UPS Expands Global Logistics Infrastructure

UPS is investing more than USD$2 billion across its International, Healthcare and Supply Chain Solutions businesses as it seeks to increase the speed, resilience and connectivity of its global logistics network.

The investment programme began in 2024 and will continue through 2028, spanning Europe, Asia-Pacific and the Americas.

Projects include new logistics hubs, additional air capacity, automated facilities and expanded cross-border services. UPS said the investments are designed to give customers greater flexibility as they enter new markets, rebalance supply chains and respond to changing international trade conditions.

“Customers need end-to-end logistics that match their requirements for visibility, speed and ease,” said Kate Gutmann, Executive Vice President and President of International, Healthcare and Supply Chain Solutions at UPS.

“These investments allow us to bring air, ground, brokerage and distribution together in one solution, with fewer handoffs, more end-to-end control and less complexity.”

New Hubs Planned Across Asia and North America

Several major facilities are included in the investment programme.

UPS expects to open a new hub at Clark Airport in the Philippines in the fourth quarter of 2026, followed by a new facility in Barrie, Ontario, Canada, in 2027.

A new air hub at Hong Kong International Airport is scheduled to open in 2028.

The investments support both UPS’s wider international network and strategic sectors including healthcare, technology, automotive and industrial manufacturing.

In Asia-Pacific, UPS has also invested in a technology-enabled logistics centre in Taiwan and expanded its Incheon air hub in South Korea, using automation to increase processing speeds.

The company is expanding its intra-Asia air network and operates flights five times a week between Paris and Hong Kong, and Shenzhen and Sydney.

UPS Targets Greater Supply Chain Visibility and Control

A central focus of the programme is bringing different parts of the logistics process together to reduce handoffs and improve end-to-end visibility.

UPS’s capabilities span air and ground transportation, freight, customs brokerage, distribution and specialist logistics.

A Supply Chain Solutions facility in Amsterdam, for example, combines freight, brokerage and cold-chain services under one roof.

Gutmann said the integration of logistics services with real-time tracking and proactive monitoring would enable UPS to handle temperature-sensitive, time-critical and high-value shipments across domestic and international supply chains.

The company has also developed 27 temperature-controlled freight cross-dock facilities, designed to support rapid transfers between air and ground transportation while maintaining specified temperature requirements.

Supporting Supply Chain Diversification

The investment comes as companies reassess manufacturing footprints and sourcing strategies in response to changing trade requirements and supply chain risks.

Anker is among the businesses using UPS’s integrated transportation, brokerage and trade capabilities as it expands its manufacturing network.

“UPS didn’t just help us move products. They helped us navigate the challenges that came with growth by bringing transportation, brokerage and trade expertise together,” said Adam Liu, Chief Supply Chain Officer at Anker.

“As we expanded our manufacturing footprint, we were dealing with new trade requirements, new markets and a lot more complexity. UPS gave us confidence that we could keep moving forward while managing risk along the way.”

Cross-Border Capacity Expands

UPS is also investing in regional delivery and cross-border capabilities.

In Europe, the company operates what it describes as the continent’s fastest integrated ground network, covering every address and providing Saturday delivery across eight major markets.

In Canada, UPS offers automatic Saturday ground residential delivery, alongside optional Saturday commercial ground delivery.

The company is also expanding its North American Air Freight capabilities, introducing time-definite heavy air freight services to and from Mexico and extending coverage across North America.

Asia-Pacific investment includes a network of International Air Transport Association (IATA) Centre of Excellence for Independent Validators (CEIV) Pharma-certified facilities designed for high-value and time-sensitive healthcare shipments.

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STRENGTHENING TRADE CONNECTIONS

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

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

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

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

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

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

SUPPORTING INDOCHINA TRADE

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

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

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

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

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

CONNECTING GLOBAL MARKETS

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

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

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

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

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US VIRGIN ISLANDS ECONOMIC DEVELOPMENT AUTHORITY SPOTLIGHT

Globally recognized for its natural beauty and enviable year-round climate, the US Virgin Islands (USVI) are a uniquely stunning blend of Caribbean and American influences, creating an inviting and captivating atmosphere.

The diverse culture is a reflection of the archipelago’s West African, Danish, Spanish, Irish, and German heritage. One of its most celebrated cultural assets is the people, known for their warm hospitality, strong sense of community, and collective desire to uplift the development of the islands.

The USVI offers an exceptional quality of life, with local traditions, upbeat music, and mouthwatering gastronomy all coming together to create a one-of-a-kind experience that many can only fantasize of. From its crashing waves to colorful celebrations, the USVI invites companies not just to conduct business here, but to embrace a cultural mosaic that positively impacts everything it touches.

As a world-class location for business investment and expansion, the USVI offers an abundant economy that promotes renewable energy, technology, life sciences, tourism, professional services, agribusiness, coastal and ocean resources, light manufacturing, and much more.

Equally, the archipelago’s unique tax benefits translate to a better bottom line for businesses therein. The tax programs are not only one of the most competitive tax benefit packages in the Caribbean, but across the world. Additionally, the USVI’s infrastructure provides ample strategic advantages. Its access to major shipping routes and the Panama Canal enables it strategic market access to the US, Latin America, Europe, and Asia, and companies will find unparalleled infrastructure and communication systems already in place.

Each island offers bustling hubs of both business and leisure, with opportunities including sustainable tourism innovations, agriculture developments, and strategic locations for trade, investment, and entrepreneurial ventures, alongside many others.

With the USVI’s population of approximately 87,146 – based on the 2020 Census – and an available, highly trainable, and primarily English-speaking workforce, the archipelago offers unceasing advantages for those looking to conduct, expand, or invest in business.

Q&A WITH THE VIRGIN ISLANDS ECONOMIC DEVELOPMENT AUTHORITY

Striving to be a driving force for economic development and transformation in the region, the Virgin Islands Economic Development Authority (USVIEDA) celebrates its 25th anniversary of driving economic growth and investment in the stunning archipelago. We revisit the authority with Wayne L. Biggs, Jr., CEO, who expands upon why the USVI is a one-of-a-kind investment hub.

Since we last featured USVIEDA in November 2023, what is your updated take on the industry? Is it still an exciting space to work in?

Wayne L. Biggs, Jr., CEO (WLBJ): It’s definitely exciting to work at the Authority and collaborate with the Virgin Islands government to diversify the economy and drive growth. We’ve introduced new tools and are focusing on expanding the South Shore Trade Zone.

