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.

The post GEP : Stockpiling Reaches Three-Year High as Manufacturers Brace for Supply Chain Disruption appeared first on Supply Chain Outlook.

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.

The post Ivalua Launches AI Procurement Masterclass as Organisations Move from Pilot Projects to Enterprise Deployment appeared first on Supply Chain Outlook.

TRUSTED SECURITY INTELLIGENCE PARTNER

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

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

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

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

TURNING CLIENTS’ VISIONS INTO REALITY

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

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

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

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

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

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

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

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

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

REDEFINING SECURITY PARAMETERS

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

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

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

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

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

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

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

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

SETTING INDUSTRY BENCHMARKS

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

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

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

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

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

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

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

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

ACHIEVING SUSTAINABLE GROWTH

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

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

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

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

The post Trident Services Australia : Trusted Security Intelligence Partner appeared first on Supply Chain Outlook.

Amazon European Investment

Amazon has unveiled plans to invest more than €10 billion in its European fulfilment network, alongside new robotics deployments, expanded rapid delivery services and a $1 billion commitment to employee upskilling.

The announcements were made during the company’s Delivering the Future event in London and form part of a broader strategy to increase operational efficiency, support workforce development and accelerate delivery speeds across international markets.

Robotics Investment to Modernise European Operations

A key element of the investment programme is the expansion and modernisation of fulfilment centres across Europe through the deployment of next-generation robotics technologies.

Amazon revealed the latest version of its autonomous Proteus robot, which can now operate throughout fulfilment sites rather than being limited to dock areas. The robot uses AI-powered capabilities that allow employees to provide instructions using conversational text prompts, enabling Proteus to determine priorities, routes and timing independently.

Designed to handle physically demanding tasks such as moving heavy carts and travelling long distances across facilities, Proteus is intended to support employees by taking on repetitive operational work. The technology is currently being piloted in Amazon laboratories, with deployment across Europe planned for the first half of 2027.

Alongside its technology investments, Amazon plans to expand its European fulfilment workforce by 25,000 employees over the coming years.

The investment programme also includes the expansion of Vulcan, Amazon’s robot with a sense of touch, and STARK, a robotic tote-handling system designed to work alongside employees by moving full totes from conveyors onto carts. Following an initial pilot in Barcelona, STARK is expected to be deployed at 15 European sites by 2027.

Workforce Expansion and Skills Development

The company is also committing $1 billion to its Career Choice programme by 2030 as part of its broader Future Ready 2030 initiative.

More than 300,000 employees have participated in Career Choice globally, including 30,000 in the UK. The programme provides access to training and education in areas including cybersecurity, software development, logistics, renewable energy and mechatronics.

“We couldn’t find enough skilled people for the roles we need, so we made a decision: we’re going to develop them ourselves,” said John Boumphrey, Amazon UK Country Manager. “That’s what this $1 billion commitment to Career Choice is about, preparing hundreds of thousands of employees for the careers of the future.”

Faster Delivery Network Expands Internationally

Amazon is also extending its rapid delivery capabilities across Europe and other international markets.

Amazon Now, the company’s ultra-fast delivery service offering groceries and household essentials in 30 minutes or less, is expanding beyond its existing locations. The service is currently available in parts of London, with planned expansion into Manchester and Birmingham later this year.

The model relies on a network of micro-fulfilment centres located close to residential and urban areas to support rapid order processing and delivery.

It is also increasing the reach of its Sub Same-Day Delivery network. More than 25 European locations are expected to be operating the model this year, including Coventry in the UK and Nürnberg in Germany.

The facilities combine inventory storage, fulfilment operations and final-mile delivery within a single site, allowing customers to place orders later in the day while still receiving products the same evening.

New Convenience Features for European Customers

Amazon announced that its Add to Delivery feature will expand across Europe later this year.

The service enables Prime members to add products to an existing order without completing a separate checkout process, with all items delivered together at no additional cost. The feature will be introduced in the United Kingdom, Germany, Spain, Italy and France.

Customers in parts of Central and East London can now combine fresh grocery purchases with other Amazon products in a single Same-Day Delivery order. The offering includes fresh produce, dairy, meat and frozen goods, with plans to expand availability across London and other parts of the UK.

Sustainability Progress in Delivery Operations

Amazon reported continued progress toward its sustainability goals through the expansion of low-emission delivery solutions.

It has now deployed more than 50,000 electric delivery vans globally, reaching the halfway point of its target to put 100,000 electric vans on the road by 2030. The fleet operates across the United States, Europe and India and includes vehicles developed in partnership with Rivian as well as models supplied by Mercedes-Benz.

The company also announced that it has surpassed 100 million deliveries across Europe using micromobility solutions, including electric cargo bikes, electric mopeds and on-foot delivery methods. According to Amazon, these operations have avoided more than 17,000 metric tons of carbon emissions.

The post Amazon Expands European Fulfilment Network with €10bn Investment and New Robotics Strategy appeared first on Supply Chain Outlook.

As sustainability expectations continue to rise across the fashion industry, brands are under increasing pressure to understand and reduce the environmental impact of their products.

