TraceLink Targets Agentic AI Innovation in Supply Chains

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

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

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

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

Moving Beyond Individual AI Agents

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

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

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

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

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

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

Global Competition Opens in January 2027

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

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

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

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

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

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

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

Accelerating AI Adoption Across Supply Chain Networks

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

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

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A GROWING NETWORK

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

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

BUILDING MOMENTUM THROUGH PARTNERSHIPS

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

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

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

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

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

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

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

HELPING CUSTOMERS GET AHEAD OF SPENDING

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

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

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

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

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

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

SUSTAINING GROWTH INTO Q4

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

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

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

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

The post Tropic on New Collaboration: “Tropic Brings World-class Technology; Vantage Decisions Brings Decades of Experience” appeared first on Supply Chain Outlook.

UK Businesses Face Growing Capacity Pressures

UK businesses are facing a potential capacity crunch as rising demand outpaces their ability to expand operations, according to a new report commissioned by DHL Supply Chain.

The research, involving 200 senior decision-makers across advanced manufacturing, life sciences, energy and infrastructure, and data centres, found that 78 per cent expect demand to exceed available capacity within two years.

While 72 per cent anticipate continued demand growth, only one in ten respondents are very confident their organisation can expand capacity quickly enough to capture future opportunities.

The findings highlight a growing challenge for supply chain leaders, with capacity constraints extending beyond warehouse space and production facilities to include workforce availability, infrastructure, technology and operational capabilities.

Investment Growth Constrained by Skills and Infrastructure

Despite concerns about future capacity, businesses are continuing to invest in expansion.

The research found that 58 per cent plan to increase capital investment, with organisations also exploring automation and technology to improve operational efficiency.

However, infrastructure limitations, workforce shortages and lengthy project lead times are restricting how quickly additional capacity can become available.

Mark Patterson, Chief Customer Officer, DHL Supply Chain UK and Ireland, said: “The evidence shows that businesses are investing and expanding to prepare for growth. Yet most expect demand to outstrip the capacity they can add and are concerned they won’t be able to capitalise on it.”

The report suggests that investment alone may not be sufficient to overcome structural constraints, particularly where expansion depends on external infrastructure, planning processes or access to skilled workers.

Capacity Challenges Vary Across UK Growth Sectors

The research identified different operational barriers across the four sectors surveyed.

Advanced manufacturing: Skills shortages were the most significant reported challenge, affecting 48 per cent of respondents.

Energy and infrastructure: Planning and regulatory delays were particularly prominent, cited by 34 per cent.

Data centres: Technology and IT infrastructure constraints were reported by 50 per cent of businesses.

Life sciences: Technology limitations affected 42 per cent, while 40 per cent identified skills shortages.

These findings demonstrate how capacity challenges differ across industries, creating a need for sector-specific approaches to supply chain planning and operational resilience.

Supply Chain Collaboration Critical to Future Growth

With businesses facing constraints that cannot always be resolved through additional investment, DHL highlights the importance of improving existing capacity and strengthening supply chain collaboration.

Greater operational visibility, flexible capacity and earlier access to demand information could help organisations respond more effectively to changing market conditions.

“While the projection may look concerning, with the right support, there are some practical steps businesses can take to optimise the capacity they have and respond more effectively to demand changes,” Patterson said.

He also emphasised the need for cooperation between businesses, policymakers and industry stakeholders.

“No organisation can address structural constraints alone. Closer collaboration across businesses, supply chains, government and industry will be essential if the UK is to convert expected demand into sustainable growth.”

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Port Houston Reaches Major Infrastructure Milestone

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

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

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

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

Wider Shipping Channel Reduces Vessel Restrictions

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

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

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

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

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

Construction Partnership Accelerates Project Delivery

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

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

The remaining investment is being provided through federal funding sources.

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

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

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

Dredging Creates New Coastal Habitats

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

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

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

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

Supporting US Trade and Economic Growth

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

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

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

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

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

The post Port Houston Completes Major Ship Channel Expansion to Boost Trade and Supply Chain Efficiency appeared first on Supply Chain Outlook.

A CONNECTED APPROACH TO SMARTER SUPPLY CHAINS

Balloon One, the technology partner helping businesses optimise increasingly complex global supply chains, has announced a formal partnership with Slimstock, a global leader in AI-driven supply chain planning.

