GEP Index Signals Renewed Supply Chain Strain Across Global Manufacturing Networks

According to the latest GEP Global Supply Chain Volatility Index, produced by GEP and S&P Global, the index rose to 1.64 in April from 0.57 in March, marking its highest reading since October 2022.

The index, based on monthly survey data from around 27,000 businesses across more than 40 countries, showed manufacturers increasing purchasing activity and building inventory buffers to secure supply ahead of further price rises and supply disruption.

April 2026 Regional Key Findings

• ASIA: Index soars to 3.79, from 1.16, its highest in more than four years. Surging transportation costs were a key factor behind the index’s increase, with the region more reliant on Middle East oil than other parts of the globe.
• NORTH AMERICA: Index jumps to 1.52, from 0.42, a 44-month record. Manufacturers in the U.S. and Canada purchased more materials to build inventories, leading to a sharp squeeze on supply chain capacity in the continent.
• EUROPE: Index rises to 1.64, from 0.64, a three-and-a-half-year high, as European manufacturers safety stockpiled more than any other part of the globe.
• U.K.: Index rises to 0.96, from 0.16, its highest reading since December 2022. 

April 2026 Key Findings

• DEMAND: Global demand for production inputs such as raw materials, commodities and intermediate goods rose in April, with purchasing its strongest in more than four years. The expansion reflected front-loaded buying activity in anticipation of price inflation and supply disruption, rather than growth due to improving underlying manufacturing conditions. 
• INVENTORIES: To mitigate further price rises and supply disruption, global manufacturers built buffers into their inventories more aggressively. Reports of safety stockpiling surged higher in April and were their most widespread since January 2023 as oil prices remained volatile and uncertainty regarding the war in the Middle East continued.
• MATERIAL SHORTAGES: The items in short supply indicator rose again in April to its highest in nearly three-and-a-half years, signaling that shortages of critical materials and inputs were the highest since late 2022, towards the end of the post-pandemic supply squeeze.
• LABOR SHORTAGES: Labor shortages remained contained in April, although they were marginally above the long-run average at the global level. By region, reports of manufacturing backlogs rising due to staff shortages were their greatest in Europe. 
• TRANSPORTATION: The global transportation costs tracker soared to a record high in April (data were first collected in 2005), reflecting surging fuel prices, as well as rising maritime shipping and freight rates.

Manufacturers Increase Inventory Buffers as Shortages Intensify

The report found that global manufacturers ramped up safety stockpiling of goods and raw materials at the fastest rate in three years.

European manufacturers reported the most aggressive inventory building activity, while purchasing activity globally reached its strongest level in more than four years.

At the same time, reports of item shortages rose to their highest level since November 2022, signalling renewed pressure on suppliers and logistics networks.

According to the report, the increase in purchasing activity reflected front-loaded buying in anticipation of further disruption and inflation, rather than underlying improvements in manufacturing demand.

Transportation Costs Reach Record High

Global transportation costs climbed to a record high in April, according to the index data, driven by maritime disruption, rising freight rates and higher fuel prices linked to geopolitical tensions in the Middle East.

Asia recorded the sharpest deterioration in supply chain conditions, with the regional index surging to 3.79 from 1.16, its highest level in more than four years.

North America’s index rose to 1.52 from 0.42, while Europe’s increased to 1.64 from 0.64, both reaching multi-year highs as manufacturers increased inventory purchases and safety stock levels.

The UK index also climbed sharply to 0.96 from 0.16, its highest reading since December 2022.

GEP Warns Supply Chain Normalisation Could Take Up to 12 Months

“Even if tensions in the Middle East ease quickly, global supply chains are unlikely to normalize for another six to 12 months,” said John Piatek, vice president, consulting, GEP. 

“What stands out in April’s data is how broadly the disruption is spreading. Shortages worsened across every major region, signaling this is no longer an isolated transport shock. Companies worldwide are now scrambling to secure supply and protect themselves against further inflation and disruption.”

The report also noted that labour shortages remained relatively contained globally in April, although European manufacturers reported the greatest increase in backlogs linked to staffing constraints.

What is the GEP Global Supply Chain Volatility Index?

The GEP Global Supply Chain Volatility Index is produced by GEP and S&P Global using data derived from S&P Global PMI surveys covering around 27,000 companies in more than 40 countries.

The index measures global supply chain stress using six sub-indices based on purchasing activity, inventory trends, shortages, transportation costs and labour constraints.

A reading above zero indicates supply chain capacity is being stretched and volatility is increasing, while a reading below zero signals underutilised capacity and easing supply chain pressures.

Regional indices are also published for Asia, Europe, North America and the UK.

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MAINTAINING RESILIENT TRADE FLOWS

As global supply chains continue to face mounting disruption, integrated multimodal transport networks are emerging as a critical solution for maintaining resilient trade flows. DP World is responding to these pressures by strengthening the connection between ports, marine services, rail, and road networks across its global operations.

According to the company’s latest whitepaper, A $60.7 Billion Opportunity: Multimodal Transport and the Future of Global Trade, businesses are increasingly prioritising agility, visibility, and operational resilience as geopolitical tensions, port congestion, and climate-related challenges reshape international commerce.

SHIFTING TOWARDS MULTIMODAL NETWORKS

Industry forecasts project the global multimodal transport market will grow to nearly $160 billion by 2032, creating a $60.7 billion opportunity as supply chains move away from traditional linear logistics models towards more connected regional networks.

This transition is accelerating demand for integrated transport systems capable of moving goods seamlessly across sea, rail, and road infrastructure while maintaining reliability from origin to destination.