We’ve also been very active in attracting clients. We currently have about 105 beneficiaries in the program, which remains steady. There is an excellent team working with us, and we’re here to assist any business looking to expand to or relocate within the USVI. We have the team available to support that and are open for business.

Can you reintroduce us to USVIEDA and the offers, services, and opportunities it provides?

WLBJ: We are a comprehensive economic development authority, meaning we have various divisions that handle different functions. Our Economic Development Commission is responsible for attracting foreign direct investment to the territory through numerous tax incentives.

We can reduce corporate income tax by 90 percent. If you’re a bona fide resident, we can lower it by 90 percent. If you’re using real property in regard to your operations, we’ll eliminate the real property tax entirely. Excise tax is also cut by 100 percent.

Our customs duties, which are normally six percent, would be reduced to one percent. Since we don’t have a sales tax, but a gross receipts tax, that rate is also reduced to zero. These reductions offer significant savings when attracting companies and establishing them in the territory.

We also have the Enterprise Zone Commission, which handles community planning and neighborhood development. Their goal is to revitalize areas that were once vibrant but have declined for various reasons. We’re tasked with bringing businesses and residents back to those areas, primarily through tax incentives. Additionally, we operate the South Shore Trade Zone, a free trade zone allowing the import and export of goods without taxes.

Being in the USVI allows you to import components from throughout the world and, based on your added value through assembly or manufacturing, which substantially changes the components, you can label products as ‘Made in the US’. If you want to sell US-made products to the US government, you can do so by importing components to St. Croix, assembling or manufacturing your final product(s) there, and then exporting to the US mainland.

We are also exempt from the Jones Act, meaning foreign vessels can directly move from our port to a US port, enabling foreign flagships to carry merchandise into the US.

Furthermore, we have our Economic Development Bank, which provides capital access for small businesses. We also operate an incubator and accelerator connected to both the bank and the Enterprise Zone Commission. Our import-export program aims to boost exports from the territory to other markets. We run two industrial parks, one in St. Croix and another in St. Thomas. The St. Croix park offers approximately 160,000 square feet (sqft) of occupiable space, while St. Thomas has about 20,000 sqft, with plans to expand.

We manage numerous internal initiatives and programs. One example is the Hotel Development Program, which offers rebates on occupancy taxes for hotel projects developed within the territory. Depending on the project’s scale, we can rebate up to 100 percent of the occupancy taxes generated, providing hotels with financial assistance for development costs and cash flow. This benefit can be combined with the Economic Development Commission incentives, resulting in a 90 percent reduction in profitability.

To date, three hotels are already participating, with two more set to be approved soon. We also run STARS, our film and music production program, which promotes film and music activities within the territory.

How does the Authority work to promote the USVI as an attractive investment hub, attracting new businesses and capital?

WLBJ: We continue to attract investment through various methods. Currently, we rely heavily on digital media, such as industry reference magazines. Of course, social media is essential now, so we maintain a presence on Facebook, X, LinkedIn, and others. We also participate in trade shows and conferences to promote ourselves and are happy to conduct Teams meetings, Zoom calls, phone conversations, or meet in person.

We are very selective about the types of industry trade shows we attend because we want to target industries that can attract activity to the territory, while also preserving a high-quality environment. Therefore, we seek out low-producing entities in the territory.

We’ve been very successful with financial companies and are expanding this area, including family offices, financial management firms, individuals involved in trading, and other financial services, such as off-site call centers.

In what ways does the Authority strive to be a driving force for economic development and transportation?

WLBJ: We aim to diversify the economy. We work closely with partner agencies, including the Department of Tourism and the Research and Technology Park, to build strategic partnerships that promote the territory’s economic growth and visibility – not just for the Authority, but for the benefit of the USVI as a whole.

Together, we participate in various events to take a holistic approach to investment in the USVI, whether in tourism, technology, or other sectors. We often lead these efforts by creating joint initiatives to promote the territory.

Are there any new trends currently shaping and transforming the USVI’s economic development?

WLBJ: We’ve observed more financial companies relocating and expanding here over recent years. We’ve also seen increased hotel development, as investors grow more confident in investing within the territory.

A new hotel has recently opened, with a second having completed its first phase, and others are in development. Tourism remains our primary market, but increased investment in this sector is driven by the Hotel Development Act and other promotional efforts we are engaged in.

Are you optimistic about the future of economic development throughout the USVI?

WLBJ: We are very optimistic about the future. We have the free trade zone that we’re promoting, and there are good opportunities for assembly and manufacturing in those markets, especially given our geographic location situated in the middle of the Caribbean chain. If you’re targeting Caribbean markets, it’s very easy to access them. Latin America is about 1,100 miles away, Central America roughly 1,200 miles, and North America about 1,400 miles. We are a US jurisdiction, so if you’re coming from the US and are a citizen, traveling back and forth is straightforward. Additionally, US laws protect intellectual property, and we use US courts and dollars.

We’re definitely optimistic about expanding the trade zone and continuing to develop a financial hub where more financial companies will set up shop, thanks to the incentives we offer and the available bandwidth, allowing them to conduct financial trades and consulting from the territory.

Finally, what are the Authority’s goals and priorities for the future, and what strategies will you use to facilitate them?

WLBJ: We’re focusing heavily on digital marketing efforts. We are strengthening our team with professionals who bring digital expertise, while expanding our use of social media and other digital platforms to more effectively share our message. Since many people get their news online, we’re emphasizing digital promotions. We are also being very selective about the markets we pursue. I see us continuing to attract financial companies because they are easier to relocate from one area to another, as they generally aren’t asset-heavy.

There is significant potential for the trade zone, particularly due to tariffs, because we are outside the US customs zone, meaning there are no tariffs on goods brought into the territory. We assist companies by hedging their tariff costs and helping extend their operations into the territory.

The territory is making substantial investments in its ports, focusing on what we call the P3 or PPP – i.e. a public-private partnership – updating and upgrading the port facilities, including the seaport and the airport. The airports will undergo a $250 million renovation, and the seaports will follow soon after. We anticipate many positive developments in the near future as a result.

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THE NETWORK THAT DELIVERS

Few industries are as dynamic as logistics.

From geopolitical uncertainty and shifting trade policies to changing sourcing strategies and customer expectations, supply chains have become increasingly interconnected and complex.