The partnership will give customers access to an integrated offering that brings together Balloon One’s future-proof Enterprise Resource Planning (ERP) and Warehouse Management System (WMS) solutions with Slimstock’s advanced forecasting and planning capabilities.

By connecting operational systems with forward-looking insights, the companies aim to help customers improve visibility, make better-informed decisions, and scale their operations more effectively.

A PARTNERSHIP BUILT ON COLLABORATION

Balloon One and Slimstock have worked closely for more than two years, starting by sharing expertise and collaborating at joint industry events. This established relationship has now developed into a formal partnership, creating an open network across both businesses.

Through this collaborative approach, customers can access the technology and expertise most relevant to their operational requirements, helping them address specific supply chain challenges with a more integrated set of solutions.

BRIDGING THE GAP BETWEEN PLANNING AND EXECUTION

Slimstock’s Slim4 platform naturally complements Balloon One’s ERP and WMS offering.

Balloon One’s systems capture and manage the operational data generated across a customer’s business, whilst Slim4 uses that information to support more accurate forecasting and supply chain planning.

Bringing these capabilities together gives customers access to richer, more reliable insights, enabling them to translate operational data into actionable demand, inventory, and supply chain strategies.

About Balloon One

Balloon One is a leading provider of end-to-end, customised cloud-based warehouse management and supply chain solutions that bring control, clarity, and efficiency to customers. Balloon One saves customers time and money by providing real-time visibility and helping them stay in control, whilst improving performance with faster, more accurate fulfilment.

About Slimstock

Slimstock is a global leader in supply chain planning, helping organisations plan smarter and operate with confidence in complex, fast-changing markets. With deep expertise in Sales & Operations Planning (S&OP), demand forecasting, and inventory optimisation, Slimstock enables businesses to align operational decisions with strategic objectives. Trusted by organisations worldwide, Slimstock helps teams shift from reactive to proactive planning and achieve better business outcomes.

The post From Forecast to Fulfilment: Balloon One and Slimstock Unite for End-to-End Supply Chain Solutions appeared first on Supply Chain Outlook.

Manual Procurement Tasks Cost Businesses Millions

Businesses are losing an estimated £1.14 million annually to manual procurement activities that could be automated, according to a new report from procurement technology provider Ivalua.

The report, From Manual Drain to Strategic Gain: How AI Unlocks Procurement’s Hidden $1.5M, found that procurement teams spend approximately 18 per cent of their working time on manual tasks that could be handled by AI.

The research, conducted by Sapio Research in March 2026, surveyed 1,000 procurement decision-makers and chief information officers (CIOs) across the UK, US, Germany and France.

Although 86 per cent of organisations are deploying, piloting or considering AI in procurement, only 34 per cent have successfully moved the technology into production.

“The cost of waiting is becoming harder to ignore,” said Paul Zammit, AI GTM Lead at Ivalua.

“Organisations that have taken AI into production are already seeing returns, while those stuck in pilot mode are paying twice: millions spent on manual work, and strategic ground conceded to faster-moving competitors.”

AI Adoption Delivers Procurement Returns

The findings suggest that organisations successfully implementing AI are beginning to realise measurable operational and commercial benefits.

Among AI adopters, 69 per cent reported achieving a return on investment, while 72 per cent said the technology had increased the time procurement teams could dedicate to strategic activities and supplier relationship management.

For procurement leaders, automating repetitive work could create opportunities to redirect resources towards supplier collaboration, risk management and commercial decision-making.

However, the research highlights a significant gap between organisations exploring AI and those successfully integrating it into everyday procurement operations.

Fragmented Procurement Data Slows AI Deployment

Data quality and accessibility have emerged as major obstacles to wider AI adoption.

Almost half of organisations surveyed (45 per cent) reported storing procurement information across four or more separate systems.

Meanwhile, 50 per cent acknowledged that their data was not sufficiently reliable to support meaningful AI-driven insights.

Disconnected systems can limit the information available to AI tools, reducing their ability to provide accurate analysis and support procurement decisions.

The findings also suggest procurement is struggling to keep pace with AI adoption elsewhere in the business, with 51 per cent of procurement leaders believing their function is falling behind other departments.

Procurement Leaders Urged to Strengthen Data Foundations

Ivalua argues that organisations must address fragmented data and disconnected procurement systems to realise the potential benefits of AI.

“The organisations seeing the greatest gains aren’t simply those investing in AI, but those putting the right data foundations in place to make it useful,” Zammit said.

