Amazon Business targets procurement efficiency with new AI capabilities

Amazon Business has announced a suite of new AI-powered tools and enhanced spend management capabilities aimed at helping procurement teams navigate growing operational complexity.

Unveiled at Amazon Business Exchange (ABX) 2026, the updates focus on enabling organisations to move beyond transactional purchasing towards more intelligent, data-driven procurement. The enhancements include the UK rollout of Amazon Quick, an AI assistant designed to automate workflows, alongside upgraded spend visibility and anomaly detection tools for Prime Business members.

The launch reflects a wider shift in procurement priorities, as organisations seek technologies that can simultaneously improve efficiency, strengthen governance and free teams to focus on strategic decision-making.

Procurement teams face mounting pressure to do more with less

According to Amazon Business’s latest State of Procurement research, procurement leaders increasingly recognise the importance of technology in responding to heightened demands.

The report found that:

• 73% of senior leaders believe stronger data and analysis capabilities will be critical to improving operations over the next two years.
• 47% of procurement decision-makers say balancing efficiency with growing operational demands remains their biggest challenge.

Speaking at ABX 2026, Céline Vuillequez, Vice President, Amazon Business Europe, said:

“Our customers aren’t short of ambition, they’re short of time. They’re juggling more systems, suppliers and pressure than ever. But the organisations getting ahead in procurement aren’t just buying more efficiently, they’re buying more intelligently.

“They’re using data to anticipate demand, AI to eliminate repetitive tasks, and analytics to drive smarter spending. That’s the standard we’re building toward, giving Prime Business members, regardless of size, the tools to focus less on process and more on the decisions that move their organisation forward.”

What is Amazon Quick?

The headline announcement was the UK introduction of Amazon Quick, an AI assistant designed to automate everyday business tasks and support decision-making across procurement and other functions.

Available from 30 June, Prime Business members on Basic, Small, Medium and Unlimited plans will receive 20% off the Quick Plus plan, supporting up to 300 users.

Unlike traditional AI tools focused solely on answering questions, Amazon says Quick is designed to take action within existing workflows.

Key capabilities include:

• Connecting data and applications
• Quick integrates with thousands of applications and data sources, including built-in connectors for platforms such as Slack and Microsoft Outlook
• Users can automate manual tasks, conduct research and generate deliverables

Procurement use cases:

• Researching competitors to pressure-test pricing strategies
• Pulling together relevant cost information
• Identifying risks within proposed agreements
• Reviewing vendor proposals against historical agreements and flagging areas for negotiation
• Generating reports using an organisation’s own files and datasets
• Learning organisational priorities

The assistant can proactively surface information requiring attention while only acting with explicit user approval, helping organisations maintain control over data and decision-making.

Customers in the U.S. are already benefiting from Amazon Quick, including Keith Lillico, Founder of Lillico Learning – an education development company specialising in corporate training solutions – and Prime Business member said:

“I’ve used AI throughout my business quite a bit, but nothing that’s centralised. Quick starts to bring a lot of those fringe pieces into the centre in one location, and it gives me ideas of what I probably haven’t thought of yet.

As a small business owner, I’m managing the business and working the front line with my employees every day. I see Quick freeing up capacity for me, not handling the simple business operations parts quite as much, so I can allocate more time to projects that need a closer eye, or take on new ones entirely, because a lot of the administrative time has been freed up.”

Spend management tools gain deeper visibility and governance

Alongside Quick, Amazon Business announced enhancements to its existing spend management capabilities, aimed at improving financial oversight without increasing administrative burden.

The upgraded Spend Visibility dashboard now offers:

• A redesigned user interface
• Expanded access for more users across the organisation
• Near real-time data updates
• 24 months of historical data, doubling the previous 12-month period

The additional history is intended to help organisations identify seasonal spending trends, assess the impact of policy changes and build stronger evidence-based business cases.

AI-powered anomaly detection broadens access

Enhancements to Spend Anomaly Monitoring include:

• Expanded access beyond administrators to finance and group administrator roles.
• Weekly digest emails highlighting unusual spending patterns.
• AI-driven transaction analysis designed to identify purchases falling outside established norms.

By embedding alerts into existing workflows, Amazon aims to make spend governance a continuous activity rather than a separate reporting exercise.

Large organisations seek greater control through integration

Amazon Business also highlighted how larger enterprises are using technology integration to streamline purchasing.

One example is ams OSRAM, which integrated Amazon Business with its SAP Ariba procurement system to improve visibility and simplify buying processes across its operations.

The integration reduced approval times from approximately seven days to less than one day while lowering operational workloads and delivering price reductions within its IT category.

Tobias Eberhard, Procurement Process Expert and SAP Ariba Lead at ams OSRAM, said:

“Having clearer visibility over spend has changed the role procurement can play.

“With better insight and less manual work, we’re able to focus more on where we add real value – making faster decisions, improving efficiency, and supporting the wider business more strategically.”

Supply Chain Outlook Podcast

Céline Vuillequez, Vice President, Amazon Business Europe will be the first guest on the new Supply Chain Outlook Podcast.

Subcribe here or wherever you get your podcasts.

The post Amazon Business Exchange 2026:  Amazon Business Unveils New AI Tools and Spend Controls appeared first on Supply Chain Outlook.

DHL expands healthcare logistics footprint with flagship UK facility

DHL Supply Chain is developing a new 194,000 sq. ft. automated healthcare hub at Infinity Park Derby, creating a shared-user platform designed specifically for the life sciences sector.

The facility will support organisations across consumer health, pharmaceuticals, medical devices and animal health, serving as DHL’s flagship Life Sciences and Healthcare site in the UK and Ireland and the seventh facility within its specialist healthcare network.

More than a traditional warehouse, Infinity Park Derby is designed to help healthcare organisations transition away from fragmented logistics models toward standardised, scalable and resilient supply chain operations.

The development also represents a key milestone in DHL’s £550 million commitment to automation and infrastructure across the UK and Ireland, while contributing to DHL Group’s broader €2 billion investment in life sciences and healthcare by 2030.

Martin Willmor, CEO of DHL Supply Chain UK & Ireland, highlighted the changing demands facing healthcare supply chains.

