October 2026 Key Regional Findings

• ASIA:Index rose to 1.67, from 1.49, signaling the greatest degree of pressure on Asia’s supply network in four months.
• NORTH AMERICA: Index ticks lower to 1.03, from 1.13, but North American manufacturers report greater safety stockpiling and backlog accumulation due to shortages.
• EUROPE:Index rises to 0.78, from 0.66, reflecting growth in purchasing and inventories. Germany was a key driver of these trends.
• UK:Index drops to a three-month low of 0.39, from 0.59, signaling another sharp climbdown in supply-chain pressures for U.K. manufacturers.

GEP Reports Surge in Manufacturing Stockpiling

The indicator tracking precautionary stockpiling among North American manufacturers more than doubled in October, according to the latest GEP Global Supply Chain Volatility Index.

European manufacturers also increased their inventory buffers, with Germany contributing significantly to the rise in purchasing activity.

The October 2026 report, based on surveys of approximately 27,000 businesses across more than 40 countries, found that manufacturers were buying additional materials to protect against potential shortages and further price increases.

Manufacturers Accelerate Stockpiling

Precautionary stockpiling reached historically high levels globally, with North American manufacturers reporting their strongest inventory-building activity in five months.

The increase comes despite a moderation in global purchasing growth, raising questions about how long the current demand for manufacturing inputs can continue.

John Piatek, Vice President, Consulting at GEP, said:

“Manufacturers are increasingly concerned about what’s ahead, particularly inflation and the risk of renewed supply disruptions. They’re responding by building larger inventory buffers to protect production and manage future costs.  The concern is what happens next. This additional purchasing is supporting manufacturing activity today, but it also ties up working capital. Once inventories are built, purchasing could slow, creating a drag on manufacturing and the wider economy in 2027.”

Global Supply Chain Volatility Index

Asia recorded the highest regional index reading in October at 1.67, up from 1.49 in September, indicating the greatest pressure on its supply network in four months.

Europe’s index rose from 0.66 to 0.78, reflecting stronger purchasing activity and inventory accumulation, particularly in Germany.

North America’s reading eased slightly from 1.13 to 1.03, although manufacturers reported increased safety stockpiling and backlogs linked to shortages.

Meanwhile, the UK’s index fell from 0.59 to 0.39, reaching a three-month low as supply chain pressures continued to ease.

A positive index reading indicates that supply chain capacity is being stretched, with higher values reflecting greater pressure.

Purchasing activity remained resilient globally, with the US, China and Germany among the main contributors to growth. However, overall supply chain pressures eased as material and labour shortages became less pronounced.

Transportation Costs Rise Again

Global transportation costs increased for the second consecutive month, with the transportation cost index reaching a four-month high as oil prices rose throughout October.

Material shortages remained above their long-term average for the eighth consecutive month, although reports of shortages were at their lowest level since March.

Oil, electronic and electrical components, and metals were among the materials most frequently reported as being in short supply.

Labour shortages also eased, with reports of manufacturing backlogs caused by staffing constraints falling to their lowest level since February 2025.

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STRENGTHENING THE DISTRIBUTION NETWORK

Maersk, an integrated logistics company that connects and simplifies its customers’ supply chains, has announced the expansion of its partnership with PUMA, one of the world’s leading sportswear companies.

The global leader in logistics services will manage PUMA’s North American distribution network, including three large, highly autonomous warehouses in California, Arizona, and Indiana, comprising approximately 2.3 million square feet. To date, Maersk has provided the sportswear company with logistics services to help it reach end consumers across the globe. Such services include warehousing and distribution, alongside fulfillment, air freight, customs services, and inland transportation.

The latest evolution of the partnership will strengthen PUMA’s US distribution network, with Maersk bringing its logistics technology to maximize operational performance.

Dave Hune, North America Head of Maersk Contract Logistics, states: “Many companies are looking for ways to get more value from the logistics infrastructure they’ve already invested in. This partnership is a great example of how Maersk can combine our operational expertise, technology, and logistics network with a customer’s existing assets to improve efficiency, maximize the value of automation, and reduce costs. Together with PUMA, we’re creating a more flexible and scalable fulfillment network that helps keep products moving quickly to stores and consumers.”

INTEGRATED LOGISTICS SOLUTIONS

Under the agreement, Maersk will operate three facilities across the US: Torrance, California; Phoenix, Arizona; and Whitestown, Indiana. All three facilities are equipped with AutoStore automation technology.