Whilst much of the focus has traditionally been placed on raw material sourcing, growing evidence suggests that some of the most significant environmental impacts occur deeper within manufacturing processes, where limited visibility and reliance on industry averages can obscure critical opportunities for improvement.

At the same time, evolving regulations, including Digital Product Passports and corporate sustainability reporting requirements, are driving demand for more accurate, traceable, and product-specific environmental data.

For many organisations, this has exposed the limitations of traditional measurement frameworks, which often rely on fragmented information and generalised datasets that fail to capture the realities of production at a process level.

By combining detailed manufacturing insights with scalable supply chain transparency, Impetus Group and TrusTrace are helping organisations move beyond estimates and assumptions toward a more comprehensive understanding of environmental impact.

Through the collection, verification, and standardisation of primary data, brands can identify hidden inefficiencies, improve resource utilisation, strengthen supplier collaboration, and make more informed sustainability decisions.

We speak with Tércio Pinto, Board Member, Impetus Group, and Shameek Ghosh, Co-Founder and CEO, TrusTrace, who discuss how greater visibility into manufacturing operations is reshaping environmental measurement and enabling a more data-driven approach to sustainable supply chain management.

Q&A WITH TERCIO PINTO AND SHAMEEK GHOSH

New data from Impetus Group highlights a blind spot in how environmental impact is measured across fashion supply chains. Why do you think manufacturing-stage impacts, particularly in processes like finishing, are so often underrepresented in reporting?

Sustainability reporting has historically relied on industry averages and modeled datasets, which tend to emphasize upstream raw material impacts while providing less visibility into what is actually happening during manufacturing.

Finishing is a good example. It is one of the most resource-intensive stages in textile production, often involving significant energy, water, heat, and chemical use, yet many companies lack the process-level data needed to accurately measure it. As a result, those impacts are frequently generalised or underestimated.

What Impetus’s work demonstrates is that once you begin collecting primary data directly from production facilities, a very different picture can emerge. In this case, finishing represented the largest share of climate impact within Impetus-controlled manufacturing stages and accounted for roughly 75 percent of water consumption within those operations.

It reinforces the idea that environmental hotspots depend heavily on system boundaries and data quality. The more granular and process-specific the data becomes, the clearer it is that some of the biggest opportunities for improvement sit inside manufacturing itself, not just at the raw material level.

The data shows that finishing accounts for the largest share of climate impact within Impetus-controlled stages, as well as 75 percent of water consumption. What does this reveal about where brands and manufacturers should be focusing their sustainability and efficiency efforts?

The findings suggest that many of the most meaningful and actionable sustainability gains are likely sitting inside manufacturing operations that companies can directly influence.

Raw material sourcing remains critically important, but manufacturing stages like finishing represent an area where operational changes can drive immediate reductions in energy use, water consumption, and chemical intensity. That includes everything from process optimisation and heat recovery to chemistry selection, renewable energy integration, and reducing unnecessary washing or dyeing steps.

What’s especially important is that these opportunities often remain invisible when companies rely solely on secondary datasets or generalised industry benchmarks. Primary production data makes it possible to identify which specific processes are driving impact and prioritise interventions accordingly.

The Impetus study also highlights how product and process design decisions can materially change outcomes. For example, the Revive product avoided conventional dyeing processes altogether by using pre-colored recycled fibres, significantly reducing additional water, chemical, and energy demand associated with achieving a comparable appearance.

Brands that are working toward connecting this kind of primary manufacturing data to their broader supply chain programmes will be far better positioned to act on these insights,  and to demonstrate credible progress to regulators and customers alike.

Many of the most actionable opportunities to reduce waste and improve resource utilisation sit within less visible production stages. How can companies begin to uncover and address these hidden inefficiencies more effectively?

Companies need to move from assumptions and averages to primary data gathered at the process level. In fashion, many sustainability decisions are still based on broad material-level estimates, but the Impetus data shows that important opportunities can sit deeper in the production process, especially in stages like finishing, where water, energy, and chemicals are used heavily.

For Impetus, the first step has been measuring actual inputs and outputs across the production process, including energy use, water consumption, chemical inputs, waste flows, and process losses. That level of visibility makes it possible to identify where resources are being overused, where waste can be reintegrated, and where changes to materials or processes can deliver measurable impact.

The key is not only collecting the data, but making it usable. When suppliers can capture accurate production data, and brands can connect that data to specific products, companies can move from generic sustainability targets to targeted interventions. That is where the biggest efficiency gains often become visible. It also means that suppliers only need to submit information once and update it only if there are material changes to the impact –  that data can then flow across programs and regulations without duplicating the burden on production teams.

TrusTrace works closely with brands to improve supply chain transparency. How is greater access to primary, process-level data changing the way organisations measure environmental impact and make operational decisions?

Greater access to primary, process-level data is changing impact measurement from a reporting exercise into an operational tool. Instead of relying solely on supplier declarations, certifications, or industry averages, brands can begin to understand the actual environmental impact of a product based on how it was made, where it was made, and which processes it moved through.