“The UK health landscape is experiencing sustained, above-trend growth across pharma, medical devices and consumer health, driven by demand for advanced therapies and personalised medicine. Developing the new Infinity Park site ensures we can meet this accelerating demand with the specialist infrastructure needed to support growth.

By combining automation with multi-temperature flexibility, we are making market-leading technology accessible to organisations of all sizes, helping them scale without sacrificing quality, control or sustainability.”

Automation becomes a strategic enabler for healthcare supply chains

As healthcare supply chains face increasing complexity, automation is emerging as a critical capability for improving service levels, compliance and efficiency.

Infinity Park Derby has been designed around high-density automation technologies, including pallet shuttle systems capable of handling inbound processing, storage and order picking with minimal manual intervention. The site also has the capability to introduce Autonomous Mobile Robots (AMRs) as operations evolve.

The facility will support both B2B and B2C fulfilment models, enabling healthcare companies to respond more effectively to changing patient needs and customer expectations.

By operating as a shared-user environment, the site gives organisations access to advanced logistics capabilities without the significant capital investment required to build dedicated infrastructure.

Multi-temperature capabilities support increasingly complex healthcare products

One of the defining features of the Derby facility is its ability to manage products across multiple temperature ranges.

The site will support ambient, chilled and frozen environments, allowing it to accommodate a broad range of healthcare products, from over-the-counter consumer health products to temperature-sensitive pharmaceuticals and medical devices.

This flexibility is becoming increasingly important as the healthcare sector experiences sustained growth in advanced therapies and personalised medicine, both of which place greater demands on logistics providers.

According to DHL, the combination of regulatory-grade infrastructure, automation and shared-user operations is intended to improve speed to market, enhance predictability and reduce cost-to-serve without compromising compliance requirements.

Sustainability designed into healthcare logistics infrastructure

Alongside automation, sustainability has been embedded into the design of the facility.

Infinity Park Derby is targeting both a BREEAM ‘Excellent’ rating and EPC ‘A’ certification and has been designed using a net-zero approach to operate as a carbon-neutral facility.

The development incorporates electrification, energy-efficient automation and renewable energy integration, including on-site solar photovoltaic generation and the sourcing of renewable electricity.

The warehouse is also designed to maximise storage density, accommodating up to 40% more pallets within the same footprint compared with traditional facilities.

Combined with “dark-store” automation requiring minimal lighting and integrated EV charging infrastructure, the approach is intended to significantly reduce operational energy demand while supporting lower-carbon transportation.

Industry leaders highlight resilience and growth

Peter Kyle, Secretary of State for Business and Trade, said the investment demonstrates confidence in the UK’s position as a hub for life sciences innovation.

“This investment is a strong vote of confidence in the UK as a leading destination for life sciences and advanced logistics. Facilities like Infinity Park Derby show how we are creating the right conditions for businesses to invest, innovate and grow through our modern Industrial Strategy.

“By combining cutting-edge automation with high-quality jobs, DHL’s new site will strengthen our healthcare supply chains and support economic growth in the Midlands and across the UK.”

Nick Richardson, Infinity Park Derby LLP, said:

“We are delighted to see construction progressing at Plot B1 with DHL as our tenant. This development represents another key milestone for Infinity Park Derby, reinforcing its position as one of the East Midland’s premier locations for advanced logistics and distribution. The scheme’s strong sustainability credentials reflect our long-term commitment to delivering high-quality, future-proofed space for end occupiers.”

Kean Hird, Partner at Catalyst Capital, added:

“We are pleased to forward fund this high-quality logistics asset, pre-let to a globally recognised occupier in DHL. The development aligns with our investment strategy, focusing on best-in-class assets with strong ESG credentials and long-term income security.”

The post DHL’s Automated Healthcare Hub Signals the Future of UK Life Sciences Supply Chains appeared first on Supply Chain Outlook.

India targets a larger role in the global AI supply chain

As the race to build AI infrastructure accelerates, attention is increasingly shifting beyond chip design and cloud platforms to the manufacturing ecosystems capable of delivering the physical hardware that powers artificial intelligence.

Adani Group and Jabil have announced plans to form a strategic alliance to establish what they describe as a world-class, vertically integrated AI and data centre infrastructure manufacturing platform in India.

The proposed partnership combines Adani’s infrastructure footprint and energy capabilities with Jabil’s advanced manufacturing expertise to address rising domestic and international demand for AI-ready data centre equipment.

If realised, the initiative could position India as a significant export hub for AI infrastructure at a time when organisations are seeking to diversify supply chains and reduce concentration risks.

Building an end-to-end AI infrastructure manufacturing ecosystem

The alliance aims to go beyond assembling individual components by creating a comprehensive manufacturing ecosystem covering multiple layers of data centre infrastructure.

The platform is expected to focus on three core areas.

Giga-scale AI rack manufacturing

The companies plan to establish multi-gigawatt capacity for high-density AI rack manufacturing in India.

The facilities would support the production and integration of:

• Next-generation liquid-cooled AI racks
• Servers
• Storage systems
• Networking systems
• Surface Mount Technology (SMT) assemblies
• Complex box-build processes

The intended customer base includes hyperscale cloud providers, colocation operators and enterprise data centre operators.

Beyond the rack: white space and grey space infrastructure

The alliance also intends to manufacture critical supporting infrastructure required inside data centres.

• Power Distribution Units (PDUs);
• Coolant Distribution Units (CDUs);
• Transformers;
• Switchgears;
• Bus bars; and
• Advanced thermal management systems.

These capabilities are designed to provide customers with a single-source, design-to-deployment solution.

Transitioning toward execution

While the collaboration remains subject to definitive agreements, both organisations said they are currently working on the operational frameworks and documentation needed to advance the manufacturing roadmap.

AI demand reshapes manufacturing priorities

The announcement comes amid unprecedented investment in AI infrastructure globally, as the companies estimate the initiative addresses a market opportunity exceeding US$3 trillion over the next seven years, driven by structural investment in AI computing capacity.

India’s own market is evolving rapidly and industry forecasts project India’s data centre capacity could reach between 5GW and 8GW by 2030, fuelled by:

• Growing AI adoption
• Expansion of cloud services
• Data localisation requirements
• Increased investment from global hyperscalers

More than US$50 billion in planned spending across India’s data centre, cloud and AI ecosystems is also expected to support growth.

