenstown.  

In addition, CCR holds Ministry of Education Special Education School Transport Assistance (SESTA) contracts throughout NZ. Tranzit also demonstrated innovative responses to adversity, particularly during the COVID-19 pandemic.  

It secured the transport contract to transfer passengers on the first Wuhan evacuation flights arriving at Auckland Airport and significant contracts with district health boards to transport patients to and from hospitals or into isolation.  

Moreover, many of Tranzit’s urban drivers delivered essential public transport services during the NZ lockdowns.  

INNOVATING FOR A SUSTAINABLE FUTURE

Tranzit is known for its innovative approach. The company launched NZ’s first electric bus in 2018 and now plans to expand its services whilst transitioning to a fully electric fleet in the coming years. 

“In 2017, we were awarded significant public transport contracts in Wellington and Auckland, allowing them to promote alternatives to diesel buses. Electric buses were a new concept in NZ and worldwide,” states Keven Snelgrove, Tranzit’s Director of Transport and Operations. 

“Everyone was requesting electric or low-emission vehicles, and Wellington wanted double-decker buses. However, no one in the world was producing electric double-decker (EVDD) buses,” adds Keven. 

Together with Managing Director, Paul Snelgrove, Keven explored global options, visiting China and Europe, before ultimately deciding to introduce electric buses in NZ based on their research into the best innovations.  

Tranzit soon developed its first electric bus, EV1, in collaboration with the Auckland University of Technology and with funding from the Energy Efficiency and Conservation Authority (EECA).  

In 2018, it launched EV1, closely followed by NZ’s first fleet of 10 EVDD buses into Wellington in partnership with Greater Wellington Regional Council. These were built at Kiwi Bus Builders with the chassis and battery imported from China.  

“We introduced a fleet of Euro 6 diesel buses as well as 10 EVDD buses into Wellington. We then expanded this fleet by introducing a further 31 EVDD buses, and installed two super-fast chargers, allowing for quick 12-minute charging,” discusses Keven.  

Since then, Tranzit has introduced electric buses into regional NZ. The first was a single deck electric bus into Palmerston North in 2021 in partnership with Horizons Regional Council. 

Indeed, the partnership with Horizons Regional Council continued when Tranzit launched Australasia’s first 100 percent fully electric bus fleet in Palmerston North and Ashhurst in the North Island in March 2024. It has also expanded its electric bus operations into Taranaki, Taupo, and Waikato.   

Earlier in 2025, the company also expanded its urban operations in Auckland, introducing a fleet of brand-new single deck and EVDD buses, operating under the Tranzurban Auckland brand.  

These services on the key WX1, 11T/11W, and 120 bus routes were in addition to the NX2 service it has operated since 2018.   

As part of this expansion, Tranzit has invested in building a new depot that will accommodate 110 vehicles and feature three megawatt (MW) of charging capability, meaning Tranzit will own one of NZ’s largest private charging infrastructure networks. 

It will also feature a modern depot for drivers and operations teams, a workshop, and parking, ensuring a safe and sustainable workplace.  

“Public transport is an incredibly important part of our environment and is part of the future, which is why we have invested so much in it,” prides Paul.  

By prioritising upskilling, Tranzit’s internal workshop and project teams are focused on continuous improvement to work on the growing fleet of electric buses as well as charger installation and maintenance.  

“By having both teams work closely, we enhance design effectiveness. Our trained in-house maintenance team safely manages electric chargers, whilst our suppliers perform annual checks.  

“We develop our charging infrastructure internally and collaborate with select installers for effective implementation,” details James Howard,  Senior Projects Manager, who has been a key driver in the company’s electric bus journey. 

CHARGING IN FLEET FIRST

The electric bus fleet project with Horizons Regional Council involved hiring 50 additional drivers and tripling the network size with the addition of 42 electric buses imported from China.   

It also required charging infrastructure to be upgraded to 1 MW and updating the Palmerston North depot. Collectively, the partnership will help Horizons Regional Council reduce land transport emissions by 30 percent by 2030. 

The installation included 10 chargers with capacities ranging from 80 kilowatt hours (kWh) to 160 kWh and upgrading a transformer to support the fleet whilst maintaining operations.  

“The set-up allows for overnight charging of 43 electric buses, including the original vehicle introduced in 2021, as well as 42 new ones, using dual charger technology, enabling charging of two buses or fast charging for one.  

“Monitoring via EVisi systems ensures smart charging and cost management, contributing to a zero-emission fleet,” Howard enlightens. 