AutoStore is an automated storage and retrieval system that combines proven cube-based automation with advanced software to create more intelligent and efficient fulfillment processes. Stored within a compact grid, the inventory is automatically retrieved by robots, which then bring the goods directly to employees at workstations for picking and packing. Through AutoStore’s flexible and scalable design, the system improves speed, efficiency, and workplace productivity while making better use of available warehouse space.

Together, these three facilities and AutoStore’s capabilities will enable PUMA to streamline product movement, process orders faster, and provide customers with a consistent shopping experience.

“At PUMA, delivering a seamless experience for our consumers and retail partners requires a supply chain that is agile, efficient, and built for growth. As we’ve expanded our relationship with Maersk, we’ve seen the value of combining our highly automated distribution network with their operational expertise, technology, and integrated logistics capabilities. This next phase of our partnership strengthens our ability to move products more efficiently across channels, improve responsiveness to changing demand, and create greater value from the investments we’ve made in our US distribution infrastructure,” notes Helmut Leibbrandt, Senior Vice President Supply Chain Management and Logistics Americas, PUMA.

This partnership will also support Maersk’s strategy of delivering integrated logistics solutions that connect physical assets, transportation networks, and the latest technology and digital capabilities to provide customers with greater operational control, reliability, and value. Crucially, the model enables Maersk to utilize available capacity in the network for its customers, improving asset use and creating additional value from PUMA’s infrastructure.

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Ground-breaking 5G Deployment

Verizon Business has completed a major private 5G deployment across Thames Freeport, connecting five industrial sites including DP World London Gateway, Ford Dagenham and the Port of Tilbury.

The network is now live, providing connectivity for ports, logistics centres and manufacturing facilities. Thames Freeport is also testing applications designed to improve vehicle inspections, truck movements and operational efficiency.

Five Sites Connected

The deployment covers DP World London Gateway, DP World Logistics Park, Ford Dagenham and two locations at the Port of Tilbury.

Each site operates an independent network core, allowing individual businesses to retain control of their data.

At DP World London Gateway and its logistics park, the infrastructure can support asset tracking, video analytics, autonomous systems and connected terminal operations.

The Port of Tilbury, which houses 135 supply chain companies, is exploring applications involving cargo handling, connected workers, site monitoring and automation.

At Ford Dagenham, the network provides capacity for future applications involving connected equipment, robotics and production monitoring.

Robb Juliano, Vice President of 5G Acceleration at Verizon Business, said:

“The implementation at Thames Freeport is a perfect reference point for the versatility and scalability of private 5G across complex industrial sites: One commercial hub, five individual sites with unique needs, and a multitude of connected use cases.

Together with Thames Freeport, we’re creating a digital foundation for automation, physical AI, and future industrial growth to revitalize an entire economic region. Similar enterprises hosting multiple sites with complex and evolving needs — especially as physical AI redefines industrial operations — can lay the same private 5G foundation from which to build their own transformations.”

AI Trials at Thames Freeport

Thames Freeport’s Connectivity Innovation Lab has been testing technologies that could improve maintenance, efficiency, tracking and workplace safety.

One trial used artificial intelligence (AI) to detect damage to vehicles and trailers through images and video. According to Thames Freeport, the system identified damage missed during manual inspections.

Another trial examined digital truck processing, connecting terminals, depots and drivers to improve communication and provide real-time visibility of vehicle movements.

The trial identified where queues developed at terminal gates when incidents disrupted access.

Other applications include connected communications for field workers and a digital container yard map, which remains under development.

Investment and Expansion

Tom White, Innovation and Skills Director at Thames Freeport, said:

“This deployment gives our key sites a platform to innovate together while continuing to meet the realities of live industrial operations. It strengthens Thames Freeport’s ability to help businesses test, adopt and scale new technologies and helps us attract investment, accelerate innovation, and create high-value jobs.”

The network uses Nokia Digital Automation Cloud and Nokia MX Industrial Edge technology, with Nokia Enterprise Campus Edge providing the hardware and software.

Thames Freeport has attracted more than £2.13 billion in private investment since 2021 and reports the creation of more than 1,400 jobs.

Its long-term growth plan aims to attract up to £4.9 billion in additional investment and double regional trade capacity by 2045.

Future Logistics Applications

A second phase of trials will investigate further uses for private 5G across port and logistics operations.

These include digital twins to simulate changes in cargo volumes and terminal layouts, alongside predictive maintenance systems designed to identify equipment faults before breakdowns.