Linking energy and compute

The initiative complements Adani Group’s previously announced commitment to develop 5GW of green-energy-powered, hyperscale AI-ready data centres by 2035.

For Adani Chairman Gautam Adani, the convergence of energy infrastructure and computing capability represents a defining economic shift.

“The world is entering an Intelligence Revolution more profound than any previous Industrial Revolution. Nations that master the symmetry between energy and compute will shape the next decade. India is uniquely positioned to lead. Our alliance with Jabil represents a decisive step in building India’s complete AI infrastructure stack — from green power generation to world-class hardware manufacturing. Together, we will ensure India is not merely a consumer in the AI age, but a creator, builder, and exporter of intelligence.”

Jabil expands its role in AI infrastructure manufacturing

For Jabil, the partnership extends its growing presence in AI-related manufacturing.

The company reported US$29.8 billion in revenue for fiscal year 2025 and has expanded its capabilities through investments and acquisitions, including Hanley Energy Group and Mikros Technologies.

Jabil CEO Mike Dastoor said the collaboration aligns with the company’s objective of supporting customers throughout the AI product lifecycle.

“This strategic collaboration with Adani Group is another step forward in our efforts to create long-term value for customers throughout the AI ecosystem by offering scalable solutions across the product lifecycle. By combining Jabil’s more than sixty years of engineering expertise and advanced manufacturing capabilities with Adani’s formidable infrastructure and energy platform, we can expect to execute down to the rack level for hyperscalers and enterprises here in India and across the globe. As India becomes one of the world’s fastest-growing AI markets, the country’s skilled workforce and supportive business environment make it an attractive destination for this collaboration.”

The post How Adani and Jabil Plan to Build the Next Generation of AI Data Centre Infrastructure appeared first on Supply Chain Outlook.

Over 100 procurement professionals gathered at the British Museum on 16th June as Ivalua brought its Procurement Innovation on Tour series to London.

Against a backdrop of economic uncertainty, geopolitical disruption, and rapid advances in artificial intelligence (AI), the event focused on a central theme: how procurement leaders can embrace innovation today to future-proof their organisations for tomorrow.

The agenda combined customer success stories, product strategy updates, and peer discussions, offering attendees a detailed insight into how procurement functions are evolving beyond automation towards more intelligent, autonomous operations.

The event also showcased IVA Studio, underlining Ivalua’s ambition to make AI more accessible, configurable, and actionable for procurement teams.

PERSPECTIVES FROM IVALUA

Whilst the stage sessions explored the future of procurement technology, conversations throughout the event highlighted the practical challenges organisations are facing as they seek to modernise their operations.

Speaking with Ian Thompson, VP, Northern Europe for Ivalua, it became clear that as AI becomes increasingly embedded in procurement workflows, the need for a single, unified platform is growing – particularly as companies look to navigate ongoing geopolitical developments and trade restrictions.

Similarly, Alex Saric, Chief Marketing Officer at Ivalua, highlighted the importance of moving away from multi-agent AI and towards single-agent systems capable of orchestrating entire workflows, which IVA studio hopes to achieve as organisations increasingly seek to balance innovation ambitions with complex operational realities.

INSIGHTS FROM INDUSTRY LEADERS

Later, discussions with Varish Singh, Managing Director at Accenture, and James Tilley, VP, Supply Chain at Capgemini, reinforced a theme that would recur throughout the afternoon: successful transformation depends as much on people, processes, and data quality as on the technology itself.

Both Singh and Tilley remarked on the importance of networking and collaboration, and on how events such as Procurement Innovation on Tour play a key role in uniting members of the sector – from CPOs to clients.

Together, these perspectives reflect a broader shift across the industry: procurement leaders are increasingly focused on moving beyond isolated pilot projects and delivering scalable, measurable value from digital transformation initiatives.

FROM TRANSFORMATION TO VALUE

One of the event’s central themes was the need to turn transformation strategies into tangible business outcomes.

The session From Vision to Value: Delivering Transformation at Speed brought together procurement leaders from Capgemini, IPC International, and Smart DCC to discuss how organisations are leveraging AI to translate ambitions into results.

The panel explored the realities of modern procurement transformation and the steps businesses are taking to accelerate change whilst delivering value across their operations.

Speakers emphasised how technologies should ultimately support and supplement business objectives – helping procurement teams improve visibility, strengthen supplier relationships, and make more informed choices.

SCALING AI INTO DAILY OPERATIONS

AI was undoubtedly a dominant theme throughout the afternoon, with sessions such as From Pilots to Real Work: Scaling AI into Your Daily Procurement Operations focusing on how organisations are beginning to integrate AI into procurement workflows, whilst exploring the potential role of agentic AI in the future.

Executives from Accenture, NESO, Rolls-Royce, and IntegrityNext shared their strategic blueprint for AI success, and how to assist clients in navigating the journey from pilot initiatives to scaling solutions.

This practical approach to AI adoption resonated throughout the event, with speakers emphasising the importance of deploying technology in ways that deliver immediate operational benefits whilst laying the foundations for longer-term innovation.

THE FUTURE OF AI IN PROCUREMENT

The event concluded with a forward-looking discussion on The Future of AI in Procurement and the role intelligent, autonomous workflows could play in shaping the next generation of procurement operations.

For Ivalua, the London stop of Procurement Innovation on Tour provided an opportunity to showcase how procurement technology is evolving beyond traditional automation towards more intelligent, outcome-driven solutions.

The message is clear – as procurement teams navigate increasing complexity and stakeholder expectations, organisations that successfully combine AI, data, and human expertise will be best positioned to unlock value and drive future growth.

The post Ivalua Unveils AI Vision at Procurement Innovation on Tour appeared first on Supply Chain Outlook.

A CLEANER, MORE RESILIENT SYSTEM

As global electricity demand continues to surge, energy technology leaders Schneider Electric and Kraken have announced a strategic partnership designed to accelerate the adoption of electricity demand flexibility and support the transition to a cleaner, more resilient energy system.

By combining advanced grid visibility, forecasting capabilities, and real-time demand management, the collaboration will help utilities and Distribution System Operators (DSOs) unlock additional capacity from existing networks. The initiative is expected to accelerate connections for data centres and large industrial facilities whilst reducing reliance on expensive, long-term grid reinforcement projects.