That matters because environmental hotspots can shift depending on the system boundary. In the Impetus LCA, primary data covered approximately 90% of the product system, which made it possible to identify specific contributors such as cotton cultivation, knit finishing, and spinning rather than treating the product as a single average footprint. The study found that cotton cultivation remained the largest overall contributor, while knit finishing and spinning were also significant contributors to climate impact.

For TrusTrace, the value lies in turning fragmented supplier and manufacturing data into an operational foundation brands can actually use. Once primary data is verified and mapped to product and supplier records, brands can apply that data directly to compliance, sourcing, supplier engagement, design, and risk decisions.

With over 112,000 suppliers active across more than 80 countries on the platform, the ability to structure and standardise data at scale is what makes these operational insights actionable rather than theoretical.

As system boundaries shift, so too do perceptions of where the biggest environmental hotspots lie. How important is it for companies to rethink traditional measurement frameworks to gain a more accurate, end-to-end view of impact?

It is critical. Traditional measurement frameworks often give companies a partial view of impact, especially if they focus too narrowly on raw materials or rely too heavily on generic datasets. Materials matter, but they are only one part of the picture. The way a product is spun, finished, dyed, transported, cut, sewn, and packaged can significantly change its overall footprint.

The Impetus study shows why system boundaries matter. Across the full cradle-to-gate assessment, cotton cultivation was the largest contributor to water consumption and land use. Within manufacturing, stages such as knit finishing and spinning emerged as major climate-impact contributors. Knit finishing alone accounted for 24.1% of climate change impact in the study.

For companies, the implication is that sustainability strategies cannot stop at fiber choice. A more accurate view requires connecting material data with process-level manufacturing data, logistics data, and, eventually, use and end-of-life data. Without that broader view, brands risk missing the areas where they have the greatest ability to act.

Both Impetus Group and TrusTrace emphasise the role of standardised data sharing across supply chain tiers. How is this improving coordination between brands and suppliers, and what are the implications for compliance with regulations such as Digital Product Passports and CSRD?

For suppliers like Impetus, primary data helps show what is actually happening in production, from water and energy use to waste recovery and finishing impacts. For brands, platforms like TrusTrace connect verified data across programmes, products, and supplier networks so it can power compliance, product claims, sourcing decisions, supplier engagement, and regulatory reporting simultaneously.

When verified primary data is standardised across programmes, brands can reuse the same supplier information across compliance, reporting, and sourcing workflows instead of repeatedly collecting it for separate requirements. This helps transform fragmented data collection into a single operational backbone that supports every programme they run.

Regulatory expectations are also evolving quickly toward more traceable, product-specific, and defensible data. Standardised data sharing helps close the gap between what suppliers know, what brands need to disclose, and what regulators increasingly expect across modern supply chains.

The post TrusTrace and Impetus Group : Uncovering Hidden Environmental Impacts Across Fashion Supply Chains appeared first on Supply Chain Outlook.

New Platform Aims to Connect Market Intelligence with Procurement Execution

Unveiled at Digital Procurement World (DPW) NYC, the platform combines procurement intelligence, consulting methodologies and AI technologies to provide real-time recommendations based on market developments and an organisation’s own supplier, contract and spend data.

MAX is designed to close the gap between market intelligence and procurement execution by helping teams identify opportunities and risks as they emerge.

Addressing Growing Procurement Complexity

The launch comes as procurement leaders face increasing responsibilities across supply chain resilience, sustainability, tariff management and margin protection.

Beroe and Kearney argue that traditional procurement operating models struggle to keep pace with rapidly changing supply markets, while many organisations continue to rely on disconnected technology platforms for intelligence gathering and execution.

MAX was developed to address these challenges by serving as a connecting layer between procurement data sources and operational systems.

Combining Market Signals with Procurement Expertise

The platform is built on what the companies describe as a neurosymbolic framework that uses agentic AI alongside procurement intelligence and consulting methodologies.

MAX combines Beroe’s market intelligence capabilities, third-party data sources and more than 30 million live market signals with Kearney’s procurement frameworks, benchmarks and decision methodologies.

The system applies this information to an organisation’s spend data, contracts and supplier base to generate recommendations tailored to specific business requirements.

When external events such as tariff changes, commodity price movements or supplier risk developments occur, the platform continuously reassesses affected categories and highlights areas requiring attention.

Supporting Faster Procurement Decisions

According to Beroe and Kearney, the objective is to enable procurement teams to move from periodic category reviews to continuous decision-making.

The platform provides a unified view of cost, risk and ESG factors, helping procurement professionals prioritise actions across sourcing, supplier management and risk mitigation activities.

Vel Dhinagaravel, Founder and Chief Executive Officer of Beroe, said: “The processes procurement relies on today were built for a world that no longer exists. Teams have always had access to market data, but what they have lacked is a system that connects that data to their specific spend, applies procurement logic, and tells them where to act, continuously. MAX puts that capability into the hands of every category manager, not just the ones in the room with a consultant, enabling decisions and outcomes that were previously impossible.”