Other proposed applications include AI-powered estate monitoring, environmental monitoring and natural language processing tools that would allow terminal managers to ask questions about container movements, truck routes and operational bottlenecks.

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Coupa Expands AI-Powered Procurement and Payment Automation

Coupa has reported a 58 percent year-on-year increase in Coupa Pay transactions as it expands its use of artificial intelligence (AI) to automate procurement and financial operations.

The increase, recorded during the first half of its 2027 financial year, comes alongside a compound annual growth rate of more than 69 percent for Coupa Pay over the past three years.

Coupa’s Invoice-to-Pay (I2P) platform brings invoicing, expenses, supplier payments and treasury management into one system.

Payment Volumes Surge

Coupa Pay has recorded five consecutive quarters of transaction revenue growth exceeding 50 percent year-on-year.

Total payment volume across the platform also increased 71 percent during the first half of fiscal year 2027, while virtual card payment volume surpassed USD$1 billion.

Bill Wardwell, Senior Vice President and General Manager of Coupa Pay and Treasury, said:

“Five consecutive quarters of transaction revenue growth above 50% year over year shows this business is built for the long term. This milestone is a testament to our world-class product, durable operations, and strong cross-functional execution.”

Coupa Card Progress

Coupa Card, launched in November 2025, has processed approximately USD$50 million in spending. Online vehicle retailer Carvana has generated more than 71,000 virtual cards through the system, combining credit approvals, payment execution and automatic reconciliation.

Rebecca Meeker, Senior Vice President of B2B Partnerships and Embedded Finance at Mastercard, said:

“The momentum behind Coupa Card reflects a broader shift in how businesses want to pay and get paid: seamlessly, securely, and within the workflows they already use every day.

Mastercard is proud to support Coupa as the network powering the card and a leading virtual card partner – bringing the scale, security, and acceptance of our global network to help simplify supplier payments, improve control and deliver a more connected payment experience for businesses around the world.”

AI Takes on Manual Tasks

Coupa has expanded its Navi AI workforce to more than 50 specialised agents, available at different stages of release.

New agents introduced in September 2026 focus on payment approvals, working capital optimisation and accounts payable.

One customer, a national insurance provider, used Coupa’s Expense Receipt Parsing Agent to process approximately 50,700 receipts in less than three months.

According to Coupa, the automation saved 211 working days and delivered a return on investment of nearly 25 times.

Another agent, designed to automate payment batch creation, has saved almost three working weeks and generated approximately USD$6,000 in value.

Rajiv Ramachandran, Chief Product Officer, I2P at Coupa, said:

“We’re building toward a future where the entire financial operations process is designed by humans but executed autonomously by agents, freeing finance teams from manual workflows. By blending our deep history of organic innovation with highly strategic AI acquisitions, including Rossum and Tonkean, we are delivering transformational, agentic payables, payments, working capital, and cash management with unmatched scale and trust.”

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Europe’s hidden manufacturing capacity

Ask a procurement lead anywhere in Europe whether there is enough manufacturing capacity, and the instinctive answer is often no.

Order books are full, good suppliers are stretched, and finding a manufacturer that can take on new work at short notice feels harder than it should.

However, the data tells a more interesting story. The capacity is there. What is missing is a reliable way for buyers to find it, qualify it, and trust it.

Europe’s manufacturing capacity paradox

Demand is not the issue.

In a survey of 200 manufacturing executives in France and Germany, conducted in August 2026, order backlogs remained strong in both countries, at 84 percent in Germany and 80 percent in France.

Yet strong demand has not translated into full factory utilisation.

The gap is most pronounced by company size. Some 37 percent of European manufacturers with annual revenue below €50 million are operating at less than 70 percent capacity, compared with just 11 percent of those generating more than €100 million.

The country comparison tells a similar story.

In France, 81 percent of manufacturers are operating at 70 percent capacity or higher, compared with 71 percent in Germany.

That 10-percentage-point difference does not reflect weaker German demand, since its order backlog is slightly stronger than France’s.

It suggests Germany has more available manufacturing capacity that is not yet being matched with demand.

The question, therefore, is not how to build more capacity. It is why the capacity that already exists is so difficult to put to work.

How compliance creates barriers to manufacturing growth

Part of the answer lies in certification and regulatory readiness.

Certification and compliance requirements are the second-most cited operational challenge in both countries, identified by 39 percent of French and 38 percent of German manufacturers. Both figures are above the 30 percent recorded in a companion United States (US) survey.

However, the source of the pressure differs.