For DP World, this transformation is already underway. Through its Marine Services business, the company connects more than 200 ports globally and supports over 23,500 sailings annually. Its Shipping Solutions division also handles approximately six million TEU, helping facilitate coastal and feeder shipping services that underpin international trade flows.

These maritime capabilities are increasingly integrated with inland logistics operations, allowing cargo to move more efficiently across key trade corridors through coordinated rail and road connectivity.

BUILDING RESILIENT TRADE CORRIDORS

As supply chains become increasingly shaped by regionalisation, resilience, and speed to market, corridor-based logistics models are gaining strategic importance.

DP World is expanding coastal and feeder connectivity beyond major shipping hubs while simultaneously improving inland access through greater rail and road integration. The company is also increasing coordination across the end-to-end cargo journey to create more unified supply chain solutions for customers operating in complex global markets.

By combining marine services with inland logistics infrastructure, DP World aims to provide customers with more flexible cargo flows capable of adapting to ongoing market disruption.

Ganesh Raj, Global COO, Marine Services, DP World, highlighted the growing importance of integrated logistics ecosystems.

REDEFINING GLOBAL TRADE

The company believes multimodal logistics networks will play a defining role in the future of global trade as businesses continue to seek supply chain models that prioritise resilience alongside efficiency.

Through greater integration across transport modes, DP World is positioning itself to support increasingly corridor-driven trade flows while helping customers navigate a rapidly evolving logistics landscape.

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ENABLING GREATER VISIBILITY

As geopolitical instability, climate disruption, and ongoing pressures on global trade networks continue to reshape supply chains, organisations are being forced to rethink how they source materials, manage supplier relationships, and respond to disruption.

Recent events, including shortages affecting global food and manufacturing markets, have exposed vulnerabilities arising from concentrated supplier networks and limited visibility across increasingly complex operations.

At the same time, many organisations are struggling to turn growing volumes of supply chain data into meaningful action. Fragmented systems, inconsistent information, and slow manual processes often leave procurement teams reacting to disruptions rather than anticipating them.

As supply chains become more dynamic, businesses are increasingly looking to technologies such as artificial intelligence (AI), predictive analytics, and real-time data platforms to improve resilience and accelerate decision-making.

Ivalua is helping organisations address these challenges through its unified source-to-pay platform, enabling businesses to gain greater visibility into supplier networks, assess risk more effectively, and identify alternative sourcing options faster.

Ian Thompson, VP Northern Europe at Ivalua, discusses the importance of contingency planning, the role of AI in modern procurement, and why organisations that embrace intelligent, data-driven supply chain strategies will be better positioned to navigate future disruption.

Recent disruption, including the pistachio shortage, has highlighted the risks of relying on concentrated supply sources. From Ivalua’s perspective, how exposed are organisations today to single-source suppliers, and what are the biggest challenges in diversifying supply networks?

Ian Thompson, VP Northern Europe, Ivalua (IT): In a world filled with unexpected geopolitical shocks, it’s simply not viable to rely on one or two suppliers for sourcing critical components. Whether it’s international conflicts, shortages, or extreme weather, the global supplier landscape is constantly under strain. Organisations can’t afford to pick and choose which risks they plan for.

Instead, they need to create a robust contingency plan, build a diverse network of suppliers with different profiles across multiple regions, and increase supply chain visibility. Only then can they reduce risk exposure and allow for quick pivots in the event of disruption.

But currently, according to Ivalua research, 62 percent of organisations say their supply chains can’t deal with the shifting geopolitical sands. They have more data at their disposal than ever before, but it’s fragmented, inconsistent, and hard to act on.

Poor data quality means there is limited visibility into suppliers and rigid systems that prevent organisations from identifying alternatives and onboarding them at pace.

Ivalua data shows that 23 percent of organisations have replaced suppliers in the Middle East over the past 12 months. What is driving this shift, and how should businesses approach identifying alternative suppliers effectively?

IT: Increasing conflict in the Middle East and disrupted shipping routes through the Strait of Hormuz are making it incredibly difficult to source direct materials that pass through the region. In response, some organisations have shifted out their suppliers for now.

But to maintain supply continuity, quality control, and reasonable costs when pivoting across regions, organisations must have the tools to make informed decisions, or they could face rising costs or supply gaps.

This means being able to strategically source suppliers based on cost, risk, and their capacity to contribute to the organisation’s wider objectives, such as quality controls or sustainability goals. Only then can organisations maintain continuity without exposing themselves to added risk.

Contingency planning is often discussed but not always implemented. How does Ivalua define a robust, practical contingency plan in today’s volatile supply chain environment?

IT: Traditionally, teams relied on manual processes and Excel spreadsheets to manage their sourcing and would base their contingency plans on this information.

Alternatively, they used risk solutions that tended to focus on specific types of disruptions to provide event notifications. But these methods are too slow and limited in today’s broad environment of geopolitical tensions, tariff wars, and climate-driven disruption.

Ivalua focuses on uniting supply chain data and using AI to pinpoint realistic alternative sourcing options in an instant or anticipate disruptions before they happen. Predictive analytics and scenario modelling help procurement teams anticipate potential supply shocks, evaluate alternatives, and act with speed.

Visibility is frequently cited as a critical factor in building resilience. How does Ivalua enable end-to-end supply chain visibility, and how can this help organisations anticipate and respond to disruptions more effectively?

IT: Ivalua has built a truly unified source-to-pay platform, gathering data from the organisation, third parties, suppliers, and stakeholders to create a single source of truth for spend and risk management.

With this complete visibility, organisations can govern all spend and supplier information from one place, setting up intelligent workflows that will improve decision-making and reduce risk.