Designed with Global Procurement Organisations

The platform was developed through a multi-year collaboration between Beroe and Kearney and was shaped by a Strategic Advisory Council comprising 13 global procurement organisations.

The participating organisations represent some of the world’s most complex supply chains and helped validate the platform across multiple procurement categories.

Their involvement was intended to ensure that the platform reflects real-world procurement challenges and operational requirements.

Expanding Coverage Across Suppliers and Categories

Kearney said the platform enables procurement teams to extend analysis beyond their highest-priority categories and suppliers.

Suketu Gandhi, Co-Leader of Global Strategic Operations at Kearney, said: “CPOs are being asked to deliver competitive advantage in markets that move in hours, not quarters. MAX gives procurement leaders the real-time visibility and prioritized recommendations they need to anticipate shifts, focus where it matters, and move decisively. This is not a faster version of the function procurement has always been. It is a different function, one that stops waiting to be asked. It moves from responding to anticipating, from episodic to continuous. That is what it means to compete.”

Focus on Procurement Intelligence and Supply Chain Resilience

The launch reflects growing interest in AI-driven procurement technologies capable of analysing large volumes of supplier, market and spend data in real time.

Beroe said the platform is intended to support procurement organisations as they navigate increasingly volatile supply markets, changing trade conditions and expanding sustainability requirements.

MAX will initially be made available to selected customers over the coming months, with the companies positioning the platform as a new operating model for procurement teams seeking greater visibility, agility and decision-making capability across their supply chains.

The post Beroe and Kearney Launch MAX AI-Powered Decision Engine to Make Procurement ‘Continuously Competitive’ appeared first on Supply Chain Outlook.

New Structure Creates Standalone Leader in North American Freight Transportation

The company’s shares began regular trading on the New York Stock Exchange on 3 June under the ticker symbol FDXF, while FedEx Corporation continues to trade under the ticker FDX.

The move positions FedEx Freight as a standalone transportation and logistics provider with a dedicated focus on LTL operations, network optimisation and long-term growth opportunities.

Focus on LTL Network Expansion and Operational Performance

As an independent business, FedEx Freight is seeking to build on its position as North America’s largest pure-play LTL carrier.

The company operates a network of more than 26,000 service centre doors and serves customers across the United States, Canada, Mexico, Puerto Rico and the U.S. Virgin Islands.

John Smith, President and Chief Executive Officer of FedEx Freight, said: “Today begins the next chapter for the new FedEx Freight. We move forward as an independent company with a sharpened focus and disciplined strategy to build on our competitive advantages and accelerate profitable growth.”

“As the largest pure-play LTL carrier in North America, we will leverage our comprehensive network with more than 26,000 service center doors to deliver cost and service advantages to our customers and capitalize on growth opportunities in high-potential verticals. With our safety above all culture and a world-class team, FedEx Freight is well positioned to unlock our full potential and deliver long-term stockholder value.”

The separation will allow it to focus more directly on operational execution, customer service and growth within the LTL sector.

Extensive Freight Network Supports Supply Chain Operations

FedEx Freight provides a range of transportation services designed to support diverse supply chain requirements, including Priority, Economy and Direct freight offerings.

Its subsidiary, FedEx Custom Critical, also provides expedited and time- or temperature-sensitive transportation services through offerings such as Surface Expedite and White Glove Services.

The company operates nearly 30,000 vehicles, including almost 17,000 tractors, supported by approximately 40,000 employees and a network of more than 365 locations.

These assets are supported by data-driven technology and operational efficiency initiatives designed to improve reliability, transit times and service performance.

Spin-Off Creates Independent Public Company

The separation was completed through the distribution of 80.1% of FedEx Freight’s outstanding common shares to FedEx shareholders on a pro rata basis.

Under the transaction, FedEx shareholders received one share of FedEx Freight stock for every two shares of FedEx common stock held as of 15 May 2026.

FedEx retained 19.9% of FedEx Freight’s outstanding shares and stated that it intends to dispose of those shares within 24 months through debt-related exchanges and/or distributions to shareholders.

Industry Positioning and Growth Outlook

FedEx Freight enters the market as an independent company at a time when shippers continue to prioritise transportation reliability, network flexibility and cost efficiency across increasingly complex supply chains.

The company said its scale, service network and operational capabilities position it to pursue profitable growth opportunities while delivering strong cash flow and long-term shareholder value.

The spin-off also establishes FedEx Freight as a dedicated LTL provider, allowing management to focus exclusively on freight transportation operations and customer requirements within the North American supply chain market.

The post FedEx Freight Begins Trading as Independent LTL Carrier Following Spin-Off appeared first on Supply Chain Outlook.

New AI-Driven Index Uses Real Procurement Data to Forecast Business Spending Trends

Built on Coupa’s $10 trillion dataset of actual business-to-business transactions, the index combines artificial intelligence, machine learning and econometric modelling to forecast business spend movements up to 90 days in advance.

According to Coupa, the initiative aims to help procurement, finance and supply chain leaders make more informed decisions by providing near real-time insight into changing market conditions and spending behaviour.