In France, 53 percent of manufacturers are preparing for the European Union’s (EU) carbon border rules, compared with 31 percent in Germany.

German manufacturers are more focused on the EU Artificial Intelligence (AI) Act, at 49 percent compared with 45 percent in France.

Although the details differ, the effect remains the same.

Despite having the right machines, skills, and available production hours, a manufacturer can still be out of reach if it cannot provide the necessary credentials.

When procurement teams are under pressure to demonstrate quality, emissions data, and regulatory compliance across their supplier networks, an uncertified manufacturer is not simply spare capacity. It represents a risk they cannot take.

This helps explain why smaller manufacturers account for so much of Europe’s underused capacity.

They are often well equipped to undertake the work, but the cost and complexity of demonstrating compliance can prevent them from appearing on the supplier lists where contracts are awarded.

Why regional sourcing depends on supplier qualification

The timing matters because sourcing strategies are already changing.

Some 54 percent of German manufacturers and 52 percent of French manufacturers expect their customers to move towards more regional sourcing over the next year.

Shorter supply chains should favour manufacturers located closer to demand.

However, proximity alone does not secure business. A nearby supplier must still be qualified, and buyers must be able to verify its credentials.

Regional sourcing increases the value of manufacturing capacity that is already certified and ready to operate. It also exposes how much of Europe’s regional capacity remains difficult for buyers to access.

Resilience is about choice.

Market conditions change constantly, whether through tariffs, geopolitical developments, or capacity constraints. Manufacturers that stay ahead secure flexible options long before they need them.

The same principle applies to cost.

Buyers who can compare price, quality, and delivery speed across a broader supplier base are better positioned to absorb price increases than those dependent on a single supplier relationship.

How smaller manufacturers can unlock new opportunities

For smaller manufacturers, the opportunity is to prepare before demand arrives.

There are three practical priorities:

• Review certification requirements: Audit existing credentials against the requirements of target sectors, including aerospace, defence, automotive, and high-tech manufacturing, and address gaps early.

• Prepare emissions data: Ensure relevant environmental information is available before customers request it.

• Make compliance easier to verify: Present credentials in a format that procurement teams can access and assess quickly. A buyer who can qualify a manufacturer efficiently is more likely to award it work.

None of this means Europe needs to build more capacity.

The machines, skills, and production hours are already there, much of them within smaller manufacturing businesses that buyers have never had a practical way to reach.

What stands between them is proof: credentials that buyers can quickly check and trust.

Manufacturers that treat certification as a route to new business, rather than simply an administrative requirement, will be better positioned to win work in 2027.

Buyers who establish a broader network of qualified suppliers now will also benefit when market conditions change.

Oscar Lovera is Chief Operating Officer at Xometry.

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JOINING FORCES

Mondelēz International and Accenture are joining forces to reimagine the former’s end-to-end Order-to-Cash process through agentic AI and new technologies, in a collaboration designed to simplify operations, improve customer experiences, and enhance financial performance.

Announced on November 5th, 2026, the initiative will connect customer service, supply chain, and finance operations, using intelligent technology to streamline workflows, improve visibility, and enable faster decision-making. Its success will be measured primarily through tangible business outcomes.

REIMAGINING ORDER-TO-CASH

Spanning every stage from order placement through to payment collection, Order-to-Cash plays a critical role in customer experience, revenue generation, and cash flow.

For Mondelēz, the process supports millions of transactions each year across customers, markets, and distribution networks. Improving its efficiency therefore offers an opportunity to deliver meaningful benefits across the business while creating a smoother customer experience.

By improving order management, credit checks, fulfilment, invoicing, and collections, a more streamlined process can also support quicker deliveries and more responsive customer service.

Through the collaboration, Mondelēz and Accenture are applying agentic AI across the end-to-end process, connecting previously distinct operational functions to create a more intelligent and integrated way of working.

Filippo Catalano, Chief Information and Digital Officer at Mondelēz International, explains: “Order-to-Cash is where customer demand becomes revenue, making it a critical driver of customer experience, cash flow and business performance day in and day out.”

Built on the digital foundation of Mondelēz’s new global cloud enterprise resource planning (ERP) system, and powered by agentic AI on top of its process intelligence layer, the transformation aims to give teams greater visibility and help them respond more effectively to customer needs.

DELIVERING MEASURABLE OUTCOMES

The initiative is expected to accelerate payment collections, strengthen working capital performance, and help teams resolve issues more quickly.