“The complexity and interdependency of the supply chain and ever-changing global affairs always keep you on your toes,” opens Bohn Crain, Founder and CEO of Radiant Logistics (Radiant).

Helping customers navigate that reality has been central to Radiant’s founding in 2006. After building his career in transportation, including time with Fortune 100 transportation company CSX, Crain recognized an opportunity to create something different.

Rather than building a traditional logistics company, he envisioned a platform that would connect experienced logistics entrepreneurs through shared capabilities, resources, and technology, while maintaining the responsiveness and customer focus that drive long-term success.

“It was that background in transportation alongside my familiarity with capital markets that created an opportunity for me to set up Radiant,” he recalls.

Founded on the belief that entrepreneurial operators could deliver exceptional value when connected through a broader network of capabilities and resources, Radiant has spent the past two decades expanding its reach while remaining focused on solving customer challenges.

Through strategic acquisitions and organic growth, Radiant has expanded its capabilities while preserving the entrepreneurial culture and customer relationships that helped build the business.

“There has been a lot of hard work, dedication, and perseverance to get us to where we are today,” acknowledges Crain.

“Our stability and continued growth speak to the durability of our diversified non-asset-based model and ability to weather all types of storms while still thriving.”

As one of the few publicly traded, non-asset-based third-party logistics (3PL) providers of its size, Radiant offers a level of transparency and accountability rarely found in the middle market.

20 years after its founding, the company remains focused on the same objective that inspired its creation: helping customers move confidently through an increasingly complex supply chain landscape.

THE POWER OF THE NETWORK

While Radiant’s growth over the past two decades has been significant, the company’s evolution has never been driven by scale alone.

Instead, it has been shaped by a belief that customers are best served when entrepreneurial expertise, specialized capabilities, and local market knowledge are connected through a broader platform designed to support growth and collaboration.

That philosophy continues to define Radiant today.

Over the years, the company has expanded through a combination of organic growth and the strategic acquisition of highly respected transportation and logistics providers.

Rather than simply consolidating operations, Radiant has focused on preserving the expertise, customer relationships, and entrepreneurial culture that made those businesses successful while connecting them to a broader network of capabilities, technology, and resources.

For customers, that means access to broader capabilities and specialized expertise without sacrificing the responsiveness and accountability that often define strong local relationships.

Organizations are often forced to choose between the personalized service of a smaller provider and the scale and resources of a larger one. Radiant’s model is designed to eliminate that trade-off.

“We are small enough that we can adapt to our customers and what they’re looking for, yet large enough to provide the rates, resources, and service capabilities associated with much larger organizations,” highlights Joe Pelletier, Senior Vice President.

“Our size and capability are perfectly blended.”

That balance allows Radiant to support a diverse range of customer needs, from global forwarding programs and manufacturing supply chains to government and defense logistics, healthcare shipments, time-critical transportation, and complex trade show and event moves.

“Radiant prides itself on being extremely collaborative. We collaborate across different parts of the business to bring together everything required to deliver the best possible outcomes for our customers,” adds Laurent Grousseau, CTO.

The result is a model that combines the agility of entrepreneurial operators with the capabilities, technology, and global reach of a larger logistics platform, helping customers solve increasingly complex transportation and supply chain challenges.

TECHNOLOGY WITH PURPOSE

As supply chains have become more data-intensive, customers increasingly need more than information – they need the ability to turn that information into action.

Recognizing that shift, Radiant has made technology a central component of its strategy, helping customers gain greater visibility, control, and insight across their operations.

At the center of that strategy is Navegate®, the company’s proprietary global trade management and collaboration platform.

“Navegate® is a truly differentiated service offering that empowers our associates to engage with customers in a unique and meaningful way,” notes Crain.

The platform connects orders, inventory, shipments, and supply chain events in a single environment, helping customers identify potential issues, respond more quickly to disruption, and make more informed decisions.

“It’s a natural fit because customers are looking for greater visibility and a deeper understanding of what’s happening throughout their supply chains,” says Pelletier.

“By combining technology with the expertise that exists across the Radiant network, we’re able to help customers make better decisions and improve overall supply chain performance.”

Importantly, Radiant views technology as an extension of operational expertise rather than a replacement for it.

“We have many discussions between the business and technology teams,” Grousseau tells us.

“There’s a constant exchange of ideas so we can better understand what the business needs and deliver the best possible experience and results for customers.”

By combining digital capabilities with experienced logistics professionals, Radiant continues to help customers move from reacting to disruption toward anticipating it.

LOOKING AHEAD

As Radiant enters its third decade, the company’s focus remains remarkably consistent with the principles that guided its founding: invest in people, embrace innovation, and help customers solve increasingly complex logistics challenges.

Through its ongoing partnership with the University of Washington Foster School of Business, Radiant has explored practical applications for artificial intelligence (AI) while creating a pipeline for the next generation of technology and business leaders.

“We started our partnership two years ago and provided students with a problem statement as a proof of concept of how we might use AI within the business,” Crain outlines.

The program gained so much interest and was so successful that Radiant ultimately hired a number of those students to continue carrying forward that initiative.

“We have already established live AI agents, including RAY, our AI-powered logistics assistant, and believe this is going to be the next big transformation within our sector in the next couple of years,” insights Grousseau.

“We are finding new ways to connect the old with the new to be more efficient and provide more accurate information for customers.”

For Radiant, innovations such as RAY are designed to enhance expertise, not replace it. At its core, logistics is a people business.

“We’re positioned in a manner where we don’t bring technology to customers where they were, but rather where they are going,” states Pelletier.

“We’re not applying yesterday’s technology to tomorrow’s problems; we’re applying tomorrow’s technology to today’s problems.”

20 years after its founding, Radiant has grown into a diversified global logistics platform serving customers across industries, geographies, and modes of transportation.

More importantly, it has built a foundation designed to evolve alongside the needs of the market.

“We ultimately aspire to be the preferred platform for logistics entrepreneurs,” concludes Crain.

That ambition is rooted in the same philosophy that inspired the company’s founding: empower great people, connect them through a stronger network, and create better outcomes for customers.

As Radiant looks toward the future, that belief remains unchanged: bring together the right people, capabilities, and technology to help customers move forward.

It is a philosophy that has defined the company for the past 20 years – and continues to prove why it is, and always has been, the ‘Network that Delivers’.

The post Radiant Logistics : The Network that Delivers appeared first on Supply Chain Outlook.