Looking ahead, as AI becomes a critical component of supply chain resilience, this architecture ensures AI can connect data, follow organisational rules, and provide procurement teams with insights and recommendations to respond to disruptions effectively.

How are new technologies such as AI transforming supply chain management, particularly when it comes to predicting risk and enabling faster decision-making? Looking ahead, why will businesses that embrace these tools be better positioned?

IT: Many organisations are already using basic AI copilots to assist with drafting queries and routine supplier communications.

In practice, generative AI (Gen AI) and Agentic AI enable procurement teams to perform instant risk assessments and develop mitigation plans during supply chain disruptions, significantly reducing response time. This will also free up teams to focus on higher-value activities such as risk analysis, relationship-building and developing strategies that enhance supply chain resilience and agility.

The next phase of development will see AI agents working proactively and more autonomously within the procurement process, with the organisations that can achieve this first gaining a serious competitive advantage. For example, agents can help procurement professionals to instantly analyse spend patterns for existing suppliers or model how supplier failures could affect production or revenue.

However, AI’s reliability depends on the quality and consistency of the data on which it’s grounded. Armed with the right context and clear recommendations, procurement teams can make more effective decisions in times of crisis.

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Coupa Expands Procurement AI Capabilities with Rossum Acquisition

The acquisition builds on an existing partnership between the two companies focused on automating complex invoicing processes for accounts payable teams. Coupa said the deal will now extend Rossum’s intelligent document processing capabilities across its broader autonomous spend management platform using agentic AI.

The move comes as procurement and supply chain organisations increase investment in AI-enabled automation to improve efficiency, reduce manual processing and strengthen spend visibility across increasingly complex supply networks.

Coupa Sees Long-Term Opportunity for AI Across Source-to-Pay

Coupa said the acquisition reflects a broader strategy to build more autonomous procurement and spend management capabilities using AI-driven decision-making and transactional intelligence.

“The combined value of Coupa and Rossum has been proven in AP and invoicing, and we see massive future value in applying Rossum’s T-LLM and AI-first technology across the Coupa platform,” said Leagh Turner, CEO of Coupa.

“We’ve been able to deliver over $300 billion in customer savings over the past 20 years. With Rossum, we believe we can help them save the next $300 billion in five with a system of decision and intelligence that is unrivalled.”

AI-Powered Transactional Intelligence Targets Procurement Efficiency

Rossum’s platform uses a proprietary transactional large language model (T-LLM) trained on tens of millions of transactional documents to automate document processing workflows beyond traditional OCR-based systems.

The technology continuously learns from customer-specific document environments, helping improve processing speed and accuracy over time.

The integration is intended to allow procurement and finance teams to gain faster invoice processing, improved data control and reduced operational costs across both direct and indirect spend categories.

Automation Expands Beyond Traditional OCR

Rossum said the acquisition represents the next stage of a long-term collaboration centred on AI-enabled transactional automation.

The company specialises in automating supply chain paperwork and transactional document workflows across goods and services supply chains using an AI-first, cloud-native platform.

“By combining our proprietary T-LLM transactional intelligence with Coupa’s massive $10T data set, we are well positioned to create immediate customer value and fundamentally change how the world buys and sells,” said Tomáš Gogár, CEO and Co-Founder of Rossum.

The companies said the combined platform is designed to support broader automation initiatives spanning procurement, invoicing, supplier collaboration and transaction processing.

The news was announced at Coupa’s flagship annual conference, Inspire. 

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TRANSFORMING MID-MARKET SUPPLY CHAIN PERFORMANCE

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

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

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

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

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

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

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

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

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

PLANNING, EXECUTION, AND ANALYTICS

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

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

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

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

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

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

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

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

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

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

INTEGRATION-FIRST APPROACH

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

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

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

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

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

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

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

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

MERGING MODERNITY AND TRADITION

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

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

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

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

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

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

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

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

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

BACKBONE OF SUPPLY CHAIN MOBILITY

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

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

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

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

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

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

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

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

SUSTAINABILITY OVERSIGHT

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

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

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

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

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

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

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

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

FOUNDATIONS FOR GROWTH

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

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

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

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

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

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

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

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

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

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REAL ESTATE SOLUTIONS OF THE FUTURE

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

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

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

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

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

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

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

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

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

UNMATCHED CAPABILITIES

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

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

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

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

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

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

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

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

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

SHAPING OUTCOMES

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

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

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

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

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

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

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

SUSTAINABILITY AT THE CORE

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

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

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

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

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

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

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

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

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

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

FUTURE SOLUTIONS

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

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

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

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

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

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

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DP World Expands Supply Chain Services Beyond Logistics Operations

The offering addresses growing challenges in the war risk insurance market, where coverage has become increasingly fragmented, expensive, and in some cases unavailable for cargo moving through higher-risk regions.

Unlike traditional cargo insurance policies that typically cover only a single transport leg, DP World’s solution provides continuous coverage across ocean freight, air cargo, port storage, and inland transportation under a single policy.

“This is about solving a real, immediate problem for global trade,” said Yuvraj Narayan, Group CEO, DP World.

“Supply chains don’t stop at the port or the shoreline, and neither should insurance. For the first time, cargo owners can access a single policy that protects goods across the entire journey, even in high-risk environments, helping keep trade moving when it matters most.”

Continuous Cargo Protection Targets Middle East Trade Routes

The insurance programme is available to companies trading in or through the Middle East and is designed to support supply chain operations across key regional corridors, including the Arabian Gulf, the Red Sea, and surrounding inland routes.