Real-time insights across the Order-to-Cash process will simplify day-to-day activities, improve accuracy, reduce costs, and support faster decision-making. Customer-facing teams will be better equipped to address issues, while finance teams gain greater visibility into business performance and leaders receive the insights needed to act faster.

For Mondelēz, these improvements represent an opportunity to strengthen service levels and financial performance while establishing a more agile foundation for future growth.

Marco Ziegler, Senior Managing Director and Global Client Account Lead for Mondelēz at Accenture, highlights the wider potential of the collaboration.

“AI is creating new opportunities for Mondelēz to fundamentally reimagine how critical business processes operate, generate value and unlock greater returns from their operations.”

By bringing together its expertise and technology capabilities, Accenture is working alongside Mondelēz to develop a more connected, data-driven process that can improve operational efficiency and deliver measurable financial impact.

The ambition also extends beyond the immediate transformation. The approach could eventually be applied across other business functions, creating further opportunities to improve performance and support growth.

Sanjay Gurbuxani, Global Vice President of Digital Supply Chain at Mondelēz International, describes the significance of the initiative.

“This collaboration marks a step change in how we operate – by embedding agentic AI into the heart of Order-to-Cash,” he says.

“We are not just improving a process; we are building the intelligent backbone for how Mondelēz serves customers and drives growth at scale,” he adds.

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Jabil Expands Procurement Services

Jabil has brought five specialist businesses together under a new procurement and supply chain services portfolio, offering customers access to more than 40,000 suppliers worldwide.

The offering combines ProcureAbility, Retronix, ID8 Global, Velocity Electronics and Rebound Electronics with Jabil’s existing procurement, manufacturing and supply chain expertise.

Customers can draw on 3,500 procurement and supply chain professionals for services including sourcing, procurement consulting, component recovery, inventory management, logistics and distribution.

The launch comes as businesses face continued pressure from electronic component shortages, tariffs, geopolitical uncertainty and supply chain volatility.

Five Businesses, One Portfolio

Jabil has expanded its procurement capabilities through acquisitions and partnerships over the past three years.

ProcureAbility, acquired in 2023, provides procurement consulting and managed services, while Retronix, also acquired that year, specialises in component recovery, authenticity testing and reuse.

The 2025 acquisitions of Velocity Electronics and Rebound Electronics strengthened Jabil’s global electronic component sourcing, independent distribution and inventory management capabilities.

ID8 Global, established in 2024 as a joint venture with Cyferd, adds a generative artificial intelligence (AI) platform for procurement, logistics and supply chain management.

Tackling Sourcing Challenges

The combined portfolio is intended to give customers greater flexibility when sourcing critical components, particularly during periods of restricted supply.

Frank McKay, Senior Vice President and Chief Supply Chain Officer at Jabil, said:

“We’re giving our customers more options, better visibility, and stronger support as they work to secure critical supply and build long-term operational resilience. These acquisitions strengthen the way we support customers in a market that’s only getting more complex. They expand our global electronic component capabilities and supply chain services, but more importantly, they give more businesses access to Jabil’s supply chain and procurement expertise, supplier network, and operational discipline.”

AI and Supply Chain Intelligence

Through ID8 Global, Jabil is introducing AI-powered tools to support procurement decisions, sourcing and complex logistics operations.

The portfolio also includes component lifecycle services from Retronix, covering recovery, reballing, retinning and authenticity testing to extend the usable life of electronic components.

Jabil will showcase the combined services at Electronica 2026 in Munich, Germany, from 10 to 13 November.

Visitors will be able to see live demonstrations of ID8 Global’s AI technology, alongside interactive displays covering procurement services, component recovery and reuse, and market intelligence.

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Providing Supply Chain Intelligence

Exiger has secured a USD$12 million contract with the US Air Force Nuclear Weapons Center to improve visibility across the supply chains supporting its intercontinental ballistic missile (ICBM) programme.

The contract will see Exiger provide supply chain intelligence and defence industrial base analysis to the Air Force’s ICBM Systems Directorate, helping identify risks across suppliers, components, materials and manufacturing facilities.

The technology will support supplier monitoring, risk mitigation and long-term planning across the US military’s ground-based nuclear deterrent programme.

Mapping Supply Chain Risks

Exiger’s Super Intelligence (SI) platform will provide visibility beyond direct suppliers, examining risks associated with individual parts, materials and lower-tier suppliers.

The system is designed to identify potential vulnerabilities including single-source dependencies, component obsolescence, counterfeit parts, supplier financial viability and manufacturing capacity constraints.

It will also assess workforce shortages, supplier readiness and diminishing manufacturing sources and material shortages.