PROOF OVER PROMISES  

For more than 118 years, UPS has continuously evolved its operations, and the company is now entering a new era powered by artificial intelligence (AI). By embedding AI across its business, UPS is enhancing customer experiences, strengthening supply chain resilience, and creating smarter, faster decision-making across its global logistics network. 

“After 118 years of reinventing logistics, we have entered a defining moment – using AI to simplify how we work across the enterprise, from customer acquisition and onboarding to how we plan, move, and deliver,” said Carol B. Tomé, UPS CEO.  

ENHANCING CUSTOMER VISIBILITY  

Every year, UPS customers generate billions of package tracking numbers, reflecting the scale of the company’s global operations. As supply chains become increasingly complex and market conditions continue to fluctuate, customers are looking for greater transparency than a simple estimated delivery date. 

To meet these evolving expectations, UPS is expanding the use of AI to provide enhanced end-to-end visibility while improving customer support across multiple channels. 

By the end of 2026, the company expects more than 98 percent of customer service requests to be supported through a combination of AI and human expertise across digital and voice channels, including AI-enabled intelligent assistants operating in more than 20 countries. 

At the same time, customer care teams are being equipped with AI-powered, real-time shipment insights designed to resolve inquiries and claims more efficiently. UPS is also transforming reverse logistics through Happy Returns, introducing a conversational AI experience that simplifies the post-purchase journey while helping reduce returns fraud. 

The company is further strengthening package visibility by combining radio-frequency identification (RFID) technology with AI-powered tracking capabilities, providing customers with near real-time package-level insights that support greater transparency, flexibility, and faster decision-making. 

BUILDING A SMARTER GLOBAL NETWORK  

Beyond customer-facing services, UPS is integrating AI throughout its logistics network to improve planning, responsiveness, and operational resilience. 

Its proprietary network planning tools now model multiple “what if” scenarios using real-time information, including weather conditions, transportation delays, and volume forecasts. This enables the company to stress-test operations and prepare execution-ready plans before disruptions affect service. 

UPS is also expanding its digital twin of the global network to encompass every mode of transportation. The digital replica includes facilities, air and ground operations, and end-to-end package flows, updating every 10 minutes to monitor performance continuously and allow the network to adapt in real time. 

The company is also deploying agentic control tower capabilities directly with customers. By combining predictive models, connected services, and operational data, these capabilities extend beyond shipment tracking to identify, prioritize, and help resolve disruptions across complex multi-carrier networks while giving customers full control over their data. 

SIMPLIFYING GLOBAL TRADE  

International shipping is another area benefiting from AI-driven innovation. 

UPS is introducing next-generation brokerage services that combine AI, cross-border data, and human expertise to help customers navigate customs requirements accurately for shipments of all sizes. 

The company is also improving the cross-border experience through more predictable landed costs at checkout, enhanced product classifications using UPS Export Assure, and digital trade documentation via UPS Paperless® Invoice. Together, these capabilities help reduce errors and accelerate shipment processing. 

AI is also strengthening UPS’s brokerage operations by enabling faster customs clearance. As a result, 97 percent of UPS shipments clear customs on the first day of entry. 

“When trade rules changed, we needed to adjust fast without disrupting our customers,” said Michael Garcia, Vice President of Operations for Audien – the world’s largest over-the-counter hearing aid company.  

SHAPING THE FUTURE OF LOGISTICS  

As part of its Network of the Future transformation, UPS continues to redesign its operations with a greater focus on data, resilience, and intelligent automation. By embedding AI across planning, routing, and execution, the company is creating a network capable of dynamically responding to changing operating conditions. 

“Every step we’re taking supports our strategy – putting customers first, empowering our people, and accelerating innovation,” Tomé said.  

“AI isn’t a buzzword at UPS. We are building on a rich history of technology embedded in every facet of our business. We are doing the work – using AI to transform global commerce.”

The post UPS Enables Greater Visibility, Reliability, and Control with Bold AI Initiatives  appeared first on Supply Chain Outlook.

TRUSTED SECURITY INTELLIGENCE PARTNER

Transport security remains a highly buoyant market in Australia, as both federal and commercial regulation ensure the efficient and streamlined protection of the nation’s borders, supply chains, and, ultimately, property.

It is the latter that remains a key priority for Trident Services Australia (Trident), who continues to prove its dedication to safeguarding people and property.

Since last speaking to the company in June 2024, Trident has maintained a proactive stance on threat intelligence, ensuring its operational frameworks are agile enough to meet both evolving regulatory mandates and the specific needs of its clients.

“By deepening our integration of intelligence-led, data-driven systems across all business streams, we have reinforced our position as a trusted partner to government and industry – continuing to mitigate risks ranging from terror to serious crime and ensuring the resilience of the transport systems we protect,” proudly opens David Wilkinson, CEO.

TURNING CLIENTS’ VISIONS INTO REALITY

For Trident, a deep commitment to meeting the needs of its clients and partners continues to underpin its operations as it overcomes key industry challenges.

“Whilst our main points of difference are our people and agility to respond, we differentiate ourselves through authenticity and an unwavering focus on our clients’ vision. We don’t simply provide security – we provide intelligence,” Wilkinson highlights.

The company has witnessed substantial growth of late – it has secured 16 new contracts across 40 new sites, including five major aviation contracts, and grown its workforce to nearly 3,000.

“This expansion has significantly enhanced our operational depth, cross-training capabilities, and overall business resilience – positioning us to deliver consistent, high-quality service across a broader national footprint,” he adds.

Key to the company’s development and overcoming industry obstacles such as rising labour costs and economic volatility, Trident is transitioning from a labour-centric model to a technology-enhanced enterprise.

“It is vital to remember that whilst artificial intelligence (AI) and technology are powerful tools, our people remain the heart of our business,” Wilkinson reflects.

“Data is business gold. By embedding AI-driven systems into our service delivery, we furnish our clients with live data analysis and actionable insights, transforming operational data into a strategic asset that drives measurably better security outcomes.

“This means we can deliver superior security and facilities management outcomes through innovation that rationalises costs whilst enhancing compliance,” he highlights.

The company’s recent success in guaranteeing flight security services for the national carrier Qantas at Sydney and Melbourne Airports is a testament to this strategy, demonstrating the company’s ability to deliver detailed, meaningful, and timely information.

REDEFINING SECURITY PARAMETERS

In pursuit of meeting clients’ needs, Trident leverages its AI-enhanced technology suite to export its expertise into the South Pacific, with a clear goal of uplifting regional compliance and security standards.