Coverage includes physical loss or damage linked to war-related risks, including conflict, civil unrest, seizure, and derelict weapons. DP World said all valid claims under the programme are settled with zero deductible.

The solution also addresses one of the largest operational gaps facing cargo owners in volatile regions: the transition points between ocean freight, terminal storage, and inland distribution.

How it Works: Example Shipment from Asia to the Middle East

Cargo travels by sea into Jebel Ali, where it is stored at port for several days before clearance, then transported by truck to its final inland destination.

With traditional insurance: Coverage typically applies only during ocean transit, leaving gaps during port storage and inland transport.

With DP World’s solution: A single policy provides continuous protection across the entire journey, from entry into the war risk zone through to final delivery.

Why this matters: 

• Traditional cargo insurance typically excludes war risk or requires separate cover
• Coverage often ends at discharge, leaving gaps during port handling and inland transport
• Carriers do not cover war-related losses, as these fall outside their liability

DP World’s solution closes these gaps with continuous, end-to-end protection.

Integrated Insurance Model Supports Supply Chain Flexibility

The programme was developed to provide greater flexibility as companies continue adjusting routes and transportation strategies in response to regional instability and supply chain disruption.

The offering includes:

• End-to-end protection from ocean or air transit through inland delivery
• Standalone ocean, air, or land transit policies
• Automatic port storage cover for up to 14 days
• Coverage limits of up to $400 million per shipment and $1 million per inland movement

The post DP World Launches End-to-End War Risk Insurance to Strengthen Middle East Supply Chain appeared first on Supply Chain Outlook.

A SHIFT TOWARD SCALABLE INNOVATION  

PepsiCo is evolving its approach to corporate innovation in Asia Pacific (APAC) with the launch of the 2026 edition of its Greenhouse Program APAC: The IMPACT Edition.  

Moving beyond pilot-led experimentation, the initiative is designed to fast-track proven start-up solutions into PepsiCo’s supply chain through a more structured and commercially focused integration model. 

Now in its fourth year across APAC, the program has already facilitated more than 22 pilots involving over 30 start-ups, helping PepsiCo test emerging technologies and sustainability-driven innovations within its operations. The latest edition represents a strategic shift toward scaling solutions that have already demonstrated measurable potential within PepsiCo’s ecosystem. 

This year’s seven-month program brings together five alumni start-ups selected for their readiness to move toward operational deployment and commercial agreements. The chosen businesses align closely with PepsiCo Positive (pep+), the company’s end-to-end transformation agenda focused on sustainability, agriculture, climate, and circularity. 

FROM PILOTS TO IMPLEMENTATION  

The IMPACT Edition introduces PepsiCo’s new IMPACT Framework, which brings together teams from sustainability, procurement, supply chain, R&D, and operations much earlier in the process. Rather than evaluating projects sequentially, PepsiCo aims to align technical feasibility, commercial pathways, and operational priorities from the outset to reduce barriers to scale and accelerate implementation. 

“In Asia Pacific, the next wave of competitive advantage will come from how quickly we can turn practical innovation into scaled commercial outcomes,” says Anne Tse, CEO, Asia Pacific, PepsiCo. 

“Our priority is to focus on solutions that strengthen resilience in our value chain, accelerate execution in the market, and advance pep+ in ways that are measurable for both our business and our partners. This edition reflects a deliberate shift from exploring ideas broadly to backing the solutions most capable of creating strategic advantage across the region.”  

The company’s latest approach reflects a wider trend among multinational organizations seeking commercially viable sustainability solutions that can be integrated more rapidly into existing operations.  

By streamlining collaboration between internal stakeholders and startup partners, PepsiCo is aiming to shorten the path from innovation to measurable business impact. 

START-UPS DRIVING SUSTAINABILITY  

The five start-ups selected for the 2026 cohort represent a broad range of sustainability-focused technologies. Australia-based Adiona provides an artificial intelligence (AI)-powered logistics optimization platform designed to improve route planning and fleet efficiency.  

Early deployments have achieved a 19 percent reduction in fleet distance traveled, supporting potential reductions in Scope 3 emissions across bottler networks. 

Indonesia’s Bali Waste Cycle is focused on decentralized waste processing and the recovery of low-value plastics, while China’s Beijing AIForce Tech develops electric agricultural machinery to automate farming processes and reduce emissions. 

Thailand-based Takachar converts crop residues into biochar to support soil health and carbon sequestration, and Australia’s X-Centric delivers digital soil analytics technology aimed at improving soil measurement and optimizing agricultural inputs. 

BUILDING A STRONGER ECOSYSTEM  

The broader ecosystem supporting the program has also expanded, with partners spanning venture capital, agriculture, and innovation. These include Artesian, AgFunder Asia, SAIL at Nanyang Technological University Singapore, AgriFutures growAG, Circulate Capital, GC Ventures, and CM Venture Capital. Together, they provide project support, market access opportunities, and potential investment pathways as solutions mature. 

The program will conclude with a showcase event in Singapore this October, where participating start-ups will present progress against commercial and operational milestones to PepsiCo leaders, partners, and potential investors. 

The post PepsiCo’s APAC Greenhouse Program 2026 Fast-Tracks Start-Ups in the Supply Chain appeared first on Supply Chain Outlook.

ENHANCED COLLABORATION

Pepco and DHL Supply Chain are expanding their European partnership to strengthen distribution reliability, improve operational resilience, and support the retailer’s rapidly growing store network across multiple markets.

Pepco has expanded its long-standing partnership with DHL Supply Chain in a strategic move designed to strengthen distribution reliability and improve retail store supply across Europe.