Scott LaFoy, Vice President of Nuclear and Technology Security Programs at Exiger, said:

“Ensuring 24/7 readiness in lockstep alongside strategic modernization is one of the most consequential missions in U.S. national security. This requires both the long-term orchestration of multiple strategic, sensitive supplier bases while very actively mapping and mitigating adversarial threats to the supply chain.

“Exiger’s differentiated strength is our ability to connect supplier risk to the parts, materials, facilities, and industrial base dependencies that actually drive mission readiness and program performance. This award reflects the growing need for parts-level intelligence, continuous monitoring, and active risk mitigation across the most sensitive and highly targeted portions of the defense industrial base.”

Predictive Supply Chain Intelligence

Alongside identifying existing vulnerabilities, Exiger will provide predictive analytics to help the Air Force anticipate potential supply chain disruptions.

These capabilities include forecasting component obsolescence, monitoring supplier behaviour and estimating when inventory interventions may be required.

The platform will also support risk mitigation planning, allowing the ICBM Systems Directorate to assess dependencies across its wider supplier network.

Unlike conventional supplier risk monitoring, which often focuses on individual companies, Exiger’s approach connects supplier information with specific components, production facilities and materials.

This allows potential risks to be assessed against the parts and manufacturing capabilities required to maintain programme readiness.

Expanding Defence Supply Chain Operations

The contract expands Exiger’s existing work with US defence and national security organisations.

Its 1EXIGER.SI platform combines supply chain intelligence, procurement automation and risk analytics, drawing on a knowledge base that the company says contains three trillion data points.

Exiger reports serving more than 550 customers globally, including 150 Fortune 500 companies and over 80 government and defence industrial organisations.

The company also holds Federal Risk and Authorization Management Program (FedRAMP) certification for use in regulated environments.

Under the new contract, Exiger will apply its supplier monitoring and industrial base analytics to the Air Force’s ICBM supply chain, with a focus on identifying component-level risks and supporting long-term supply availability.

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The holiday season build-up

Every autumn, holiday decorations and gift displays appear on store shelves weeks before the festive season begins. It’s become almost a running joke that every retail season arrives earlier than the last.

From an operational perspective, though, the backpacks aren’t the story.

Long before shoppers notice them, freight has already been moving through ports, distribution networks, and yards to support the second half of the year.

The holiday season isn’t the beginning of that shift. It’s the first visible sign that many operations have entered a period of sustained demand, where one demand cycle begins to overlap with the next.

How peak demand exposes weaknesses in yard operations

Peak seasons don’t create operational weaknesses. They reveal them.

The busiest weeks of the year don’t suddenly make well-run operations struggle. They expose the workarounds those operations have been relying on all along.

The organisations that navigate the holiday season most effectively aren’t necessarily those with the most people or the largest yards. They’re the ones that enter the season with confidence in what’s actually happening across their operations.

Without that confidence, sustained demand requires more manual coordination: more radio calls, more double-checking, more searching, and more people verifying information that should already be available, simply to maintain the same level of performance.

Most days, those workarounds are manageable. As sustained demand builds, they quietly become the bottleneck.

That’s what makes the holiday season worth paying attention to. It’s not simply a retail milestone. It’s the first visible reminder that the operational margin many teams rely on is beginning to disappear.

Where the pressure on logistics operations really lands

As volumes continue to build through the second half of the year, the challenge usually isn’t one dramatic failure. It’s the accumulation of small delays that become harder to recover from.

A trailer staged in the wrong location. Equipment that isn’t where the system expects it to be. A gate delay that pushes appointments later into the day. A driver waiting while someone verifies information that should already be accurate.

Individually, none of those events defines an operation.

Together, they consume the time and flexibility that normally allow operations to absorb change without anyone noticing.

That’s what sustained demand reveals. It doesn’t create operational problems. It leaves far less room to recover from them.

The wider supply chain impact of poor yard visibility

For retailers, manufacturers, transport providers, and logistics teams, those delays rarely get described as yard issues.

They appear as missed appointments, delayed cross-dock windows, unmet service level agreements, detention charges, and freight arriving later than expected.

By the time the problem reaches a customer or transport manager, the operational delay that created it has often become invisible.

Research commissioned by Aviro360 found that operations experiencing this kind of visibility gap reported 39 percent more gate congestion and 59 percent more excess driver waiting time than operations with high confidence in their real-time data.

During an ordinary week, many organisations can compensate for those inefficiencies.