“Connect the data, automate the manual work, and the $1.5 million currently lost each year becomes an investment in supplier relationships, risk management and commercial strategy.”

The post Ivalua: Businesses Waste £1.1 Million Annually on Manual Procurement Tasks appeared first on Supply Chain Outlook.

The Rise of Dynamic Tariffs

Trade tariffs on goods entering the US are changing so often that it seems we are witnessing something similar to the dynamic pricing of concert tickets.

Since the expansion of free trade during the 19th century, we’ve been on a historical journey that has seen tariffs reduced or removed. Today, however, things look very different.

Since January 2025, US tariff policy has changed more than 50 times. These changes have been justified for a range of reasons, from tackling fentanyl imports and stopping Russian oil sales to protecting America’s domestic manufacturing sector.

However, the growing internationalisation and politicisation of retaliatory tariffs is a cause for concern.

Civic Duties?

One of the first things to understand is why the US is tinkering with established trading norms.

There appear to be three reasons. Firstly, to capture duty revenues that were historically exempted; secondly, to use richer data to screen for admissibility and intellectual property (IP) and consumer protection violations; and finally, to disrupt narcotics smuggling that US Customs and Border Protection argues is concentrated in the low-data, low-scrutiny postal channel.

Detractors would suggest it is the administration appealing to its voter base, which believes globalisation is hurting them.

Beyond all this, it could be that the President is simply trying to raise revenue without seeking the express permission of Congress. From one perspective, if you see tariffs as a mechanism for raising revenue, they have worked.

Throughout 2025 and until 20th February 2026, when the Supreme Court ruled that the International Emergency Economic Powers Act (IEEPA) does not give the President authority to impose tariffs, the US government generated a further USD$165 billion.

To date, approximately USD$100 billion has been refunded to importers of record, but the point has been made: tariffs can, at least in the short term, fill the coffers.

The Era of Dynamic Tariffs

What we have learnt from the past 18 months is that the White House will impose tariffs for myriad reasons, often with little or no warning. This makes forecasting, planning, and trading very difficult for exporters.

So, what do we mean by ‘dynamic tariffs’?

Simply that tariffs are now being deployed in a way that resembles the dynamic pricing of concert tickets or the dynamic content we have seen in recent years.

It is not simply a matter of higher tariffs. It is an environment in which tariff rates, exemptions, eligibility, customs procedures, and the policy rationale behind them change rapidly.

Ultimately, these changes, which include requirements for enhanced datasets, force businesses to treat tariffs as a variable operating cost rather than a fixed feature of trade. The result is that the costs associated with paperwork and administration will only increase.

This expansion in complexity is by no means confined to the US. It is growing in popularity in other parts of the world, too.

As of September, the British government announced and legislated the removal of the £135 Low Value Imports (LVI) customs duty relief. Additionally, the European Union (EU) has abolished its €150 customs duty exemption for low-value goods imported from outside its borders and introduced a €3 customs duty for these consignments.

As a result, exporters can expect higher costs, more compliance and data requirements, and greater uncertainty. This means businesses need to be more conservative in their planning and prepared to change course quickly.

What Can Businesses Do?

Frequently, the bigger an organisation is, the less able it is to respond to rapidly changing circumstances.

This may be due to a desire to protect what it has, an unwillingness to take risks, or simply because the systems and processes that dictate how things get done have become entrenched as the business has grown.

Well-established legacy systems require more effort to change, but smaller, more nimble companies can often respond more quickly, even if only because there are fewer links in the chain of command.

In short, the smaller, more agile company may be your best bet when conditions are so volatile.

Adapting to a New Trading Environment

The relatively stable post-war trading conditions are changing rapidly. That shift may create new challenges, but it does not make international trade unworkable.

Large organisations can often struggle to respond quickly to changing circumstances, whereas smaller businesses may be better placed to adapt. Exporters should therefore consider looking beyond established players and exploring more agile partners and service providers.

Yes, exports of goods to the US may have already declined sharply, and further changes are almost guaranteed.

However, by working with the right partners, seeking specialist advice, and accepting that processes may need to change more regularly, companies can remain competitive even in the face of dynamic tariffs.

The post Opinion: How Dynamic Tariffs Are Reshaping Global Trade appeared first on Supply Chain Outlook.

Global Manufacturing Demand Strengthens

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

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

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

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

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

Material Shortages and Logistics Costs Increase

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

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

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

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

Regional Supply Chain Performance Diverges

The September index revealed contrasting conditions across major manufacturing regions.