The enhanced collaboration will see DHL Supply Chain manage five of Pepco’s key distribution hubs across Central and Eastern Europe, reinforcing the retailer’s ability to scale efficiently while maintaining consistent product availability across its growing store network.

Building on existing operations in Poland and Spain, the expanded agreement represents a major milestone in the companies’ relationship and reflects the increasing importance of resilient, interconnected supply chains in modern retail.

STRENGTHENING A EUROPEAN NETWORK

Under the broadened partnership, DHL Supply Chain now oversees operational management at strategic Pepco distribution centres in Sosnowiec and Rawa Mazowiecka in Poland, Gyal in Hungary, and Bucharest in Romania, alongside existing operations in Spain.

The latest expansion includes DHL Supply Chain’s takeover of Pepco’s Bucharest distribution centre, marking the logistics provider’s official entry into Romania’s contract logistics market.

The move is significant for DHL Group, as Romania continues to emerge as a strategic growth market with increasing demand for integrated, end-to-end supply chain services.

While DHL has maintained a long-standing presence in Romania through its Express and Global Forwarding divisions, the Bucharest operation enables the company to offer a broader suite of logistics solutions within the country.

For Pepco, the strengthened partnership supports a more standardised operating model across Europe, enabling greater flexibility, improved warehouse performance, and enhanced scalability as its retail footprint continues to expand.

DELIVERING RESILIENCE AT SCALE

At the Bucharest facility, DHL Supply Chain is responsible for end-to-end logistics services, including warehousing, inbound and outbound picking, loading, and value-added services supporting store distribution across Romania, Bulgaria, and Greece.

Three of the five managed sites are highly automated, helping improve throughput, increase picking accuracy, and create more predictable processing times as operational volumes grow.

The multi-site operational structure also strengthens business continuity by ensuring service levels can be maintained during disruptions, enabling reliable product availability for Pepco stores across Europe.

Together, the five distribution centres now encompass 290,000 square metres of warehouse operations and support more than 4,020 Pepco stores across the continent.

As part of the partnership expansion, more than 1,500 employees from newly integrated sites will join DHL Supply Chain, ensuring operational continuity and workforce stability throughout the transition.

SUPPORTING LONG-TERM GROWTH

Pepco and DHL Supply Chain first partnered in 2019 at the Sosnowiec facility in Poland, then extended the collaboration to Spain in 2024.

The partnership then expanded rapidly through successful operational transitions at Rawa Mazowiecka in September 2025, Gyal in January 2026, and Bucharest in April 2026.

According to both organisations, each transition was completed while maintaining full operational continuity, highlighting the maturity and stability of the relationship.

For Pepco, the collaboration is part of a broader strategy to accelerate growth while maintaining operational efficiency and service reliability across European markets.

Javier Rubio, Global Sourcing and Supply Chain Director at Pepco, says the expanded agreement strengthens the retailer’s ability to scale operations, improve productivity, and protect store service levels through a more consistent operating model.

Stephan Borchert, CEO of Pepco Group, adds that the integrated partnership will support the company’s long-term strategic growth ambitions.

BUILDING FUTURE-READY LOGISTICS

For DHL Supply Chain, the expanded agreement reinforces its position as a leading retail logistics provider across Europe and deepens its operational footprint within Central and Eastern European markets.

Rainer Haag, CEO Europe at DHL Supply Chain, describes Pepco’s supply chain as a resilient, interconnected European network capable of responding quickly to changing consumer demand and operational disruptions.

He also highlights Romania’s growing importance as a central node within global supply chains, positioning the country as a strategic access point for businesses seeking multi-market logistics solutions.

Meanwhile, Filip Budík, CEO Central and Eastern Europe at DHL Supply Chain, says the expansion reflects the trust established between both organisations

Together, Pepco and DHL Supply Chain are building a stronger logistics foundation designed to support future retail growth, improve operational resilience, and ensure consistent service delivery across Europe’s rapidly evolving retail landscape.

The post Pepco and DHL Scale Supply Strength appeared first on Supply Chain Outlook.

Held at One America Square, this one-day conference is designed for organisations looking to improve performance, embed sustainable change, and navigate the growing impact of AI, automation, digitalisation, and people-led transformation.

The Operational Excellence & Business Improvement Conference has positioned itself as a senior-level forum for organisations focused on performance improvement, operational resilience, and sustainable transformation.

Event: Operational Excellence & Business Improvement Conference 2026
Date: 9th September 2026
Venue: One America Square, London

Operational Excellence & Business Improvement Conference

Across the agenda, attendees will hear from more than 33 operational excellence practitioners, directors, and transformation leaders sharing lessons from large-scale operational change programmes, AI implementation projects, continuous improvement initiatives, and organisational culture shifts.

Topics across the conference include:

• Practical AI adoption for operational excellence
• Results-focused leadership and accountability
• Change and transformation without disruption
• Continuous improvement and sustaining momentum
• Operational excellence frameworks and methodologies
• Justifying investment and proving ROI
• Digitalisation, automation, and analytics in action
• Culture, engagement, and wellbeing
• The future of operational excellence
• AI, Data & Operational Performance

One of the major themes for 2026 is the role of practical AI and automation within operational excellence strategies.

Sessions throughout the day will explore where AI is genuinely improving operational performance, helping organisations increase efficiency, improve decision-making, and scale operations without losing sight of the human side of transformation.

The conference also focuses heavily on separating meaningful operational technology from hype, giving delegates grounded examples of digital transformation and operational improvement already being implemented across sectors.

The Human Side Of Operational Excellence

Alongside technology and frameworks, the conference places strong emphasis on culture, leadership, and employee engagement.