Key BSI Findings: 

• BSI Catches April Spend Pullback Before Surveys: All five tracked sectors registered month-over-month spend declines in April 2026, from −0.8% in Manufacturing to −3.3% in Business Services. In comparison, ISM PMI’s Manufacturing & Services surveys predicted the industry would expand in April. 
• Sector Contractions Predicted Over the Summer: The BSI is predicting that procurement spend will contract in sectors of High Tech, Financial Services, and Healthcare & Life Sciences over the summer. Financial Services is the sector forecasted to see the largest contraction.
• Tech’s Bet on AI is Yielding Enterprise Demand: High Technology procurement spend has climbed more than 40% since mid-2024 to a four-year cycle high. Tracking enterprise software and services procurement, the BSI provided a definitive early signal that enterprise demand is catching up to the massive AI infrastructure build-out commitments made.
• From Tariff Shock to AI Investment: Smaller U.S. manufacturing firms were forced to slash spend by 17.5% to survive 2025 tariff volatility, compared to just 14.6% for larger manufacturing firms. The February 20, 2026 Supreme Court tariff ruling introduced a significant source of policy stabilization, allowing businesses to shift away from short-term defensive maneuvers and return to long-term strategic investments in automation and AI-enabled execution systems.
• Manufacturing Invests in Resilience Despite Soft Demand: Typically, manufacturing spend only rises to meet surging customer orders. However, the BSI showed that late 2025 manufacturing spend surged even though new customer demand remained soft. Spurred by full expensing provisions in the July 2025 “One Big Beautiful Bill Act” (OBBBA), manufacturers are taking advantage of tax breaks to make bold internal investments in automation, capability, and supply chain resilience.

Moving Beyond Traditional Economic Indicators

The Business Spend Index was developed through a collaboration between Coupa and the MIT Data Science Lab to provide a more immediate view of business spending activity.

Unlike traditional economic indicators that can be revised after publication, the BSI is based on actual procurement transactions occurring across Coupa’s network of more than 10 million buyers and suppliers.

The index measures committed spend activity and is designed to capture market dynamics as they occur, providing visibility into business investment patterns before they are reflected in broader economic data.

According to the companies, the BSI successfully identified a significant turning point in manufacturing activity three months before it was reflected in the ISM Purchasing Managers’ Index (PMI).

Procurement Data Provides Early Economic Signals

The report is based on anonymised procurement data representing $877.9 billion in 2025 spending across 1,487 Coupa customers operating in sectors including manufacturing, high technology, financial services, business services, and healthcare and life sciences.

By analysing actual purchasing commitments rather than executive sentiment surveys, the index seeks to provide a clearer view of business activity and investment intentions.

“With visibility into trillions of dollars of actual business spend, you don’t guess where the economy is going, you see it unfolding in real-time,” said Kevin Iaquinto, Chief Marketing Officer, Coupa. “By leveraging Coupa’s unmatched proprietary dataset and combining it with the best macroeconomic indicators and AI, MIT Data Science Lab and Coupa have collaborated to deliver a report that has tremendous business value for procurement, supply chain, and other business leaders who are debating and actioning future spend decisions.”

David Simchi-Levi, William Barton Rogers Professor and Head of the MIT Data Science Lab (retired), added: “Coupa has a very unique dataset that offers the basis for incredible economic insights. By applying rigorous econometric modeling and statistical analysis, we have mathematically observed that Coupa’s data has strong leading signals relative to numerous established macroeconomic indicators, such as FRED, IDEA, ISM PMI, and Real GDP.”

Procurement Spend Expected to Contract in Several Sectors

Among the report’s key findings, the BSI identified month-on-month procurement spend declines across all five tracked sectors during April 2026.

The index also forecasts procurement spending contractions during the summer across the High Technology, Financial Services, and Healthcare & Life Sciences sectors, with Financial Services expected to experience the largest decline.

The findings are intended to help procurement teams anticipate changes in supplier demand, budget allocation and sourcing strategies.

Manufacturing and Technology Investment Trends Emerge

The report highlights several significant procurement trends across key industries.

In manufacturing, the BSI found that smaller U.S. manufacturers reduced spending by 17.5% during 2025 tariff volatility, compared with a 14.6% reduction among larger manufacturers.

According to the report, policy stabilisation following a February 2026 U.S. Supreme Court tariff ruling has enabled organisations to shift focus from short-term defensive spending towards longer-term investments in automation and AI-enabled operational systems.

The report also found that procurement spend within the High Technology sector has increased by more than 40% since mid-2024, reaching a four-year cycle high.

Coupa said this trend indicates growing enterprise demand for software and technology services following significant investments in AI infrastructure.

The post Coupa and MIT Data Science Lab Launch Business Spend Index appeared first on Supply Chain Outlook.

SHIFT IN POWER BALANCE

As businesses are being forced to rethink their networks to reduce exposure to geopolitical, trade, and climate disruption, demand for higher-quality, strategically located assets is increasing significantly.