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

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

Manufacturers Reduce Inventory Stockpiling

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

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

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

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

Procurement Leaders Face Renewed Cost Pressures

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

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

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

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

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

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

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

The post GEP: Global Manufacturing Demand Rises as Supply Chain Pressures Intensify appeared first on Supply Chain Outlook.

A NEW FLIGHT PATH

“We’re Australia’s largest aeromedical aviation operation, and that includes rotary-wing, fixed-wing, and uncrewed – it is a unique proposition for a business to undertake all three.” 

Utilising state-of-the-art helicopters, aeroplanes, and uncrewed aerial systems, Toll Aviation (Toll) is a trusted provider of crewed and uncrewed specialised operations and training.  

The company delivers both standalone and integrated solutions to support the government, defence, and civil sectors in Australia. 

“We focus on aeromedical services for various state and territory governments and similar service provisions around aviation support for the Australian Defence Force (ADF) and other defence forces regionally,” outlines Scott Watkins, Senior Vice President of Toll Aviation.

Watkins has always been interested in military aviation and, for around 25 years, was a helicopter pilot in the Australian Army, one of three service branches that comprise the ADF. 

In September 2016, he stepped out of the military and joined Toll Group, who at the time was mobilising Australia’s largest aeromedical helicopter contract for NSW Health. 

“I started working for the business in the early stages of that contract and have been here ever since,” Watkins tells us. 

UNCREWED POTENTIAL

Toll is currently seeing growing demand for helicopters in the rotary-wing space, as well as a number of opportunities in fixed-wing aircraft. 

Whilst the uncrewed business is currently its smallest function, this is likewise expected to grow over time.  

“We acquired a successful drone business in 2023 that we felt could integrate into our business and grow. They’re a key part of our broader strategy and the diversification of our offering,” he outlines. 

“You don’t need to be an expert in aviation to understand there’s going to be significant growth in this area, so we need to be well positioned to take advantage of that.” 

As with its rotary- and fixed-wing business, Toll is focused on government and defence contracts for its uncrewed portfolio. 

“From our experience, those customers have been asking us over the last few years to provide an uncrewed solution,” Watkins informs us. 

“They love what they get from our crewed capability and want that replicated in an uncrewed service provision.” 

The greatest strength of Toll’s uncrewed systems capability lies in its expertise navigating both Civil Aviation Safety Authority (CASA)-regulated and defence airspace requirements, which makes the company unique in the market.  

However, whilst there’s a lot of potential within its uncrewed portfolio, the industry maturity isn’t quite there yet. 

“That’s in relation to how it’s going to be funded, what customers actually want, and how much they’re prepared to pay,” explains Watkins. 

“I’m sure we’ll see cost reductions over time, but the reality is it’s not just about what you’re going to save in relation to cost. It is another saving in terms of, say, risk; you accept less risk as a result of using a drone for a certain task as opposed to somebody flying an aircraft, so it’s an interesting space,” he notes. 

STATE-OF-THE-ART TRAINING

Alongside rotary-wing, fixed-wing, and uncrewed, Toll’s fourth portfolio is it’s The Aeromedical Crewing Excellence (ACE) Training Centre, which provides state-of-the-art training for aircrew and aviation clinical staff. 

This purpose-built centre of excellence, located at Bankstown Airport (BWU) in Sydney, offers world-class aviation and aeromedical training facilities, highly realistic mission simulation technology, and some of the industry’s most experienced instructors. 

“The ACE Training Centre has an enviable reputation in terms of the quality of training it delivers through simulation,” acclaims Watkins. 

Toll has been developing an exciting new training concept, the Mixed Augmented Virtual Reality (MAV) simulator, in a collaborative research partnership with the University of New South Wales (UNSW).  

MAV leverages cutting-edge extended reality (XR) technology, allowing crew members to move within a physical cabin of an AW139 whilst being fully immersed in an interactive virtual environment.  

This advanced system enables air and medical teams to interact with role-specific equipment, cabin doors, simulated monitors, and treat patients realistically.  

Meanwhile, aircrew can navigate in real time using electronic flight bags, flying through high-resolution satellite-mapped landscapes to familiarise themselves with local areas and rehearse mission scenarios. 

“MAV has been years in the making, and our clients are thrilled. It’s great to see our investment in innovation translate directly to training outcomes, and it complements the ACE Training Centre’s Aquatic Rescue Theatre and AW139 Full Flight Simulator,” highlights Watkins.