A dedicated focus on the human aspect of operational excellence examines how organisations maintain trust, momentum, wellbeing, and engagement while introducing large-scale operational change.

Discussions will also explore how leadership behaviours, communication, and organisational culture directly influence the long-term success of operational excellence initiatives.

Cross-Sector Learning & Networking

The event attracts operational excellence and transformation leaders from a wide range of industries, giving attendees exposure to transferable lessons and operational strategies from multiple sectors.

Delegates can expect:

• Senior-level panel discussions
• Practitioner-led case studies
• Interactive unconference sessions
• Peer networking opportunities
• One-to-one meetings with solution providers and partners

The programme has been curated in collaboration with operational excellence leaders from organisations including Amazon, Mondelez, Tesco, and Virgin Media.

Why Attend?

Attendees will leave with practical operational improvement strategies, fresh perspectives on AI and digital transformation, and clearer approaches to sustaining operational excellence across complex organisations.

The event is particularly relevant for leaders responsible for:

• Operational excellence
• Business improvement
• Continuous improvement
• Transformation and change
• Process optimisation
• Digital operations
• Organisational performance
• Operational strategy

Contact Details

• opexcultureconference.com
• +44 (0)20 3479 2299
• info@opexcultureconference.com

The post Operational Excellence & Business Improvement Conference | 9th Sept 2026 | London appeared first on Supply Chain Outlook.

NEW ROUTES AND OPERATIONS 

Aurora Innovation, Inc. (Aurora) has announced a strategic agreement with McLane Company, Inc. (McLane) to begin driverless hauls in Texas, the US, alongside an expanded collaboration with Volvo Autonomous Solutions (VAS) that launches a new autonomous freight route between Dallas and Oklahoma City.

Through its partnership with Aurora, McLane – a Berkshire Hathaway subsidiary – will begin driverless operations using the Aurora Driver, an SAE L4 self-driving system initially deployed in long-haul trucking.  

The collaboration is designed to support the movement of supplies and perishable food products for chain restaurants, convenience stores, and mass merchants across Texas.  

In 2023, the two companies launched a supervised autonomy pilot program that can be integrated directly into cars.  

Since then, the Aurora Driver has logged more than 280,000 autonomous miles in Texas and completed 1,400 loads for McLane. Based on what Aurora described as 100 percent on-time performance, McLane approved the transition to driverless operations between Dallas and Houston.  

“The business of moving food is essential to our economy and our way of life. With a 134-year legacy, McLane is deeply woven into the American distribution industry,” comments Ossa Fisher, President at Aurora.  

“We’re excited to enter the next chapter with McLane and transform the American food supply chain with autonomous trucks. Our collective momentum in logistics is palpable.” 

Aurora also plans to expand the partnership to additional routes between McLane distribution centers across the US. 

ENTERING NEW FREIGHT MARKETS  

At the same time, Aurora and VAS have expanded their autonomous freight network with a new 200-mile route between Dallas and Oklahoma City. The route marks the start of freight deliveries to customer facilities in Oklahoma City using the Volvo VNL Autonomous, integrated with the Aurora Driver.  

The Oklahoma City program currently supports trips five days a week in supervised autonomy. According to the companies, operating directly to customer facilities reduces the need for drayage moves and additional handoffs while simplifying logistics operations.  

“Expanding our operations into Oklahoma City and adding customer endpoints is an important step for scaling autonomous transport,” highlights Sasko Cuklev, Head of On-Road Solutions at VAS.  

“Running end-to-end requires a higher level of operational precision and integration, and it further demonstrates how autonomous trucks can operate reliably in real logistics environments. Together with Aurora, we are focused on expanding our network and accelerating the adoption of this new and exciting technology.” 

Moreover, Fisher points out that leveraging Aurora’s technology to open new routes efficiently is a key part of the company’s strategy.  

“Aurora and Volvo are firing on all cylinders, and our ability to execute together at scale is clear. As Volvo’s most advanced autonomy partner, we are proud to be the first to deploy the Volvo VNL Autonomous across multiple states.” 

Aurora has highlighted how the Dallas-to-Oklahoma City interstate route was mapped, and autonomous hauls began within weeks. The launch also highlights the continued deployment of the Volvo VNL Autonomous platform integrated with the Aurora Driver across multiple states 

The post Aurora Innovation, Inc. Builds Capacity of its Autonomous Fleet through Key Partnerships appeared first on Supply Chain Outlook.

Key Developments

• JAGGAER launches JAI, an AI assistant embedded within its procurement platform
• Early customer deployments indicate an expected 50% reduction in support tickets
• Assistant supports procurement workflows in 28 languages
• JAI provides policy-based responses using company-specific procurement data
• Platform also surfaces sourcing, supplier and spend-management insights

AI Moves Deeper into Procurement Operations

JAGGAER has officially launched JAI, a new AI-powered procurement assistant aimed at helping organisations simplify purchasing processes, reduce operational friction, and improve visibility across sourcing and supplier management activities.

The assistant is designed to support procurement teams facing increasing pressure to manage enterprise spend efficiently while navigating growing operational complexity, compliance requirements, and resource constraints.

According to JAGGAER, customers already using JAI during early deployment phases have reported significant efficiency gains, including an expected 50% reduction in procurement support tickets during the first year of use.

The company also said adoption in some organisations increased rapidly as employees integrated the assistant into daily procurement workflows.

Reducing Friction in Everyday Procurement Tasks

JAI enables employees to ask procurement-related questions in natural language, eliminating the need to navigate multiple systems or submit support requests for routine purchasing guidance.