According to Cushman & Wakefield’s (CWK) Waypoint 2026 report, an analysis of 135 global logistics markets suggests that the proportion experiencing tenant-favorable conditions is expected to fall from 52 percent in 2026 to 33 percent by 2029. This shift in balance is due to the declining vacancy rates and the continued constraint of supply.

“The next phase of the logistics cycle will be defined by preparedness. Businesses that embed resilience into their real estate strategies, through smarter use of technology, automation and energy‑secure assets, will be far better placed to navigate disruption and capture long‑term growth,” notes Sally Bruer, reporting author at CWK.

However, beyond just the global picture, there are significant differences between and within regions.

Specifically, the US is expected to see the most abrupt shift towards landlords, with these favorable markets anticipated to rise from 17 to 46 percent – the most pronounced shift across the globe.

REGIONAL DIFFERENCES IN LOGISTICS MARKETS

Meanwhile, APAC remains one of the most tenant-favorable locations globally, with approximately 47 percent of markets leaning towards occupiers at this point in time.

“Different markets across APAC are experiencing different stages of growth, fuelled by resilient occupier demand led by e-commerce and manufacturing. Supply constraints in markets such as Japan and Australia are driving competition; meanwhile, continued availability in China and India is creating opportunity,” details Dennis Yeo, Head of Investor Services and Logistics & Industrial, Asia Pacific, CWK.

On the other hand, EMEA is currently facing supply and energy-related constraint challenges, as tightening vacancy across Western and Northern Europe has reinforced the need for early decision-making to secure high-quality space.

In Central and Eastern Europe, markets are offering more varied conditions, although improving absorption is expected to gradually tighten availability.

Tim Crighton, Head of Logistics & Industrial, EMEA, CWK, highlights, “The shift in EMEA’s logistics landscape is less about speed and more about strategy. The right real estate is becoming harder to secure in key markets, and rising energy costs are making asset quality far more important. For occupiers, waiting is becoming a risk rather than a strategy, and success will be predicated on aligning real estate strategies with long-term operational performance, flexibility and sustainability.”

Ultimately, due to various global factors, including rising costs, more restricted supply, and structural uncertainty, landlord-favorable conditions are expected to become increasingly prevalent across global logistics markets over the next three years.

The post Cushman & Wakefield’s Report: Landlord-Favorable Conditions on the Rise appeared first on Supply Chain Outlook.

New Engagement Model Focuses on Turning Supply Chain Decisions Into Business Outcomes

Announced at the company’s Kinexions customer conference, the initiative is intended to help organisations move beyond traditional planning models by connecting decision-making more directly with operational execution.

FDE supports its broader vision of operational orchestration, an approach that coordinates signals, decisions, actions and learnings across enterprise operations to improve responsiveness and business performance.

Supply Chain Planning Evolves Toward Operational Orchestration

Kinaxis argues that traditional planning environments have often been constrained by siloed functions, fragmented workflows and disconnected decision-making processes.

While concurrent planning introduced more synchronised decision-making across supply chain functions, the company says operational orchestration extends these principles further by linking planning, execution and decision-making across broader enterprise operations.

The approach combines a unified data foundation with semantic intelligence capabilities designed to understand relationships, dependencies and trade-offs across business processes, this allows organisations to connect data, systems and teams more effectively while improving the execution of supply chain and operational decisions.

“The challenge companies face is no longer simply making better decisions faster, it’s ensuring those decisions drive real outcomes,” said Razat Gaurav, Chief Executive Officer, Kinaxis.

“A supply chain decision only matters when it changes what the business can do. The next shift is ensuring decisions translate into coordinated action across the business. That only happens when AI is grounded in the physics of enterprise operations, understanding the constraints, dependencies, and trade-offs that define how work gets done. With that context, organizations can move from isolated decisions to continuous execution at scale.”

AI Embedded Directly into Supply Chain Workflows

A central element of the strategy is the integration of agentic AI into operational workflows.

Kinaxis said its Maestro platform enables organisations to move beyond standalone AI assistants by embedding AI directly into supply chain and operational processes, this approach allows teams to work alongside AI systems that can continuously sense, reason, decide and act within the context of real-world business constraints.

Built on Kinaxis’ existing supply chain planning foundation, the platform is designed to support coordinated execution across complex operational environments while maintaining visibility into data, dependencies and resource constraints.

From Software Deployment to Outcome Delivery

The introduction of FDE also represents a shift in how Kinaxis engages with customers.

Rather than focusing solely on software implementation, the model is designed around collaborative solution development, enabling organisations to co-build AI-enabled operational capabilities using the Maestro platform.

The approach shifts engagement priorities:

• From features to outcomes, with a focus on measurable business impact.
• From projects to products, creating solutions that can scale and continuously improve.
• From go-live milestones to long-term ownership, supporting sustained adoption and value creation.

These engagements establish a foundation of operational data, workflows and decision logic that can support future AI expansion across the enterprise.

Building the Foundation for Enterprise AI

Kinaxis believes growing supply chain complexity, volatility and interdependencies are increasing demand for AI tools that can operate within the realities of enterprise operations and FDE helps organisations build an operational and intelligence foundation that can be extended over time through additional AI-driven capabilities.