“We intend to bring the same sophisticated, data-driven protection we have pioneered in the Australian market to new territories across the region,” Wilkinson sets out.

To this end, Trident maintains strategic partnerships with three technology leaders, which are seeing transformative results.

“We are currently integrating internal AI, advanced aviation training systems, and world-class 3D digital twinning and spatial mapping technologies to redefine what is possible in security management,” he outlines.

Elsewhere, the company is particularly proud of its first national air cargo contract with DHL Express Australia, which required the mobilisation of a complex, multi-state operation, which Trident completed with precision at scale.

Recognising the criticality of business continuity, the company’s supply chain is at the centre of its continued success.

Viewing its suppliers as strategic partners rather than mere vendors, the company prioritises transparent communication, collaborative innovation, and shared technological goals.

As a result, Trident can effortlessly maintain a resilient and efficient supply chain that enables the company to consistently uphold the high standards its clients expect.

SETTING INDUSTRY BENCHMARKS

When last speaking to Trident in June 2024, it was in the throes of launching its Screener Development Programme – a highly advanced platform providing comprehensive oversight, structure, and tools for staff considering a long-term screening career at the company.

Fast forward two years later, and the programme has set the industry benchmark for regularly compliance.

“Innovation only succeeds when you foster a culture that empowers employees to explore and embrace new ideas. We remain deeply committed to recognising and valuing the human element that underpins every aspect of our success,” Wilkinson reflects.

Despite its achievements, the company is not standing still. In the same period, it has also spent considerable time establishing its own Registered Training Organisation (RTO), “Key Training Academy”. Projected to open its doors in August 2026, the state-of-the-art facility will be strategically located in a complex that is designed to showcase its technology products and systems.

“The RTO has an obvious symbiotic relationship with our core business streams and will elevate our recruitment and induction standards to an unprecedented level, ensuring our people are the best-trained professionals in the sector,” he insights.

Hand-in-hand with its staff’s expertise, corporate citizenship is fundamental to Trident’s identity, demonstrated by the fact that its employees generously dedicate their time to a number of different volunteer initiatives.

Additionally, Trident upholds strict adherence to Australia’s Modern Slavery Act, and is also deeply committed to First Nations engagement, ethical supply chain management, and active support for community programmes.

“We believe a successful business must be a force for good, and we hold ourselves accountable for the social and ethical impact of everything we do,” Wilkinson maintains.

ACHIEVING SUSTAINABLE GROWTH

As it continues on an upward trajectory, Trident’s initial focus remains the launch of its RTO and the seamless integration of workflows across all business units.

“The interest from our partners has been extremely encouraging for this initiative and we envisage broader scope driven by future industry demand,” Wilkinson tells us.

The company will simultaneously continue to deploy its new AI product suite – both internally and as a market-leading solution for its clients.

“Our overarching commitment is to quality, innovation, and sustainable growth,” he concludes.

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ELEVATING AVIATION STANDARDS

Airports are hives of activity where ground services play a crucial role in orchestrating logistics that are as essential as aviation itself.

In this dynamic environment, the individuals working in these vital roles often operate behind the scenes but are fundamental to ensuring the smooth flow of air travel.

These interconnected hubs depend on a complex network of support operations that guarantee every aspect, from baggage handling to passenger assistance, runs efficiently amongst the hustle and bustle of arrivals and departures.

During peak travel times, demand for these services increases significantly, highlighting the airline industry’s most visible responsibilities.

Known for its efficiency and reliability, Sky Handling Partner (SHP) is a prominent player in the airport ground handling sector, operating within Groupe CRIT’s global ground handling division.

The company provides essential aircraft turnaround services to major airlines, including passenger handling, ramp, and load control, prioritising safety, reliability, and the customer experience.

Established in Ireland in 2000, SHP expanded its operations to the UK in 2011, specifically at London City Airport (LCY) and London Heathrow Airport (LHR), before launching the Cobalt Ground Solutions brand in 2016.

At present, SHP boasts a dedicated workforce of over 1,850 employees spread across its primary operational hubs in Dublin, Shannon, and London.

“Safety, security, and service are the cornerstones of our performance. All our stations have dedicated on-site safety and security teams who collaborate closely with airport community stakeholders,” introduces Darren Moloney, General Manager.

“The coordination of these teams at all levels facilitates a safety-first approach to every aspect of our ground handling activities.”

Moreover, to strengthen and nurture its partnerships with major airline clients, the company implements a range of strategic initiatives to enhance collaboration and ensure mutual growth.

With a comprehensive range of services, Cobalt Ground Solutions collaborates with SHP to ensure consistent operational standards across various locations, whilst also leveraging Groupe Europe Handling’s expertise.

“Groupe Europe Handling, Cobalt Ground Solutions, and SHP share many of the same airline customers across our network. The adoption of resource and planning technologies safeguards alignment with airline standards and requirements,” Moloney adds.

EMBRACING INNOVATION

Key challenges currently facing the aviation industry include operational disruptions, rising fuel costs, customer demands, sustainability compliance, and delays in hiring processes, with the latter being particularly problematic for SHP.

However, the company is preparing to address these issues through strategic investments and enhanced customer service initiatives.

“Seasonality remains a primary challenge for our Dublin operations, coupled with the necessity to scale resource bases accordingly,” Moloney acknowledges.

“The enhanced security vetting process dictates a longer recruitment timeline, with onboarding for summer operations commencing in early Q1 annually.”

To achieve this, SHP needs to streamline the recruitment process whilst maintaining rigorous standards, balancing efficiency with quality in attracting talent.

“Ensuring the ground handling sector is an attractive career option for a workforce that appears more transitory. This requires a strong focus on recruitment policies, training, and development, and it must clearly highlight a career development path,” he emphasises.

“Additionally, SHP offers competitive packages to new entrants with various opportunities to adopt flexible roster options for team members that provide a good and predictable work-life balance whilst ensuring sufficient flexibility to cover airline operations in a dynamic and fluid environment.”

As SHP implements competitive employment packages to ensure a balanced work-life environment for team members, it is also committed to advancing the electrification of its fleet across Europe, recognising that the availability of charging infrastructure at each airport will be crucial to this transition.

“The electrification programme is airport-dependent and heavily influenced by the electric charging capacity available within each station.

“The class of ground support equipment (GSE) that has already commenced the transition to electric includes baggage tractors, belt loaders, and our car fleet. Over the next few years, we will accelerate electrification across our fleet at all stations,” Moloney details.