ADDRESSING A GROWING CHALLENGE

The partnership comes at a critical time for the global energy sector. Rising electrification, increasing deployment of renewable energy, and rapidly expanding data centre infrastructure are placing unprecedented pressure on electricity networks.

Data centre electricity consumption alone reached approximately 415 terawatt-hours (TWh) in 2024 and is projected to double by 2030. At the same time, many grid operators continue to face network congestion due to limited real-time visibility of local electricity systems.

Traditionally, resolving these constraints has required major infrastructure investments that can take years to deliver. As a result, new network connections are often delayed, economic growth can be constrained, and costs ultimately increase for consumers and businesses alike.

Schneider Electric and Kraken believe demand-side flexibility offers a faster and more cost-effective alternative.

By optimising electricity consumption across electric vehicles (EVs), home batteries, solar photovoltaic (PV) systems, industrial operations, and utility-scale energy assets, utilities can better balance supply and demand, reduce congestion, and maximise the use of existing infrastructure.

Analysts estimate that demand-side flexibility across industrial and commercial sectors could generate up to USD$1 trillion in value annually.

COMBINING DIGITAL INTELLIGENCE AND AI

At the heart of the partnership is the integration of Schneider Electric’s digital grid technologies with Kraken’s AI-powered operating platform.

Schneider Electric will provide utilities with real-time visibility of network constraints through its One Digital Grid Platform and EcoStruxure DERMS solutions. These technologies enable predictive optimisation, distributed control, energy intelligence, and flexible load management across increasingly complex electricity systems.

Kraken complements these capabilities by orchestrating distributed energy resources as a single coordinated network. Its platform connects and manages EVs, home batteries, and heat pumps, providing visibility across local low-voltage networks whilst coordinating these assets alongside utility-scale storage, generation facilities, and industrial loads.

Together, the technologies enable utilities to forecast congestion, shift demand in real time, and improve overall grid performance without requiring immediate infrastructure expansion.

ACCELERATING THE ENERGY TRANSITION

The partnership is expected to deliver benefits across the energy ecosystem.

For utilities and DSOs, greater visibility and control can unlock hidden network capacity, improve operational efficiency, and enable faster customer connections. For businesses, particularly data centres and energy-intensive industrial operations, this could significantly reduce waiting times for grid access.

Consumers also stand to benefit through lower overall system costs and a reduced need for expensive network upgrades that can contribute to higher electricity bills.

Amir Orad, CEO of Kraken, highlighted the importance of flexibility in meeting future energy demand.

Frédéric Godemel, Executive Vice President of Energy Management at Schneider Electric, emphasised the need for greater interoperability across modern energy networks.

POWERING THE POSSIBLE

As electricity demand continues to rise worldwide, flexibility is emerging as a critical tool for maintaining reliability, supporting economic growth, and enabling decarbonisation.

By bringing together Schneider Electric’s expertise in digital energy management and Kraken’s AI-driven orchestration platform, the partnership demonstrates how technology can help utilities extract greater value from existing infrastructure whilst accelerating the transition to a more sustainable energy future.

For an industry facing mounting pressure to connect new loads, integrate renewable energy sources, and manage rising demand, smarter grid flexibility may prove to be one of the most powerful resources available.

The post Schneider Electric and Kraken Unlock Grid Flexibility appeared first on Supply Chain Outlook.

lululemon explores a new model for supply chain decarbonization

As companies confront the challenge of reducing emissions beyond their direct operations, many are discovering that traditional renewable energy procurement models are not always suited to complex global supply chains.

lululemon is seeking to address that challenge through a new approach: investing directly in renewable energy infrastructure designed to benefit its manufacturing ecosystem.

The apparel company announced it is investing in a renewable energy fund managed by Schroders Capital’s Infrastructure team to support the development of new wind and solar capacity in China. The initiative aims to accelerate the transition to renewable electricity across one of lululemon’s most important sourcing markets while advancing an investment model that could offer a blueprint for other businesses grappling with Scope 3 emissions.

Targeting renewable electricity where supply chain emissions occur

The fund focuses on renewable infrastructure projects in late-stage development and construction across China, prioritising wind and solar assets.

According to lululemon, participation in the fund will enable the company to achieve the equivalent of 100% renewable electricity in collaboration with its suppliers in China Mainland, based on projected electricity use in 2030.

Capital from the fund has already been deployed into multiple wind projects currently under development and expected to be completed later this year.

Rather than relying solely on suppliers to independently secure renewable energy contracts, the model pools demand and directs investment toward expanding renewable generation capacity in manufacturing regions.

Why supply chain emissions remain the biggest challenge

For many consumer brands, the majority of their climate impact sits outside their own operations.

These indirect emissions—known as Scope 3 emissions—often stem from purchased goods and services, manufacturing activities and transportation across global value chains.

Addressing them requires collaboration with suppliers operating across different regulatory environments, varying energy markets and diverse levels of renewable energy access.

“Decarbonizing global supply chains requires new ways of thinking—about capital, collaboration, and scale,” said Noel Kinder, Senior Vice President of Sustainability at lululemon.

“This fund demonstrates how companies can pool demand for renewable energy, reduce complexity, and accelerate project development. As we work toward our climate goals, this investment creates a scalable pathway to bring more renewable energy to manufacturing regions where it can have the greatest impact—while contributing to a model that others can build on.”

Supporting progress toward 2030 climate goals

Supply chain decarbonisation forms a central pillar of lululemon’s broader sustainability strategy and increasing renewable electricity use throughout its supply chain is a core component of its roadmap toward achieving its Scope 3 science-based target.

lululemon has committed to a 60% intensity reduction in greenhouse gas emissions by 2030 from a 2018 baseline, with the target measuring progress relative to business growth.

By directing investment into renewable energy infrastructure in China, the company aims to address emissions where they are generated rather than limiting efforts to its owned operations.

Moving beyond individual action toward collective solutions

The investment also reflects a growing recognition that supply chain decarbonisation cannot be achieved by companies acting alone.

Many manufacturing suppliers serve multiple brands simultaneously, meaning collaborative approaches can unlock greater scale and efficiency than fragmented initiatives.

lululemon positioned the fund as part of a wider ecosystem of partnerships intended to accelerate industry progress.