By combining data, decisioning, orchestration and AI services within a composable platform architecture, Kinaxis aims to support more adaptive and responsive operating models.

The long-term objective is to create environments where human teams and AI agents work together across supply chain and enterprise processes, coordinating decisions and execution across the movement of materials, resources and operations.

The post Kinaxis Launches ‘Forward Deployed Engineering’ to Accelerate AI Adoption in Supply Chain Operations appeared first on Supply Chain Outlook.

SHIFT IN POWER BALANCE

As businesses are being forced to rethink their networks to reduce exposure to geopolitical, trade, and climate disruption, demand for higher-quality, strategically located assets is increasing significantly.

According to Cushman & Wakefield’s (CWK) Waypoint 2026 report, an analysis of 135 global logistics markets suggests that the proportion experiencing tenant-favorable conditions is expected to fall from 52 percent in 2026 to 33 percent by 2029. This shift in balance is due to the declining vacancy rates and the continued constraint of supply.

“The next phase of the logistics cycle will be defined by preparedness. Businesses that embed resilience into their real estate strategies, through smarter use of technology, automation and energy‑secure assets, will be far better placed to navigate disruption and capture long‑term growth,” notes Sally Bruer, reporting author at CWK.

However, beyond just the global picture, there are significant differences between and within regions.

Specifically, the US is expected to see the most abrupt shift towards landlords, with these favorable markets anticipated to rise from 17 to 46 percent – the most pronounced shift across the globe.

REGIONAL DIFFERENCES IN LOGISTICS MARKETS

Meanwhile, APAC remains one of the most tenant-favorable locations globally, with approximately 47 percent of markets leaning towards occupiers at this point in time.

“Different markets across APAC are experiencing different stages of growth, fuelled by resilient occupier demand led by e-commerce and manufacturing. Supply constraints in markets such as Japan and Australia are driving competition; meanwhile, continued availability in China and India is creating opportunity,” details Dennis Yeo, Head of Investor Services and Logistics & Industrial, Asia Pacific, CWK.

On the other hand, EMEA is currently facing supply and energy-related constraint challenges, as tightening vacancy across Western and Northern Europe has reinforced the need for early decision-making to secure high-quality space.

In Central and Eastern Europe, markets are offering more varied conditions, although improving absorption is expected to gradually tighten availability.

Tim Crighton, Head of Logistics & Industrial, EMEA, CWK, highlights, “The shift in EMEA’s logistics landscape is less about speed and more about strategy. The right real estate is becoming harder to secure in key markets, and rising energy costs are making asset quality far more important. For occupiers, waiting is becoming a risk rather than a strategy, and success will be predicated on aligning real estate strategies with long-term operational performance, flexibility and sustainability.”

Ultimately, due to various global factors, including rising costs, more restricted supply, and structural uncertainty, landlord-favorable conditions are expected to become increasingly prevalent across global logistics markets over the next three years.

The post Cushman & Wakefield’s Report : Landlord-Favorable Conditions on the Rise appeared first on Supply Chain Outlook.

As consumer demand for speed and convenience continues to grow, Walmart is strengthening its delivery offering with the expansion of its 30-minute-or-less service across 33 markets in the United States.

The initiative provides customers with rapid access to more than 100,000 eligible products, ranging from fresh groceries and pantry staples to prescription medications, pet supplies, electronics, and household essentials.

Designed to simplify everyday shopping, the service offers an additional level of flexibility for customers seeking immediate access to the products they need.

MEETING EVOLVING CUSTOMER EXPECTATIONS

The expansion builds upon Walmart’s broader convenience strategy and complements its existing Express Delivery service. As shopping habits continue to evolve, the retailer is responding to increasing demand for frictionless, on-demand fulfilment solutions.

Powered by Walmart’s extensive store network and proximity to customers, the service leverages advanced algorithms that consider basket size, driver availability, and distance from the store to optimise delivery times.

The retailer’s existing performance demonstrates the scale of the opportunity. During the first quarter of the year alone, Walmart completed millions of deliveries in 30 minutes or less, reaching more than 19,000 ZIP codes nationwide.

The expansion also reflects changing customer behaviour. Walmart reports that when shoppers are presented with delivery options available in less than 30 minutes, purchasing patterns increasingly shift towards immediate needs and last-minute occasions.

THE RISE OF “NEED IT NOW” SHOPPING

According to Walmart, customers are increasingly turning to rapid delivery services for everyday necessities and urgent purchases across multiple categories.

In general merchandise, products such as batteries and party supplies are proving particularly popular among customers seeking immediate fulfilment.

Within consumables, dog food and cold and flu medication are among the most frequently ordered items, whilst grocery purchases often include forgotten essentials and last-minute meal ingredients such as coffee pods and canned goods.

This growing demand for instant convenience is helping shape Walmart’s ongoing investment in faster fulfilment capabilities.

Customers increasingly expect quick and convenient access to the products they need when time is of the essence. Walmart has been offering deliveries within 30 minutes for over a year, and more than a quarter of its Express Delivery orders now arrive within that accelerated timeframe.