MANAGING GROWTH

Toll is a growing business. 

This includes mobilising a new contract in South Australia, which will take up a lot of bandwidth and attention for senior management. 

“We’re also mobilising a second contract next year in a similar time frame,” Watkins reveals. 

Concurrent to these contracts, there are a number of fixed-wing and uncrewed opportunities the company will be pursuing. 

However, Watkins acknowledges that Toll’s growth requires careful management. 

“We’ve taken a deliberate decision to continue focusing on and prioritising our culture, values, and purpose in a well-managed way because, in the end, that is what has made us successful. 

“Trying to retain those elements that have made you successful in a larger organisation poses real challenges, but we’re protecting them as best we can as we grow.

The post Toll Aviation : A New Flight Path appeared first on Supply Chain Outlook.

Ironclad Targets Inefficiencies in Procurement Contract Management

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

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

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

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

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

AI Uses Historical Contracts to Strengthen Negotiations

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

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

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

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

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

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

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

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

New AI Agents Automate Procurement Workflows

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

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

Contract Review Agent Reduces Manual Analysis

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

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

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

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

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Walmart Expands Automated Supply Chain Network

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

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

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

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

Automation Reduces Fulfilment Process From 12 Steps to Five

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

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

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

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

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

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

Walmart Targets Next-Day Delivery Across the US

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

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

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

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

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

New Facility Creates More Than 1,000 Jobs

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

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

Recruitment is continuing as operations at the facility increase.

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

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

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

Stockton Investment Strengthens Regional Logistics Capacity

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

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

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

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

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

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SUPPORTING SMALL BRANDS TO GROW

Tesco has announced nine new participants in its Accelerator Programme, continuing its commitment to bringing innovative products to customers while helping smaller businesses expand.

Now in its sixth cohort, the year-long programme has supported more than 90 brands to date. It provides bespoke mentoring from Tesco’s Buying team, targeted learning, and opportunities for participants to strengthen their business skills and focus on growth.

The selected brands reflect a diverse range of products, from extra virgin olive oil and fermented foods to ready-to-cook meal solutions, drinks, and pet food. Through the programme, they also gain the opportunity to be stocked in Tesco stores and online.

Helena Dennis, Lead Accelerator Programme Manager, says: “We’re really excited to announce a further nine brands as part of our Accelerator Programme. This specially selected cohort brings a range of exciting and innovative products to our aisles.

“Not only does our Accelerator Programme give smaller businesses a little boost to grow, it also helps customers discover new brands during the weekly shop.”

MEET THE NINE BRANDS

The latest cohort spans several food and drink categories, alongside pet nutrition, introducing customers to new products and businesses.

Citizens of Soil and Glug both focus on extra virgin olive oil, with an emphasis on flavour and making the ingredient a more accessible part of everyday cooking. Dedcalm introduces a new dairy drink to the chiller, while Australian dumpling brand Mr Chens brings its range of dim sum, including dumplings, wontons, and steamed buns, to Tesco’s freezer aisles.

Founded by Frida Redknapp, Frood aims to help busy households prepare flavourful meals in minutes. Eaten Alive, meanwhile, champions fermented foods through its award-winning range of fresh, crunchy products.

Nice Rice seeks to transform everyday mealtimes with its rice offering, while Coco Gen adds coconut water containing magnesium and electrolytes to the cohort.

Completing the line-up are Skinner’s and Naturediet, family-owned businesses with 50 years of wet and dry dog food expertise between them. The brands focus on manufacturing and selling high-quality food for pet and working dogs.

INNOVATION FOR THE WEEKLY SHOP

The programme supports Tesco’s ambition to be the first for innovation by helping smaller brands develop their businesses while introducing shoppers to a broader selection of products.

For participating businesses, the combination of mentoring, targeted learning, and potential access to Tesco’s retail network offers a route to further growth. For customers, the cohort brings new options to the weekly shop across food, drink, and pet care.

With more than 90 brands supported so far, the Accelerator Programme continues to connect emerging businesses with opportunities to develop their capabilities and bring their products to a wider audience.

The post Tesco Welcomes Nine Brands to Accelerator Programme appeared first on Supply Chain Outlook.