As sustained demand builds, that margin steadily disappears.

Why real-time yard visibility matters more than additional capacity

When volumes increase, the first instinct is often to add capacity: more gate staff, more overtime, and more equipment.

Sometimes that’s necessary.

However, additional capacity only solves the right problem if an operation knows, in real time, what’s actually happening.

Visibility doesn’t eliminate seasonal demand. It allows operations to respond with confidence rather than relying on workarounds, reducing the manual coordination required to bridge the gap between what systems record and what’s actually happening across the yard.

The holiday season marks the beginning of a sustained period in which demand continues to build, operational margins shrink, and the hidden costs of manual workarounds become increasingly difficult to ignore.

The organisations that perform best aren’t those that suddenly become more disciplined when volumes increase. They’re the ones that entered the season already working from an accurate picture of their operations.

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AI Targets Production Planning

Artificial intelligence (AI) could change how food and beverage manufacturers plan production, manage inventory and respond to customer demand, according to supply chain technology specialist Blue Yonder.

In its e-book, Integrated Demand & Supply Planning for CPG, F&B and Life Sciences Industries, the company examines how machine learning and predictive analytics can help manufacturers tackle production inefficiencies and reduce supply chain costs.

The e-book focuses on how businesses can respond to demand fluctuations without creating excess stock or disrupting production.

Blue Yonder argues that manufacturers need to connect demand forecasting more closely with production scheduling, inventory management and supplier availability.

Forecasting Beyond Historical Data

Blue Yonder says machine learning can improve demand forecasts by analyzing hundreds of variables that influence purchasing behavior.

Its technology incorporates external factors, including weather, news and events, to help manufacturers anticipate changes in demand.

For the food and beverage industry, it is particularly relevant when managing products with limited shelf lives, seasonal demand and fluctuating production requirements.

More accurate forecasts can help businesses determine what to manufacture, when to produce it and how much inventory to hold.

Jaime Ponce, Director, Integrated Supply Chain at PepsiCo Latin America, highlighted the importance of having accurate information available when making operational decisions.

“Blue Yonder is delivering huge value because we know how to sell our products, who is buying them, how much they need and what it will cost to fulfill orders.”

“We can make fact-based decisions that minimize our cost to serve, while improving our cash flow and operating expenses. We’ve already generated an early 30% return on investment — and we’re just getting started.”

Swire Coca-Cola Cuts Changeovers

The e-book highlights Swire Coca-Cola China as an example of how automated planning can improve manufacturing.

As the business has grown, its production requirements have become increasingly complex, creating a greater need for accurate forecasting and scheduling.

A Director of Supply Chain Planning at Swire Coca-Cola China explained:

“With our business growth and increasing production complexity, we need an automated system to perform forecasting and production planning at much higher accuracies.”

The spokesperson also reported improvements following the introduction of Blue Yonder’s planning technology.

“Thanks to Blue Yonder’s Planning solutions, we’ve been able to improve our forecasting accuracy and reduce the number of changeovers and changeover times.”

Blue Yonder’s published customer story puts the reduction in production changeovers at Swire Coca-Cola’s Zhejiang factory at 5.2% year over year, with changeover time down 6% and production planning time down 76%.

Reducing production changeovers can help manufacturers make better use of available capacity, particularly when managing multiple products across busy production schedules.

Tackling Excess Stock

Inventory management is another area where Blue Yonder identifies opportunities for improvement.

The company’s technology uses factors such as seasonality, consumption patterns, product maturity and margins to help businesses determine appropriate inventory levels.

Balancing stock availability against the risk of waste is particularly important when dealing with perishable goods, and Blue Yonder’s planning tools can account for shelf-life constraints, production capacity and material availability when determining manufacturing schedules.

The aim is to reduce excess inventory while maintaining sufficient stock to meet customer demand.

The e-book also includes pharmaceutical company Merck Serono as an example of how centralized demand planning can improve visibility across an organisation.

According to its Head of Supply Chain Process, implementing Blue Yonder’s solutions provided a single, synchronized view of demand, with one central repository helping teams follow consistent forecasting processes and establish clearer timelines for data availability and submissions.

“Having only one demand data repository for the entire company allows us to easily follow an aligned process across the organization.

Having only one application instance forces us to define clear rules in terms of forecast data availability and process. We now have timelines for data availability and for forecast submissions within the whole organization.”

Connecting the Supply Chain

The e-book also examines how closer collaboration with suppliers can help manufacturers manage production disruptions.