The Palmerston North depot was also upgraded with the addition of an extra workshop space, ensuring a safe and sustainable workplace.  

Meanwhile, Tranzit’s new depot build in West Auckland includes a 3 MW transformer with a single switchboard. To address space challenges for charging, especially for its high-kilometre (km) West Auckland services, a ‘fuel station’-style set-up was designed with eight chargers, each with a 240 kWh capacity, enabling each bus to charge in under two hours and minimising downtime. 

Since introducing electric buses into NZ, Tranzit has continued to lead the way and has been happy to share its learnings with industry.  

“In 2018, we introduced EVDD buses – the first in NZ – with small battery packs into Wellington as part of our urban contract with the Greater Wellington Regional Council.  

These packs allowed for a range of 120 km on a full charge. To extend this, we installed two pantograph chargers at key locations, enabling a full charge in 12 minutes whilst in transit.  

“The charging system, delivered through an on-bus ‘riser,’ was redesigned to be mounted on the rear of the vehicle due to height constraints. This successful set-up has been vital to our electric bus operations,” explains Howard.  

A COMMITMENT TO DRIVERS AND SUPPLIERS

For Tranzit, the safety and professionalism of its drivers are paramount. As such, each driver must complete a comprehensive induction programme that includes both classroom and practical training, closely supervised to ensure an understanding of responsibilities and safe practices.  

“No one can operate company vehicles until all training is completed and documented. Our accredited instructors facilitate ongoing driver training as part of our internal system, ensuring drivers are only assigned to vehicles they are qualified to operate,” Jenna assures.  

“Furthermore, our training covers essential topics such as health and safety protocols, company procedures, the use of personal protective equipment (PPE), emergency evacuation, situational awareness, passenger safety, hazard identification, and customer service techniques.” 

Depending on driving responsibilities and experience, initial training lasts three to 20 days, with ongoing refresher courses throughout the year.  

“We continuously update our training to reflect industry best practices, reinforcing our commitment to safety, efficiency, and service excellence,” she confirms.  

A source of pride, Tranzit Coachlines – a subsidiary of the wider group with a focus on providing group transport in multiple sectors – is a leader in school bus safety, with over 20 years of targeted campaigns that promote positive behaviours amongst students and ensure community safety.  

Recently, the company was recognised for its overall safety efforts, being shortlisted for the 2025 Australasian Fleet Champions Awards in the Road Safety in the Community category. Additionally, Tranzit Coachlines was listed as a finalist for the NZ Workplace Health and Safety Award in Leadership.  

Each regional manager is also allocated a sponsorship budget to support education, sports, and community connections. 

As a fourth-generation family business, Tranzit also nurtures its supply chain relationships from a long-term perspective.  

“Some of our suppliers have been with us for over 80 years – one for 100 years – and are essential to our operations, providing everything from diesel for our fleet to tyres and windscreens. Given our 24/7 nationwide service, it’s crucial that we can quickly address issues, such as a puncture on Christmas Day. We prioritise reliable suppliers over low prices,” Howard acknowledges.  

Tranzit balances nationwide diesel and spare parts suppliers with local cleaning equipment providers.  

“With more suppliers from China, we’ve adapted our approach, recognising NZ’s relative isolation; we need to ensure they’re committed to us, even during times of low volume.  

“We’re invested in long-term partnerships and have spent time visiting and vetting suppliers to cultivate relationships,” he highlights.  

DRIVING TOWARDS A SHARED VISION

The opening of Tranzit’s new depot in Auckland, which will accommodate its growing driver team and new electric bus fleet, is a key priority for the company, enabling it to continue delivering services for Auckland Transport. 

This is in addition to a new contract in regional NZ – it was recently announced that Tranzit was awarded a tender to introduce electric buses to Feilding in the North Island.  

“Being awarded a tender will ensure our partnership with Horizons Regional Council will continue, alongside our transition to electric buses outside the main centres,” Jenna notes emphatically. 

Indeed, Tranzit’s roadmap for the future is anchored in six foundational pillars: operational excellence, innovation, people, sustainability, stakeholders, partnerships, and growth. 

“Our mission is partnering with our people and communities as the leading and trusted provider of quality, safe, innovative, and sustainable transport solutions. Our vision is ‘your journey; our team’, all of whom will play a key role in keeping this strategy alive as we move forwards and ensure the company’s family values are kept alive,” she concludes passionately.

The post Tranzit Group : The Road to a Century of Success appeared first on Supply Chain Outlook.