The investment builds on its existing work with organisations including:

• Apparel Impact Institute
• Asia Clean Energy Coalition
• CEBA’s Clean Energy Procurement Academy

Together, these initiatives are intended to support renewable energy adoption across shared supply chains while helping overcome barriers that individual suppliers may struggle to address independently.

Renewable energy finance evolves

The announcement also highlights the emergence of investment-led models as a complement to more established renewable procurement strategies.

While power purchase agreements and renewable energy certificates remain widely used, direct participation in investment vehicles offers companies another mechanism to influence energy systems in regions critical to their supply chains.

Schroders Greencoat, which advises the strategy, is among the world’s largest pure-play renewable energy and energy transition infrastructure managers, with active investment strategies spanning clean energy development and asset management.

The post lululemon Bets on Renewable Energy Funds to Decarbonize Supply Chains at Scale appeared first on Supply Chain Outlook.

ProcureCon Europe, the leading event for Chief Procurement Officers (CPOs) and senior procurement executives, is coming to Cologne, bringing together more than 650 of Europe’s most influential procurement leaders for three days of strategic discussion, peer-to-peer learning, and industry collaboration.

With more than 400 procurement buyers from global organisations such as DHL, Roche, Asahi, Unilever, Nike, and many more, ProcureCon Europe has established itself as the premier forum for procurement professionals looking to benchmark performance, exchange practical insights, and redefine procurement’s role as a driver of enterprise-wide value.

At a time when procurement leaders are being asked to deliver far more than cost savings, the event will explore how the function can navigate unprecedented levels of disruption while accelerating business growth, resilience and transformation.

Senior leaders will gain practical strategies and real-world case studies focused on the issues shaping the future of procurement, including:

• Adopting agility to navigate a fast-changing business environment
• Using artificial intelligence (AI) to streamline procurement workflows and improve operational efficiency
• Adopting a “value architect” mindset to support enterprise-wide transformation
• Responding to cost inflation and geopolitical uncertainty while strengthening supplier resilience
• Positioning procurement as a strategic business partner through effective stakeholder management

As procurement teams face growing pressure to deliver strategic impact amid economic uncertainty, operational complexity, and rapid technological change, this year’s theme, ‘Harnessing Agile Procurement Practices to Drive Business Value,’ reflects the priorities shaping the function today.

The theme is built around two pillars central to modern procurement:

• Agility –“Agility” focuses on procurement’s ability to adapt quickly – from navigating complex stakeholder demands to redesigning workflows and operating models; to doing more with leaner teams and managing supplier relationships in a volatile macroeconomic and geopolitical environment.
• Business Value – “Business Value” highlights procurement’s role in securing cost savings and positioning the function as a strategic contributor to enterprise priorities such as risk mitigation, harnessing AI and data, supplier co-innovation, and cross-functional collaboration.

The 2026 programme features more than 20 hours of content delivered through keynote presentations, executive panel discussions, interactive workshops, peer-led roundtables, CPO boardroom sessions, and live technology demonstrations.

Attendees will hear directly from some of the most respected procurement leaders in Europe as they share practical lessons, transformation journeys, and proven approaches to overcoming today’s most pressing challenges.

A major focus of this year’s event will be the application of AI across procurement. From AI-powered sourcing and procurement orchestration to autonomous agents, supplier intelligence, and workforce optimisation, attendees will gain first-hand insight into how leading organisations are successfully deploying emerging technologies to improve performance and create measurable business outcomes.

Beyond the conference programme, ProcureCon Europe offers unparalleled networking opportunities, connecting procurement leaders with peers facing similar challenges, innovative technology providers, and industry thought leaders.

Through facilitated networking sessions, interactive discussions, and informal meetings, attendees will build valuable relationships that extend well beyond the event itself.

ProcureCon Europe 2026 provides senior procurement professionals with a unique opportunity to benchmark against leading organisations, discover innovative solutions, exchange ideas with peers, and return to their organisations with actionable strategies to strengthen procurement’s contribution to business success.

As procurement continues its evolution from cost controller to strategic value creator, ProcureCon Europe remains the essential meeting place for leaders committed to shaping the future of the function.

Use code PCOUTLOOK10 for 10% off your ticket.

For more information or to register, visit: https://tinyurl.com/3whn5tjm

The post ProcureCon Europe 2026 : Your Source for Procurement-Led Impact appeared first on Supply Chain Outlook.

Key Findings

• Persistent attacks – nearly half of organisations (47%) experienced two or more supply chain-related cyber incidents last year
• Declining confidence – only 28% believe traditional third-party risk management is very effective, down from 37% in 2025
• Traditional approaches are reaching their limits – one in five organisations pointed to the inability to continuously monitor supplier security controls as a major limitation in their current approach
• Collective defence – 93% of organisations support an industry-wide collaborative model for sharing cyber assurance and intelligence data

Supply Chain Disruptions Increasing Through Supplier Networks

Cyber threats are becoming an increasingly significant supply chain risk, with new research showing that more than four in five UK organisations experienced at least one supplier-related cyber security incident over the past 12 months.

According to Risk Ledger’s Every Link Matters: The State of Supply Chain Security 2026 report, 82% of organisations were affected by a supply chain cyber incident during the past year, while nearly half (47%) experienced two or more supplier-related incidents.

The findings highlight how cyber risk is no longer confined to IT departments but has become a broader supply chain resilience challenge, affecting organisations through increasingly complex supplier ecosystems.

Limited Visibility Beyond Tier-One Suppliers Remains a Major Challenge

As supply chains become more interconnected, many organisations continue to struggle with visibility beyond their direct suppliers.

The research found that 25% of organisations identified limited visibility into fourth- and fifth-tier suppliers as the single biggest weakness in their current third-party risk management approach.

This lack of transparency is creating significant blind spots across supply networks, making it difficult for organisations to understand dependencies supporting critical operations and assess how disruptions could cascade through supplier ecosystems.

Slow Incident Response Creates Operational Risk

The report suggests that many organisations remain poorly positioned to assess supply chain exposure during an active cyber event.

Only 9% of respondents said they could map their full supplier exposure within four hours of a major cyber incident. More than half reported that it would take longer than a full working day to determine whether they were affected.