The platform can answer questions such as approval requirements, preferred supplier policies, contract guidance, or purchasing procedures using company-specific procurement data and internal documentation.

Unlike public AI tools trained on internet-scale datasets, JAGGAER said JAI is grounded exclusively in each organization’s own policies, contracts, sourcing rules, and supplier information.

The assistant also operates within existing enterprise security and access-control frameworks, ensuring employees only access information aligned with their permissions.

From Procurement Support to Spend Intelligence

In addition to handling employee inquiries, JAI is designed to analyse procurement and spend data to help sourcing and supply chain teams identify operational risks and improvement opportunities.

According to JAGGAER, the assistant can surface insights including off-contract spending patterns, supplier risk exposure, and potential areas for cost reduction that would traditionally require manual analysis.

The company said these capabilities are intended to help procurement organizations improve responsiveness while reducing administrative workloads across source-to-pay operations.

“Procurement has always been about making smart decisions with limited time and information,” said Andrew Roszko, CEO, JAGGAER.

“JAI changes that equation entirely. It is embedded into the core platform and actually earns trust – it knows your business, respects your rules, and gives you answers you can act on. This is just the beginning.”

Financial Services Early Adopter Highlights Compliance Benefits

A large financial institution participating in JAI’s early access program said the assistant helped streamline access to sourcing and compliance guidance spread across multiple internal systems and documentation repositories.

According to the organization, procurement teams frequently needed to reference multiple risk standards, sourcing guides, and policy frameworks located across different systems, creating inefficiencies and slowing workflows.

The institution said JAI created a “unified view” of those standards, enabling users to rapidly access sourcing and compliance guidance directly within the procurement platform.

The organisation also cited expected improvements in audit preparation and support-ticket resolution times.

The post “This is just the beginning”:  JAGGAER CEO Andrew Roszko on Launch of Ai Assistant JAI   appeared first on Supply Chain Outlook.

Key Developments

• AI-powered solution integrates FedEx logistics data into ServiceNow procurement workflows
• Focus on Source-to-Pay transformation, including supplier onboarding and performance management
• Real-time insights from FedEx Dataworks embedded directly into enterprise systems
• Designed to improve visibility, automate exception handling and reduce disruption risk

From Visibility to Predictive Supply Chain Execution

FedEx and ServiceNow have expanded their collaboration to deliver an AI-powered supply chain solution that integrates logistics intelligence directly into enterprise workflows.

The initiative embeds data from FedEx Dataworks into ServiceNow’s Source-to-Pay (S2P) platform, enabling procurement and supply chain teams to act on real-time signals—such as shipment delays—without switching between systems.

“As the pace of change accelerates, supply chain transformation is the only way forward,” said Bill McDermott, chairman and CEO of ServiceNow. 

“That’s why I’m proud to partner with FedEx, home to the world’s richest datasets on the movement of goods, people, and commerce — combining ServiceNow’s agentic workflows with FedEx intelligence to power resilient value chains that never stop running.”

Embedding Logistics Intelligence into Procurement Workflows

The joint solution targets one of the most persistent challenges in enterprise supply chains: fragmented visibility across sourcing, logistics and supplier management.

By integrating logistics data directly into procurement workflows, the platform enables automated responses to disruptions. For example, shipment delays detected within the FedEx network can trigger workflow actions—such as supplier notifications or sourcing adjustments—within ServiceNow.

“The physical scale and reach of the FedEx global network generates more than 2 petabytes of data daily,” said Raj Subramaniam, president and chief executive officer of FedEx Corporation.

“The expanded collaboration with ServiceNow and FedEx Dataworks combines and leverages the power of this network DNA with ServiceNow’s AI-driven capabilities. By bringing our strengths together, we are improving customer workflows and making supply chains smarter for everyone.”

Core Capabilities for Source-to-Pay Transformation

The solution introduces several AI-driven capabilities aimed at improving supplier lifecycle management and procurement decision-making.

Supplier insights are enhanced through access to FedEx network data, enabling procurement teams to better assess supplier reliability and risk. Supplier visibility is strengthened through automated onboarding assessments, with intelligence surfaced directly within workflows. Post-onboarding, performance is tracked using success indicators that combine internal data with anonymised industry benchmarks.

These capabilities allow procurement teams to move from static supplier evaluations to dynamic, data-driven management.

Reducing Complexity in Enterprise Supply Chains

As supply chains become more complex and fragmented, enterprises are under pressure to manage more spend, mitigate disruption risks and deliver measurable ROI from AI investments.

This collaboration reflects a continuing shift toward embedding intelligence directly into operational systems, rather than relying on separate analytics tools. By unifying logistics, procurement and workflow automation, the solution aims to reduce manual intervention and improve response times.

The post FedEx and ServiceNow Launch AI-Powered Supply Chain Solution to Transform Source-to-Pay Workflows appeared first on Supply Chain Outlook.

A New Model for Sustainable Coffee Supply Chains

Airbus Defence and Space and JDE Peet’s have partnered to deliver what is described as the world’s first comprehensive, open map of coffee plantations—an initiative designed to support deforestation-free and more resilient coffee supply chains.

The effort, led by JDE Peet’s through the Coffee Canopy Partnership, brings together major coffee traders and roasters alongside institutional support from the UK Foreign, Commonwealth & Development Office (FCDO) and the UN Food and Agriculture Organization (FAO). The goal is to move beyond fragmented sustainability efforts and enable a more coordinated, landscape-level approach to supply chain transparency.