OPTIMISING OPERATIONS

Airport ground handling services have undergone a significant transformation in recent years, primarily driven by technological advancement and integration.

As a result, the sector is increasingly embracing automation and data-driven approaches to improve operational efficiency and safety.

This evolution has introduced innovative tools and systems that streamline and improve the overall passenger experience, fundamentally changing how ground services are delivered at airports worldwide.

Indeed, SHP is exploring specific enhancements to its IT infrastructure and software to boost operations and customer service with a versatile technology solution.

“WorkBridge is currently being introduced to stations in the UK and Ireland to provide enhanced operational visibility in real-time,” Moloney tells us.

This solution is designed to support all types of airport services, including baggage and cargo handling, passenger check-in, boarding, security, and maintenance.

“The platform facilitates accurate resource planning across service delivery teams and enables controllers to optimise our response to off-schedule airline activity on any given day,” he informs.

“It also provides oversight on skill set requirements, so our planning teams can factor this into our seasonal planning programmes.”

In addition to improving resource management, customer services, and overall efficiency with WorkBridge’s sophisticated system capabilities, SHP has introduced integrated compliance, safety, and risk management.

“In February, we moved to Centrik by Trustflight, an integrated safety management system (SMS) designed to streamline compliance, risk management, reporting, and operational safety processes within the aviation industry,” Moloney outlines.

“The transition to the new SMS was carried out using a structured approach to minimise disruption to operations and maintain compliance with safety requirements.”

To facilitate this transition, SHP conducted a thorough assessment to inform decisions on how to proceed.

“The project began with a review of the existing system and a gap analysis to identify requirements and reporting needs that needed to be replicated or improved within the new platform. Existing safety data, including reports, risk registers, audits, and corrective actions from the outgoing system, were retained and archived,” states Moloney.

ENHANCING THE EMPLOYEE EXPERIENCE

Several critical factors make SHP an appealing workplace for employees – these elements foster a supportive and engaging environment that promotes professional growth and job satisfaction.

“Our employees are part of frontline airport operations where no two days are the same. Working closely with airlines, passengers, and flight operations creates an energetic and rewarding atmosphere,” Moloney explains.

“Many team members highlight supportive colleagues and a strong teamwork culture as amongst the best parts of working for the company. Collaboration is essential in aviation operations, and employees often build strong working relationships.”

As SHP’s feedback indicates, employees seem to appreciate this way of working, which further enhances team dynamics and individual development.

The company not only promotes internal progression but also provides exposure to different operational areas within aviation handling services.

Employees therefore gain valuable industry experience and practical skills that support long-term career growth.

“SHP is dedicated to investing in operational and safety training to ensure staff are confident and prepared in their roles. This helps them develop professionally whilst maintaining high service standards,” Moloney optimistically concludes.

“Meanwhile, in terms of priorities for the coming year, our two main objectives are to complete the rollout of WorkBridge and appoint a Culture Learning and Development Manager for our operations in Ireland.”

By leveraging technology and implementing strategies that address industry challenges, SHP demonstrates its commitment to improving operational standards and building strong relationships with airline clients.

Furthermore, as the company advances electrification and innovative solutions, it delivers a smoother travel experience for passengers and positions itself as a leader in the sustainable and efficient management of airport services.

As a result, SHP is set to raise the standards of airport ground handling across Europe and beyond.

The post Sky Handling Partner : Elevating Aviation Standards appeared first on Supply Chain Outlook.

INNOVATION IN MOTION

As the largest maritime intermodal operator in the UK and a multi-award-winning provider of logistics solutions, Freightliner has made a name for itself and its services as one of the most sustainable, efficient, and advanced within the entire industry.

Through dedication, expertise, and ever-evolving rail and logistics solutions, the company is committed to getting the job done safely and responsibly, allowing businesses to rely on Freightliner when needed most.

The combination of the company’s locomotive fleet, strategically-located UK terminals, and road vehicles allows for the sustainable and seamless journey of goods. Freightliner operates over 30 different rail freight routes running almost 400 services per week, moving over a million twenty-foot equivalent units (TEU) annually.

“Our operations are broad, and often people don’t realise we don’t just move containers – we also operate night trunking services for large distribution companies, have a specialist haulage team, and a cargo handling team,” introduces Nick Matthews, COO.

“Our client base is varied – we support all the major shipping lines as well as freight forwarders, individuals, and beneficial cargo owners (BCOs). We can support and move goods for anyone, regardless of business size.”

Recently, in 2025, Freightliner celebrated its 60th anniversary. To honour this achievement, the company reflected on its rich history and continuous innovation. What started as a division of British Rail – as the first operator of container trains within the UK – soon developed into a deep-sea freight intermodal business offering its own end-to-end proposition.

“Building a reputation for reliable service that meets specific customer needs and delivers great supply chain efficiencies has been key to our success. Six decades on, we are still laser-focused on delivering for our customers and ensuring they get the best possible service,” expands Matthews.

This anniversary was also an excellent opportunity to celebrate the people who make Freightliner, as achieving this milestone would be impossible without those who deliver daily, ensuring customers are provided with reliable, efficient, and safe services.

THE INDUSTRY STANDARD

With his career in the supply chain industry beginning in the late 1990s, Matthews first joined Taylor Barnard Container Services in Felixstowe, which acted as an introduction to containerised freight and the broader supply chain landscape.

From there, he moved to other companies, gaining exposure across several functions before being offered the opportunity to relocate to Cape Town, South Africa, in the role of International Transport Manager.

Eventually moving back to the UK, Matthews stepped into the role of COO for Freightliner in 2024, assuming accountability across all operations, including rail and road transportation terminal operations, alongside health, safety, and workforce welfare.

“Inadvertently, I fell into the industry – but the variety, complexity, relationships, and opportunity it offered kept me here,” he comments.

The business differentiates itself through a variety of means, including its ability to provide end-to-end services for customers whilst owning all assets critical to ensuring reliability. Through constant innovation and dedication, the company manages approximately 60 percent of the intermodal rail freight market within the UK and possesses extensive rail freight path rights.

“We are an award-winning provider and have consistently been named Multimodal’s ‘Rail Freight Provider of the Year’, an award which is particularly pertinent as it is voted for by the industry and its customers,” Matthews details.