On average, businesses require 1.9 days to understand exposure across their supplier networks following a significant cyber attack.

For supply chain leaders, this delay can increase operational disruption, prolong recovery times and complicate decision-making during critical incidents.

Traditional Supplier Risk Models Struggling to Keep Pace

The research indicates that conventional third-party risk management approaches are increasingly being challenged by the speed and complexity of modern supply chains.

While 60% of organisations described traditional third-party risk management programmes as somewhat effective, only 28% said they were very effective. This represents a decline from 37% in 2025, suggesting confidence in existing approaches is weakening.

A further 20% of respondents cited the inability to continuously monitor supplier security controls as a major limitation in their current risk management framework.

The findings point to a growing gap between awareness of supply chain risk and the ability to monitor and respond to threats in real time.

Industry Calls for Greater Supply Chain Collaboration

The report highlights growing support for a more collaborative approach to supply chain resilience.

An overwhelming 93% of organisations said they support an industry-wide model for sharing supplier cyber assurance and intelligence data.

At the same time, 24% of businesses reported that they still cannot identify concentration risks across shared suppliers and subcontractors, leaving them vulnerable when multiple organisations rely on the same critical third parties.

“Traditional approaches to supply chain cyber security are no longer enough to deal with the speed and complexity of modern threats,” said Haydn Brooks, CEO and Co-Founder of Risk Ledger.

“The fact that 93% of security leaders want an industry-wide model for sharing supplier intelligence tells you everything about where the market is heading. Organisations recognise that cyber resilience can no longer be achieved in isolation. However, businesses still lack visibility into dependencies, continuous insight and the collaborative mechanisms needed to identify risks before they escalate into operational disruption.”

Shift Toward Active Supply Chain Security

The research suggests organisations are increasingly exploring what Risk Ledger describes as Active Supply Chain Security (ASCS), a continuous, network-based approach that replaces periodic assessments with real-time visibility and shared intelligence.

For procurement, supplier risk and supply chain leaders, the model reflects a broader shift toward proactive risk management, where supplier resilience is monitored continuously rather than assessed through annual reviews and static questionnaires.

Brooks believes collaboration will be critical as supply chains become increasingly interconnected.

“A collaborative model means businesses can continuously share assurance data, identify systemic vulnerabilities earlier and respond to threats collectively rather than individually. In practice, that creates a much more dynamic and resilient approach to supply chain security, especially when attacks can escalate across entire ecosystems within hours.”

The post Risk Ledger : Supply Chain Cyber Risk Reaches Critical Point as Businesses Struggle to Map Supplier Exposure appeared first on Supply Chain Outlook.

Event: ProcureCon Europe
Date: 22nd – 24th September 2026
Location: Cologne, Germany

The event is designed for forward-thinking teams looking to elevate procurement’s role as a
true driver of business value.

Designed to address the most pressing priorities facing procurement leaders today,
including:

• Maintaining agility in a rapidly evolving business landscape while delivering
  against financial targets
• Leveraging AI to transform procurement workflows and achieve more with leaner
  teams
• Adopting a ‘value architect’ approach to lead from the front and drive enterprise-
  wide change
• Adapting to cost inflation and geopolitical uncertainty while stress-testing
  suppliers for future disruption
• Navigating complex stakeholder environments to position procurement as a
  strategic value partner
• And much more…

Featuring a dynamic mix of keynotes, more interactive workshops and roundtables than
ever before, and live demonstrations, ProcureCon Europe provides a unique platform to
benchmark against peers, tackle shared challenges, and leave with actionable
strategies to elevate procurement’s strategic impact.

Use code PCOUTLOOK10 for 10% off your ticket.

Join today: https://tinyurl.com/3whn5tjm

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Yet while the agreement could ease pressure on international trade routes, supply chain experts caution that lingering disruption, freight inflation and operational backlogs mean businesses should view the development as a step towards recovery rather than a return to business as usual.

With the US and Iran agreeing a framework for a deal to end the war and reopen the Strait of Hormuz, Tammy Kulesa, Senior Director, Supply Chain Execution at Blue Yonder, writes that backlogs, high freight costs, and refinery disruptions mean a return to normal operations will be slow and uneven.

Easing Supply Chain Pressure

The re-opening of the Strait of Hormuz eases supply chain pressure but doesn’t cure it. The Strait of Hormuz re-opening restores vital oil and goods flows and eases supply chain shortages, but backlogs, high freight costs, and refinery disruptions mean a return to normal operations will be slow and uneven. 

Shippers, manufacturers and consumers can expect some relief, but our expectation should be that it is gradual and irregular. While crude oil may stabilise and input costs could ease over the next couple of quarters, elevated freight rates, persistent risk premiums and refinery disruptions will keep transport and product prices above pre-crisis levels for months. Consumers should be prepared for slow relief as inflationary pressures continue to ripple through supply chains. 

  A Window of Opportunity

Companies need to treat this as a window, not a resolution. Uncertainty persists, possibilities for renewed disruption linger and risk models now account for future disruptions. Companies will prioritise the movement of critical shipments and need to actively manage transportation risks by diversifying routing and modal options to preserve service commitments.

Maintaining Stability in Volatile Global Conditions

Looking forward, companies will need to maintain focus on resilience in the supply chain with a shift from cost-optimisation to resilience optimization by increasing real-time visibility and control tower approaches to sense disruption before it hits. Scenario planning, real-time monitoring and readiness for renewed disruption are essential for maintaining operational stability amid volatile global conditions.

The post OPINION: “The Re-Opening of the Strait of Hormuz Eases Supply Chain Pressure but Doesn’t Cure It”  Tammy Kulesa, Blue Yonder appeared first on Supply Chain Outlook.

ONE UNIFIED EXPERIENCE

Enterprise AI platform Ivalua has announced the launch of IVA Studio, a new solution designed to redefine how procurement teams work with artificial intelligence (AI).

Available in the coming weeks, IVA Studio serves as the control centre for Ivalua’s Intelligent Virtual Agent (IVA), enabling organisations to execute activities across the entire Source-to-Pay (S2P) process through a single agent that understands business data, follows governance rules, and takes action immediately.

Rather than requiring multiple AI agents across disconnected systems, IVA combines procurement knowledge, workflow automation, and organisational expertise into one unified experience.