Satellite Data and AI Enable New Levels of Supply Chain Visibility

At the core of the initiative is the integration of very high-resolution satellite imagery with advanced artificial intelligence models. By combining Pléiades (50 cm) and Pléiades Neo (30 cm) imagery with AI trained on large datasets, the partnership can identify and monitor coffee plantations with unprecedented precision.

These capabilities have already been deployed across multiple countries in East Africa, covering more than 1.2 million km² of complex agricultural landscapes, including shade-grown and agroforestry systems.

The resulting data provides stakeholders across the value chain—from governments to producers—with actionable insights to identify deforestation risks, support landscape restoration, and strengthen long-term supply resilience.

“Leveraging our very high-resolution Pléiades and Pléiades Neo satellite imagery combined with advanced AI capabilities, Airbus helps identify deforestation risk and protect our world’s forests, while simultaneously empowering food producers and smallholder farmers with the transparency and reliable data needed to strengthen their resilience and build a truly sustainable supply chain,” said Eric Even, Head of Space Digital at Airbus Defence and Space.

From Fragmented Initiatives to Industry-Wide Collaboration

“The Partnership is designed to move beyond fragmented, company-led deforestation initiatives by fostering collaboration at a landscape scale – supporting efforts to map and safeguard coffee-growing regions, not just individual supply chains,” said Laurent Sagarra, VP Engagement at JDE Peet’s.

“This is not another certification scheme; it is a sector-led initiative aimed at strengthening collective action to help keep forests vibrant and reduce the risk of coffee-driven deforestation over time.”

This collaborative model reflects a broader trend in food and beverage supply chains, where shared data ecosystems are becoming critical to addressing systemic sustainability challenges.

East Africa Coverage

The Partnership initiative launches with an East Africa pilot covering Ethiopia, Tanzania, Kenya, Uganda, Burundi and Rwanda – mapping 1.2 million square kilometers of coffee landscapes. Building on the pilot’s success, the Coffee Canopy Partnership will aim to achieve worldwide coverage of all coffee-growing regions in 2027 through expanded industry and institutional co-investment.

The Partnership aims to support coffee-related deforestation remediation efforts over time, subject to the availability of validated data and in collaboration with governments and local communities, with the objective of contributing to landscape restoration and reducing future forest loss.

“The initiative led by JDE Peet’s and Airbus is well aligned with the AIM4Commodities program (Accelerating Innovative Monitoring for Forests and Commodities), through which FAO promotes transparent and sustainable commodity production, encouraging sector-wide transformations toward open and inclusive data and technical solutions, protecting forests whilst leaving no one behind,” said Julian Fox, Team Leader on Forest Monitoring, UN Food and Agriculture Organization (FAO).

The post Airbus and JDE Peet’s Advance Sustainable Coffee Supply Chains with Satellite Imagery appeared first on Supply Chain Outlook.

U.S. STEEL ADVANCES NEXT-GENERATION PRODUCTION  

U. S. Steel is reinforcing its commitment to modern, integrated steelmaking with a major new investment at its Big River Steel Works site in Osceola, Arkansas. 

The sustainable steel solutions provider has announced plans to invest $1.9 billion into the construction of a direct reduced iron (DRI) facility – a project it describes as the first of its kind in the US. 

Positioned as a key step forward in its technological evolution, the development is set to strengthen U. S. Steel’s next-generation production capabilities while enhancing efficiency and supply chain control. 

BUILDING A CONNECTED VALUE CHAIN  

Central to the project is the creation of a fully integrated production pathway, linking raw material extraction through to finished steel. 

The facility will draw on the company’s direct reduced-grade pellet capabilities at its Minnesota Ore Operations, forming a continuous connection between mining, feedstock production for electric arc furnaces (EAF), and final steelmaking at Big River Steel Works.  

By locating DRI production on-site, U. S. Steel eliminates the need to transport material to the Arkansas facility. This not only streamlines operations but also provides a competitive sourcing advantage for feedstock, particularly as the Big River 2 expansion – valued at more than $3 billion – is now fully operational and supported by four EAFs.  

Collectively, these investments are designed to improve consistency, quality, and reliability for customers while reinforcing a more resilient domestic supply chain. 

DRIVING EFFICIENCY AND SCALE  

The move reflects U. S. Steel’s broader strategy of vertical integration, bringing multiple stages of production under a unified system. 

“From iron ore in Minnesota to steel production in Arkansas, this $1.9 billion investment strengthens our ability to create steel that is truly mined, melted, made in America, from start to finish,” comments U. S. Steel President and CEO David B. Burritt. 

“By vertically integrating DRI production directly at Big River Steel Works, we enhance efficiency, secure our competitive advantage, and position U. S. Steel for long-term success. Our partnership with Nippon Steel helped accelerate this investment years sooner than would have otherwise been possible.” 

Through this approach, the company aims to optimize operational performance while maintaining greater control over its end-to-end production lifecycle. 

ECONOMIC IMPACT AND JOB CREATION  

Beyond operational gains, the project is expected to deliver a meaningful boost to the regional economy. 

Once complete, the facility will support approximately 200 full-time roles at Big River Steel Works, alongside 35 embedded contractor positions. During peak construction, employment is projected to reach around 2,000 jobs.  

This combination of long-term employment and short-term construction activity underscores the wider economic contribution of the investment, both locally and across the broader US manufacturing landscape. 

POSITIONING FOR THE FUTURE 

Founded in 1901, U. S. Steel continues to evolve its operations in line with shifting industry demands, focusing on sustainable and high-value steel solutions across sectors including automotive, construction, energy, and packaging.  

With this latest investment, the company is further aligning its infrastructure with advanced steelmaking technologies, reinforcing its position within an increasingly competitive and innovation-driven market. 

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