Equally, the scale of Freightliner’s services and operations allows it to move large volumes of goods quickly and efficiently. The company’s capabilities were directly seen when the Gemini Cooperation reshaped its UK port strategy, shifting container flows from Felixstowe to London Gateway.

Freightliner responded by rapidly reorganising its inland rail operations to support the change. Meeting the subsequent demand surge at London Gateway, it mobilised additional resources and doubled its daily intermodal services from the port, implementing a revised, faster train plan, and reallocated assets across the network – all of which was completed in under five months.

“The mobilisation required coordination with infrastructure providers, terminal operators, and stakeholders to ensure a seamless transition. We highlighted the effort as a testament to the capability and flexibility of our staff, network, and assets,” explains Matthews.

Freightliner is also committed to helping customers reduce carbon emissions. Rail freight is already the sustainable choice, emitting 76 percent less greenhouse gases (GHG) compared with diesel road transportation, but the company is determined to push the boundaries by operating the largest electric locomotive fleet in the market and providing customers with the option to use hydrotreated vegetable oil (HVO) fuel.

LEADING EXPERTS ON HAND

Freightliner’s core purpose is to be the safest and most respected transportation service provider in the world.

“We believe that everyone at Freightliner has the right to get home safely after their shift – our group motto we always work to is ‘work safe, go home safe’,” asserts Matthews.

“We work tirelessly to stay at the forefront of personnel safety and welfare. Recently, we showed our dedication to our staff’s well-being by signing the Rail Safety and Standards Board’s Welfare Facilities Charter, which further reinforces our commitment to ensuring staff are provided with suitable and dignified welfare facilities.”

Customers choose to work with the company because they are confident that at Freightliner, safe working practices are non-negotiable and goods are delivered on time. The company is proud to offer ongoing safety training to ensure it remains the highest priority across all operational sites.

“Everything we do at Freightliner is underpinned by our unwavering dedication to safety,” Matthews prides.

Equally, the company currently has three key investment focus areas, including its wagon strategy, enhancing its locomotive fleet, and the expansion of its terminal business in strategic locations.

Specifically, Freightliner’s wagon strategy comprises removing a number of 60-foot (ft) platforms and replacing them with 40-ft ‘Shortliner’ wagons, allowing it to grow its commercial capability by 20 percent whilst reducing carbon emissions along the way.

Additionally, Freightliner is the freight leader in operating electric traction on the network with the Class 90 locomotives. The company is investigating if it can further enhance their fleet to reduce emissions on the network using new bi-mode locomotives.

“Furthermore, we are looking to expand our terminal operations in key locations in order to increase our volumes and grow in line with customer demand,” informs Matthews.

DELIVERING CONTINUED SUCCESS

Recently, Freightliner launched new services at Daventry – a key distribution hub within the UK. These will be used for routes often serviced by road, so the launch of the rail freight support will remove heavy goods vehicles (HGVs) from the already busy road and motorway network.

“It will help customers who have not previously used rail move towards our services, which are the more sustainable option,” Matthews expands.

“Rail freight only really works at its best when it’s backed by a smooth, efficient road operation, and the truth is our supply chain functions strongest when rail and road play to their individual strengths rather than being seen as rivals. Our ability, as Freightliner, to offer a tailored solution is important for our customers.”

The company is witnessing an increase in model shift for several reasons, the first of which is sustainability, as customers are reducing their carbon footprint by taking road miles out of the supply chain.

Secondly, there is the industry-wide problem of the increasing average age of truck drivers. To address this, Freightliner is working to attract younger people, especially younger women, to road transport.

“As an industry, we have to make these roles more attractive to future generations. That’s why rail should be seen as part of the solution, because by taking on the long-distance work, it allows the fleet to focus on shorter trips to and from terminals, which means drivers are home every night, and the job becomes a more enticing career option,” concludes Matthews.

Ultimately, as Freightliner looks ahead, it is focused on delivering customer commitments, growing its business with its customer base, and continuing to provide a fantastic customer service to all.

The post Freightliner : Innovation in Motion appeared first on Supply Chain Outlook.

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 behavior 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.

SMART PACKAGING FOR A HEALTHY PLANET

The cardboard box has become one of the most visible symbols of global commerce.

Every day, millions of packages arrive on doorsteps across the US, each one representing a complex supply chain journey that begins in a warehouse somewhere in the world.

Yet, for decades, one critical step in that journey remained surprisingly inefficient – the box itself.

That inefficiency is exactly what Brian Reinhart, Chief Revenue Officer, and the Packsize team are working to change.

Reinhart is helping to lead a shift in how businesses think about packaging, moving away from standardized boxes and excess filler materials toward intelligent, automated systems that create the right sized box for every shipment.

In an era defined by e-commerce growth, rising transportation costs, labor shortages, and increasing sustainability expectations, Reinhart believes packaging can no longer be treated as an afterthought in the fulfillment process.

“For a long time, packaging in distribution centers was treated as a commodity step at the very end of the fulfillment process. Companies invested heavily in optimizing picking, robotics, and shipping networks, but the box itself was often an afterthought. Yet, packaging sits right at the intersection of cost, sustainability, labor, and the customer experience,” Reinhart opens.

“That realization is what drew me into the space. When you start looking closely at packaging operations, you see enormous inefficiencies: oversized boxes, wasted corrugate, excess filler material, higher shipping costs, underutilization of labor, and unnecessary transportation emissions.”

Now, packaging is becoming a strategic lever for improving efficiency across the entire supply chain.

“At Packsize, that’s exactly the challenge we focus on. Our goal is to transform packaging from a static commodity into a dynamic, intelligent system that adapts to every order,” explains Reinhart.

“Being at the forefront of an industry transformation like that is incredibly exciting.”

THE PERFECT FIT

Packaging has a surprisingly large impact on the overall efficiency of the supply chain.

Small improvements at the packaging stage can ripple through the entire logistics network – from warehouse productivity to transportation efficiency to the customer’s unboxing experience.

As companies continue to modernize their operations, packaging will increasingly be recognized as an area where technology and innovation can deliver meaningful improvements.

“The box may be the last thing a company touches before shipping a product, but it is the first thing a customer touches when receiving a product, and it has the power to influence everything that happens before and after,” explains Reinhart.

Packsize was founded on a simple but powerful idea – every product deserves a box that fits perfectly.

“Instead of stocking dozens of pre-made box sizes, our systems create the exact box needed for each order in real time,” he informs.

The company provides a broad range of automated packaging solutions for some of the world’s largest retailers, manufacturers, and third-party logistics providers.