A NEW WAY TO WORK

IVA enables procurement professionals to complete complex tasks through simple conversations.

For example, a category manager preparing to re-source an expiring contract can instruct IVA to retrieve the agreement, benchmark it against existing contracts, identify stronger suppliers, create an RFx, and launch the sourcing event. Similarly, Accounts Payable teams can use IVA to validate invoices against purchase orders, pricing information, and contractual obligations contained within supporting documentation.

The solution can also operate autonomously in the background. When supplier risk events occur, IVA can identify affected contracts, analyse open purchase orders, create mitigation plans, and recommend alternative suppliers without requiring manual intervention.

According to Ivalua, IVA can perform any action available to a user because it has access to the full functionality, data, and workflows of the company’s S2P platform.

A COMPLETE AGENTIC PLATFORM

At the heart of the launch is IVA Studio, which Ivalua describes as a complete agentic operating system for procurement.

Built on a skills-based framework similar to those adopted by leading AI laboratories, IVA can automatically assemble the tools, knowledge, and capabilities required for each task. For more sophisticated activities, it can create and coordinate temporary sub-agents while maintaining human oversight throughout the process.

This approach removes the need for procurement teams to build, configure, and manage multiple agents. Instead, IVA leverages the entire Ivalua platform as both its knowledge base and operational toolset, enabling organisations to begin realising value immediately.

GOVERNANCE BUILT IN

A key differentiator of IVA Studio is its governance model.

Rather than relying on the agent itself to determine access rights, governance is enforced at the platform level. IVA inherits the permissions of the user who activates it and cannot operate beyond those boundaries.

Even when functioning autonomously within workflows, the system remains linked to an accountable user and incorporates human-in-the-loop controls where required. Every action is recorded through a continuous audit trail, ensuring transparency and compliance.

This approach allows organisations to deploy AI confidently while maintaining clear oversight of decision-making and execution.

EXPERTISE THAT GROWS OVER TIME

Ivalua has also focused on enabling organisations to capture and scale procurement expertise.

The platform can learn and codify sourcing strategies, negotiation approaches, compliance requirements, and other best practices as reusable skills. These capabilities become part of the organisation’s collective knowledge, allowing teams to benefit from accumulated expertise regardless of individual experience levels.

IVA also maintains memory of previous interactions and continuously improves over time, helping organisations expand automation and efficiency as trust in the technology grows.

FITTING INTO THE WIDER AI ECOSYSTEM

Designed to be model-agnostic, IVA Studio allows customers to use AI models provided by Ivalua or integrate their own preferred large language models.

The platform also supports Model Context Protocol (MCP) integrations, enabling connections to external systems and tools. Through IVA Studio, customers, implementation partners, and IT teams can manage skills, integrations, permissions, and model configurations from a single environment.

As organisations continue to explore AI-driven procurement, Ivalua believes IVA Studio represents a significant step towards a future in which intelligent agents are embedded throughout sourcing, supplier management, and spend management processes.

The post Ivalua Transforms Procurement with IVA Studio appeared first on Supply Chain Outlook.

STRENGTHENING SUPPLY CHAIN EFFICIENCY

Consolidating five existing warehouse locations in Germany and the Benelux region, Henkel – the German multinational chemical and consumer goods company with 150 years of industry leadership expertise – has announced the opening of its largest warehouse to date for consumer goods in Europe.

This new logistics centre, located at the company’s Düsseldorf site, will strengthen supply chain efficiency and improve distribution across Europe. With a two-year planning and construction phase and an investment of 45 million euros, this monumental site will consolidate central warehousing capacity for laundry, cleaning, and hair care products at Henkel’s headquarters.

Carsten Knobel, CEO of Henkel, notes that “Düsseldorf is our global headquarters and at the same time our second-largest production and logistics site worldwide. We are continuously investing in the site – on average, around 100 million euros per year. The new state-of-the-art warehouse, in which we have invested 45 million euros, represents an important step towards more efficient logistics structures in our consumer business. Especially in our anniversary year, this investment is also a clear commitment to our home base in Düsseldorf.”

This high-bay warehouse expansion has been cohesively merged with the existing automated facility, which celebrated its opening in 2014.

After years of planning and effort, this site is a fully integrated logistics centre with a capacity of over 200,000 pallet spaces on a 24,000 square metre footprint, which is over three football fields in size, making it Henkel’s largest consumer goods warehouse on the continent.

ENHANCED SUSTAINABILITY

Following Henkel’s integration of its consumer goods businesses into one business unit – Henkel Consumer Brands – the company has consolidated five of its warehouses across Germany and the Benelux region in Düsseldorf to simplify supply chains, reduce transport distances, and improve efficiency and sustainability over the long term.

Additionally, the new logistics centre boasts a strategic geographic advantage – a direct rail connection. Through this connection, the company’s goods are transported in a carbon-efficient manner by rail from the Wassertrüdingen, Bavaria production site to Düsseldorf. The Wassertrüdingen site is where Henkel produces hair products for not only German markets but also for approximately half of the European market, cementing its position as a stalwart in the industry.

“The new high-bay warehouse is a key lever for our integration and creates the foundation for more efficient, consolidated, and more sustainable customer supply. In the future, our customers in Germany and the Benelux region will be able to order products from the entire consumer goods portfolio with a single order, one delivery, and one invoice,” states Wolfgang König, Member of the Management Board for Henkel Consumer Brands.

This grand opening of Henkel’s newest high-bay warehouse expansion for consumer goods represents a future where distribution across Europe and supply chain efficiency are at an all-time high, ready to lead the way in the ever-growing industry.

The post Henkel Invests 45 Million Euros in Warehouse Expansion appeared first on Supply Chain Outlook.

Key Regional Findings May 2026

Global supply chains remained under significant pressure in May as manufacturers increased purchasing activity and expanded safety stock levels in anticipation of higher costs and potential supply disruptions later this year, according to the latest GEP Global Supply Chain Volatility Index.

The index, which draws on survey data from approximately 27,000 businesses worldwide, indicates that companies are taking proactive measures to secure supply and manage inflation risks, driving a sharp increase in inventory accumulation and raw material purchasing.