FLEXIBLE DELIVERY OPTIONS AT SCALE

The 30-minute-or-less service is currently available in major markets including Austin, Dallas, Denver, Houston, Chicago, St. Louis, Atlanta, Tampa, and Oklahoma City, with additional expansion opportunities expected over time.

Customers in eligible locations will see a “Delivery in 30 minutes or less” option within their Walmart account when the service is available at their address.

Alongside the new offering, Walmart continues to provide a range of same-day fulfilment options tailored to different shopping occasions:

• 30-Minute-or-Less – Designed for immediate and fill-in shopping needs in select markets.
• Express – Delivery within one hour or less.
• On-Demand – Delivery available in as little as three hours.
• Scheduled – Delivery windows selected to suit individual schedules.

Available to Walmart+ members for a USD$10 fee, the 30-minute-or-less service extends across grocery, pharmacy, and general merchandise categories while maintaining Walmart’s commitment to everyday value.

As customer expectations continue to shift, Walmart remains focused on combining speed, assortment, and convenience at scale, helping to create a more seamless and flexible shopping experience for consumers nationwide.

The post Walmart Accelerates Convenience with 30-Minute Delivery appeared first on Supply Chain Outlook.

Acquisition Creates Large-Scale Procurement Intelligence Dataset

The deal combines Vendr’s software pricing data with Vertice’s existing procurement intelligence platform, creating what the company describes as the world’s largest procurement intelligence dataset.

According to Vertice, the combined dataset covers more than $75 billion in global indirect spend across 32,000 vendors and includes information from 250,000 negotiated contracts spanning software and services procurement.

The acquisition is intended to support Vertice’s development of autonomous procurement tools and provide procurement teams with deeper visibility into supplier pricing, contract terms and negotiation strategies.

Enhanced Data Access for Procurement Teams

The combined intelligence will be made available directly within the Vertice platform, allowing procurement and finance teams to access insights during vendor evaluations, renewal discussions and sourcing decisions.

Customers including ARM, Brex, Duolingo, Twilio and Santander will be able to use the expanded dataset to support purchasing decisions and negotiation planning.

Roy Tuvey, Founder and CEO of Vertice, said:

“Vertice and Vendr have shared a vision for AI in procurement: to build purpose-designed AI agents trained on real-world data and tailored to specific procurement use cases. By bringing these teams together, we can accelerate everything – from the breadth of agents we can build, to the commercial impact we deliver for customers. We are setting a new benchmark for what procurement teams should expect from AI procurement platforms.

“Our combined software pricing data and vendor intelligence has 2M+ price points and surpasses that of our nearest competitors by an order of magnitude. With deeper insight into vendor pricing, commercial terms, sales tactics and risk, our customers will consistently achieve stronger procurement outcomes.

“Training our AI – including ‘Ana’, our autonomous negotiation agent – on this same rich, procurement-specific dataset makes it even more powerful. Our agents work around the clock helping customers reduce manual effort while delivering best-in-class savings.”

AI Negotiation Tools Target Procurement Efficiency

A key focus of the acquisition is the continued development of Vertice’s AI-powered procurement agents, including Ana, the company’s autonomous negotiation agent.

The platform enables procurement teams to establish priorities, policies and commercial objectives before allowing the AI agent to engage directly with suppliers on their behalf. Negotiations can focus on areas including cost savings, payment terms and policy compliance.

Vertice said Ana has been trained using data from hundreds of thousands of real-world negotiations, providing procurement teams with additional capacity to manage supplier engagements while reducing manual workload.

Combined Platform Supports End-to-End Procurement Workflows

Following the acquisition, Vertice and Vendr will operate a portfolio of more than 60 procurement AI agents used by over 1,000 customers globally.

The agents support a range of procurement activities, including intelligent intake, pricing optimisation, workflow management and third-party risk assessment.

Vendr customers will also gain access to Vertice’s Intake-to-Procure platform, expanding the functionality available across sourcing and purchasing processes.

Procurement Intelligence Embedded at the Point of Decision

Ryan Neu, CEO of Vendr, said:

“Vendr was founded on a simple observation: buyers were making million-dollar purchasing decisions with only a fraction of the information available to the vendor across the table. We spent years closing that gap – building the data, tooling, and negotiation expertise to rebalance that dynamic.

“Joining Vertice means that intelligence is now significantly richer – by far the most comprehensive available – and embedded directly within the platform where procurement decisions are made. I’m proud of what we built independently, and even more excited about what our two organizations can build together.”

Focus on Procurement Orchestration and Supplier Value

The acquisition comes as Vertice continues to expand its position in procurement technology.

Commenting on the company’s broader strategy, Roy Tuvey, Founder and CEO of Vertice, said:

“Vertice has become the clear choice for enterprises seeking to move beyond fragmented, reactive procurement toward a model where every purchasing decision is intelligently orchestrated, executed quickly, and grounded in robust market intelligence.”

The post Vertice Acquires Vendr to Expand Procurement Intelligence and AI Negotiation Capabilities appeared first on Supply Chain Outlook.