A VALIDATED PROVIDER

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

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

INDEPENDENT TECHNOLOGY ASSESSMENT

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

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

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

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

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

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

AI AND THE BUILD-VS-BUY DECISION

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

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

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

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

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

CONNECTING SUPPLY CHAIN AND PROCUREMENT

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

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

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

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

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

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Microsoft Copilot Gains Supply Chain Risk Intelligence

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

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

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

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

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

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

AI Connects Supplier Data with Procurement Decisions

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

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

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

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

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

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

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

Microsoft Collaboration Targets Manufacturing Resilience

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

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

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

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

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

Procurement Compliance Extends Beyond Direct Suppliers

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

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

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

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

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

The post Resilinc and Microsoft Bring Supply Chain Risk Intelligence into Copilot appeared first on Supply Chain Outlook.

BRIDGING THE AI VALUE GAP

While many organisations have identified where artificial intelligence (AI) could create value, translating that potential into measurable business results remains a significant challenge.

Accenture’s latest Pulse of Change research found that only around a quarter of C-suite leaders report achieving widespread, sustained business value from AI. Furthermore, just 15 percent say their organisations plan to redesign end-to-end processes with AI at their core over the next 12 months.

Closing this gap requires more than access to emerging technologies. Increasingly, businesses need expertise that connects AI innovation with data, industry knowledge, operational requirements, and technology platforms to deliver tangible outcomes.

The research also highlights how organisations are responding, with 67 percent of C-suite leaders saying they are introducing new team structures or cross-functional models to support AI adoption.

Against this backdrop, Accenture has established the Advanced Intelligence Group, a global network designed to bring together the specialist capabilities required to tackle some of the most complex enterprise AI challenges.

A NEW MODEL FOR AI EXPERTISE

Embedded within Accenture’s AI and Data practice, the group brings together more than 2,000 specialists with expertise spanning AI, data, industries, business functions, and technology ecosystem platforms.

Combining scientific rigour and peer-reviewed research with deep functional knowledge and engineering capabilities, the group aims to translate emerging AI advances into repeatable solutions that can deliver value at scale.

Its initial focus areas include agentic AI, advanced data, supply chain and engineering, alongside data platform expertise across Databricks and Snowflake. Specialist profiles include forward deployed engineers, data architects, knowledge engineers, and AI solutions engineers.

The model provides a dedicated approach to identifying, developing, and deploying specialists against clients’ most demanding initiatives. Collaborations with ecosystem partners will also give group members access to specialised training, early product insights, and joint innovation opportunities.

Dr. Lan Guan, chief AI and data officer at Accenture, explains the thinking behind the initiative.

“The most valuable AI opportunities rarely come with a blueprint. They require specialists who can work at the frontier – where the science isn’t yet settled, the industry context is non-negotiable, and the engineering still has to ship.”

FROM SPECIALIST KNOWLEDGE TO BUSINESS RESULTS

The group’s capabilities are already being applied to client initiatives, including AI-powered demand forecasting for Cencora and the development of Universal Wallet Infrastructure (UWI) with NTT DOCOMO GLOBAL.

At Cencora, one of the world’s largest pharmaceutical wholesale, distribution, and healthcare solutions companies, the challenge involved embedding AI into a complex supply chain managing nearly one million stock-keeping units (SKUs) and an exponential number of demand relationships.

By combining expertise in supply chain and distribution, data engineering, and agentic AI, Accenture helped enable a shift from manual, intuition-driven forecasting towards AI-enabled decision-making.

Cencora’s senior vice president of supply chain digital transformation highlighted how the combined expertise helped the company move faster than anticipated.

Meanwhile, NTT DOCOMO GLOBAL partnered with Accenture’s Data and AI teams to help develop UWI, a trust layer for a data-led, AI-driven society.

The collaboration involved developing consent-driven data sharing and shaping the early foundations of UWI’s hybrid cloud wallet. Addressing challenges with few established precedents, the work spans how individuals control their data and how identity and trust can extend to AI agents.

The resulting infrastructure is now deployed in enterprise settings, helping establish foundations for trusted data sharing in an increasingly AI-driven world.

PREPARING FOR WHAT COMES NEXT

As AI capabilities evolve, so too will the expertise enterprises need to adopt them effectively. Accenture plans to continue developing the Advanced Intelligence Group around emerging capabilities and client priorities.

By connecting specialist knowledge across disciplines with the engineering and delivery capabilities needed to implement it, the group aims to help organisations address immediate challenges while preparing for the next stage of AI adoption.

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