Its technology integrates directly into fulfillment operations and can scale from smaller pack stations to highly automated packaging lines capable of handling high-volume e-commerce environments.

Operating globally with a presence across North America and Europe, Packsize serves over 3,000 customer facilities.

The team includes engineers, supply chain specialists, software developers, and operations experts who work together to help customers rethink packaging as part of a broader operational strategy.

“What makes Packsize unique is that we’re not just delivering machines – we provide an integrated solution that combines automation, software, packaging design, and corrugate supply to optimize how packaging functions within the fulfillment process,” Reinhart highlights.

PACKAGING AS A SYSTEM

Whereas traditional packaging solutions often only focus on one element of the process, Packsize looks at the entire workflow, from the moment an order is picked to the moment it leaves the facility.

“We approach packaging as a system, not just a piece of equipment,” affirms Reinhart.

“Our systems dynamically determine the optimal box size, create it on demand, and integrate directly into the picking or packing process.”

This approach delivers benefits across several dimensions, such as reducing material usage, lowering shipping costs, improving labor efficiency, increasing throughput, and enhancing the customer experience.

Another differentiator is the depth of Packsize’s technology platform, as the company combines advanced machinery, intelligent software, and a global corrugate supply network to create solutions that are both scalable and highly adaptable.

“We provide technology to support oversized items, operations electing to pick directly into the box with automated lidding and closing systems, or operations that would prefer to package last, and we’re the only packaging provider in the world that can say that,” Reinhart acclaims.

Most importantly, Packsize has developed deep expertise after years working with large operations to understand the realities of modern logistics.

That experience allows it to design packaging systems that solve real operational challenges rather than theoretical ones.

“Packaging isn’t just a box anymore – it’s becoming a data-driven system inside the fulfillment operation. Packsize not only understands that, but also knows how to maximize its value,” outlines Reinhart.

RIGHT-SIZED APPROACH

Sustainability has always been a central part of Packsize’s mission and, interestingly, often goes hand in hand with operational efficiency.

“When you reduce excess packaging, you’re not just helping the environment – you’re also reducing material costs, shipping expenses, and transportation emissions,” Reinhart sets out.

“In other words, doing the right thing environmentally often turns out to be the right thing economically as well.”

One of the most visible examples of this is the reduction of void fill and unnecessary packaging material.

When a company ships a product in a box that is much larger than it needs to be, that extra space often requires plastic fillers or additional packing materials.

Right-sizing – creating packaging that fits the product as closely as possible – eliminates much of that waste.

“Packaging has historically relied on a limited number of standard box sizes, which meant products were often shipped in boxes that were significantly larger than necessary,” Reinhart tells us.

“Right-sizing changes that approach. Our systems analyze the dimensions of each product and each order to produce a custom box in real time.”

Packsize can do this in several different ways; if the operation has stock-keeping unit (SKU) data available, it can pre-size the box based on that data.

If, however, the data is unavailable, the system can perform a 3D scan of the products or order on the fly and build the box in real time.

This ability to remove data hygiene as a barrier to entry for right-sizing has been key to adoption across the marketplace.

“The key for us is making the process simple. Businesses are more likely to adopt a technology that minimizes disruption and provides its value without headaches,” emphasizes Reinhart.

“Ease of installation, system performance, uptime, and throughput are all metrics we commit to as part of our partnerships. We understand that packaging is critical to an operation, and our commitment is a baseline requirement for any level of embrace.

“Right-sizing isn’t just about reducing waste – it’s about building smarter supply chains,” he states.

SPARCK ACQUISITION

Packsize now has the full suite of high-volume, right-sized-on-demand packaging technology having acquired Sparck Technologies (Sparck) last year.

Sparck has built an exceptional reputation in the industry for highly automated packaging systems designed for high-volume fulfillment environments.

“Their continuously variable packaging (CVP) technology complemented our existing solutions extremely well,” Reinhart notes.

“We evaluated numerous technologies and companies for potential acquisition and, after exploring Sparck’s CVP Impack and CVP Everest technologies, it became apparent they were best-in-class.”

The acquisition represents an important step in Packsize’s long-term growth strategy, strengthens its global footprint, and accelerates its ability to innovate across the automated packaging space.

“Sparck has a lot of exciting R&D initiatives and new products in the pipeline that we’ve continued to develop and are excited to bring to market in the coming months and years,” shares Reinhart.

With a combined offering of both box-first and box-last solutions, and low and high-automation technology, the combination of Packsize and Sparck creates the most comprehensive portfolio of automated packaging technologies.

Customers today have very different operational needs depending on their order profiles, fulfillment volumes, and facility designs.

By bringing these capabilities together, Packsize is able to support a much broader range of packaging scenarios.

“It also allows us to continue investing in innovation. Automation is evolving rapidly, and the integration of packaging technology with warehouse software, robotics, and data analytics will play an increasingly important role in the future of fulfillment,” Reinhart insights.

“Together, our organizations are well-positioned to lead that next phase of development.”

For Packsize’s customers and partners, it shows the company’s commitment to their long-term success and growth.

“Our goal is to be their one-stop shop for automated packaging, but we understand that to become that level of partner, we must continue to build our portfolio of technologies and internal expertise and maintain and expand our position as the industry leader,” he acknowledges.

THREE FOCUS AREAS

The first of Packsize’s three focus areas moving forward is to continue helping customers rethink packaging as a strategic part of their supply chain operations, rather than a final step in the fulfillment process.

“I still believe we as an industry have a lot of work to do here. Every time I get an overpacked box at my front door, I consider it a failure on my part. We won’t rest until every organization sees right-sizing as a baseline for packaging,” Reinhart asserts.

Second, Packsize is continuing to invest in automation and intelligent packaging solutions that integrate more deeply with warehouse technologies and order management systems.

“Ease of integration and ease of use are critical. Once the market is aware of the technology and the benefits, we must ensure the barrier to entry is as low as possible,” he elaborates.

Lastly, the company is focused on executing successfully upon the adoption of right-sized packaging as companies pursue both operational efficiency and sustainability goals.

“We continue to see adoption rise and substantial year-on-year growth, but that will only continue if we have success in the field.

“The broader vision is simple: a future where packaging is no longer wasteful, inefficient, or static, but instead dynamic, automated, and optimized for every shipment,” concludes Reinhart passionately.

The post Packsize : Smart Packaging for a Healthy Planet 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

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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

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