• ASIA: Index fell from 3.79 to 2.96, signalling a slight easing of pressures versus April. Nonetheless, the index was indicative of significant supply chain stress for Asian manufacturers. 
• NORTH AMERICA: Index rose to 1.69, from 1.52, its highest level since August 2022. Stronger purchasing activity, particularly in the U.S., and greater stockpiling, drove the rise in supplier capacity pressures. 
• EUROPE: Index fell to 1.43, from 1.64, as factory purchasing volumes across the continent were tapered. This reflected fresh signs of weakness in the German and French manufacturing economies. 
• U.K.: Index rises to three-and-a-half year high of 1.34, up from 0.96 in April, pointing to greater capacity constraints for suppliers used by U.K. manufacturers.  

Manufacturers Accelerate Inventory Build-Up to Mitigate Risk

Safety stockpiling reached its highest level since January 2023, reflecting a growing trend among manufacturers to build inventory buffers against anticipated price increases and supply constraints.

The increase in precautionary purchasing pushed global demand for raw materials, commodities and intermediate goods to its strongest level since March 2022. Manufacturers across Asia, North America and Europe reported more aggressive inventory strategies as geopolitical tensions and supply uncertainty continued to influence procurement decisions.

The data suggests businesses are prioritising supply assurance over inventory optimisation, a trend reminiscent of behaviours seen during the height of the 2021–2023 supply chain crisis.

Supply Shortages Continue to Worsen Across Global Markets

Compounding the situation, material shortages intensified in May, reaching their highest level in three-and-a-half years.

The combination of constrained supply and stockpile-driven demand is placing additional pressure on suppliers and contributing to rising factory-gate costs. Elevated transportation expenses have further amplified supply chain challenges, despite some easing from the record highs recorded in April.

May marked the third consecutive month in which stockpiling activity, shortages and transportation costs all remained elevated simultaneously — a pattern rarely observed outside major supply chain disruptions.

According to GEP, similar conditions in the past have often been followed by a period of correction as inventory levels normalise and purchasing activity slows.

North America Records Highest Supply Chain Pressure Since 2022

Regional data highlighted growing pressure on supplier capacity, particularly in North America.

The North American index rose to 1.69 in May, its highest reading since August 2022, driven by stronger purchasing activity and increased inventory accumulation, particularly among U.S. manufacturers.

Asia remained the most strained region globally despite a modest easing in conditions. The regional index fell from 3.79 to 2.96, although manufacturers continued to report significant supply chain stress. Increased purchasing activity was reported across several key manufacturing economies, including Japan, India, South Korea and Taiwan.

In Europe, supply chain pressures eased slightly as procurement activity slowed, reflecting continued weakness in major manufacturing economies such as Germany and France. However, the UK diverged from the broader European trend, with its index climbing to a three-and-a-half-year high as supplier capacity constraints intensified.

Procurement Teams Face a Potential Demand Correction

The latest findings suggest that current procurement activity may represent a temporary surge rather than a sustained increase in underlying demand.

John Piatek, Vice President, Consulting at GEP, said the current wave of purchasing reflects efforts by businesses to limit exposure to future inflationary pressures.

“The path for inflation is already being set, and companies are trying to limit the damage,” said Piatek.

“The surge in purchasing we saw in April and May is likely temporary. Once companies have built inventory, they and their customers will pull back, which means supply chain pressures may ease.”

He added that inventory drawdowns later in the year could contribute to softer economic conditions and reduced purchasing volumes across supply chains.

“But, even if the Strait of Hormuz is opened fully, economic conditions will likely weaken in the second half of the year as companies will pull back on their input purchasing to draw down the inventories they’ve built up.”

About the GEP Global Supply Chain Volatility Index

The GEP Global Supply Chain Volatility Index is produced by S&P Global and GEP. It is derived from S&P Global’s PMI® surveys, sent to companies in over 40 countries, totalling around 27,000 companies.

The headline figure is a weighted sum of six sub-indices derived from PMI data, PMI Comments Trackers and PMI Commodity Price & Supply Indicators compiled by S&P Global.

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Procurement Faces Pressure to Turn AI Potential into Results

As procurement teams explore the next generation of artificial intelligence technologies, many organisations are struggling to move beyond pilot programmes and isolated use cases.

To address this challenge, Ivalua has launched what it describes as the first AI in Procurement Masterclass, a training programme designed to help procurement leaders develop the skills, governance models and implementation strategies needed to deploy AI at scale.

The initiative reflects growing interest in agentic AI across procurement functions, where organisations are increasingly seeking ways to automate routine processes, improve decision-making and enhance supplier collaboration.

Focus on Human-Agent Operating Models

A key theme of the programme is the shift from generative AI tools to agentic AI systems capable of executing tasks and workflows with greater autonomy.

The course examines how procurement teams can establish effective human-agent operating models, where professionals retain strategic oversight while AI agents support operational execution across sourcing, supplier management and procurement processes.

Modules also address governance frameworks, organisational change management and the technology foundations required to support enterprise-scale AI adoption.

According to Ivalua, many organisations underestimate the operational and cultural changes required to successfully deploy AI beyond experimental projects.

“Procurement is evolving rapidly as business requirements become more complex. While AI has the potential to transform procurement, many organisations are still struggling to translate enthusiasm into tangible outcomes, with most enterprise AI programs never making it out of the pilot stage. Ivalua’s AI in Procurement Masterclass is designed to equip procurement professionals with the practical knowledge and frameworks needed to move from strategy to measurable impact,” said Paul Zammit, AI Lead, Product Marketing.

Governance and Integration Become Critical Priorities

Beyond AI concepts, the programme focuses heavily on practical deployment challenges that procurement organisations increasingly face.

Topics include system integration, interoperability, security requirements, technical literacy and approaches to balancing automation with appropriate oversight.

The curriculum also explores how organisations can grant AI agents greater operational autonomy while maintaining governance controls, compliance requirements and procurement accountability.

For many procurement leaders, these issues are becoming as important as the underlying AI technology itself as enterprises seek to scale adoption across complex supplier and spend management environments.

Building a Roadmap for Procurement AI Adoption

The latter stages of the programme focus on implementation planning, helping procurement teams develop realistic roadmaps for AI deployment.

Rather than concentrating on individual use cases, the approach emphasises creating an enterprise-wide strategy that aligns technology investments with procurement objectives and business outcomes.

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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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