Blue Yonder’s platform supports supplier capacity planning, alternative sourcing scenarios and coordination with co-manufacturers and co-packers.

These capabilities give manufacturers greater visibility of supply constraints and help them adjust production plans when material availability changes.

Predictive analytics can also identify potential problems earlier, allowing businesses to consider alternative sourcing or scheduling arrangements.

Building a More Responsive Supply Chain

In its final recommendations, Blue Yonder explores the importance of integrating demand and supply planning to help manufacturers respond more effectively to changing market conditions.

The company argues that disconnected planning processes can make it harder to balance customer demand with available materials, production capacity and inventory.

Its proposed approach brings these activities together, using advanced analytics and automation to improve visibility across the supply chain and support faster decisions when circumstances change.

The e-book concludes that greater coordination between demand forecasting, supply planning and manufacturing operations can help businesses build more agile supply chains while maintaining control over costs and service levels.

DOWNLOAD EBOOK

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Blue Yonder Unveils AI Order Management

Blue Yonder has introduced a new artificial intelligence (AI) order management solution that connects inventory, fulfilment, customer service and returns.

The technology is designed to help retailers, wholesalers and distributors reduce order cancellations, manage stock shortages and improve delivery reliability.

The system connects order management with inventory planning, warehouse operations and logistics, allowing businesses to track orders and adjust fulfilment decisions as conditions change.

Blue Yonder highlighted the scale of its existing operations, reporting that its order management technology processed seven million order reservations and generated more than 133 million estimated delivery date calculations on Black Friday 2025.

A Connected Order Lifecycle

The new solution brings together information on stock held in stores and distribution centres, incoming shipments, supplier inventory and eligible returns.

This provides a more complete view of product availability when making delivery commitments or allocating stock to customers.

“Every order touches almost every part of the supply chain. Planning, inventory, fulfilment, transportation, service and returns all decide whether a promise gets kept,” said Gurdip Singh, chief product officer, Blue Yonder.

“The next era of order management will come from the entire supply chain working together around every order. With Blue Yonder Cognitive Solutions, we’ve combined our proven unified decisioning with AI agents and intelligence from across our solutions portfolio.

By bringing the right context and action to each operator, we reduce the lag between insight and execution and give them the context to act with speed and precision.”

Identifying At-Risk Orders

The platform introduces Fulfilment and Customer Service Agents that identify orders requiring attention and present relevant information in a single workspace.

The AI agents explain why an order is at risk and outline possible responses, allowing operators to review the options before taking action within company-defined permissions.

When stock availability or delivery capacity changes, Blue Yonder’s Intelligent Rebalancer can reallocate inventory and revise delivery commitments across large volumes of orders.

Configurable workspaces also allow different teams to access the information relevant to their responsibilities without switching between multiple applications.

Wholesale and Distribution

Blue Yonder has placed particular emphasis on business-to-business (B2B) order management, where transactions often involve more complex requirements than consumer purchases.

Wholesale and distribution orders can include commitments against future inventory, contract-specific service terms and allocation priorities for major customers.

The new platform allows businesses to manage shared stock while applying different rules across customers, sales channels and contracts.

Its order management capabilities also support businesses operating across both B2B and business-to-consumer (B2C) channels.

Blue Yonder plans to invest further in B2B functionality to help distributors manage complex orders and changing supply priorities.

Recovering Value from Returns

Returns management is another focus of the launch.

Blue Yonder’s Smart Disposition functionality uses business rules and profitability considerations to determine whether returned products should be resold, repaired, returned to suppliers or directed elsewhere.

The aim is to recover value from returned inventory and make eligible products available for resale sooner.

The solution is cloud-native and modular, allowing businesses to introduce core order management capabilities without replacing existing systems.

Additional services, including store fulfilment and online returns, can be added as operational requirements change.

The post Blue Yonder Launches AI-Powered Order Management to Cut Fulfilment Costs appeared first on Procurement & Supply Chain Outlook.

The need for C-suite involvement

The issue of supply chain resilience has been moving steadily up the boardroom agenda since the Middle East crisis.

Heightened C-suite involvement has highlighted the fact that resilience has previously occupied a corporate no-man’s-land, with no one wanting to take ultimate responsibility.

However, in today’s volatile environment, conflict can happen anywhere, and organisations must be prepared everywhere. Investors are asking questions about supply chain security, and senior leadership teams are scrambling to provide answers.

Why supply chain resilience is now a strategic priority

Supply chain security is no longer viewed purely as a security problem, but as a strategic risk that affects operational continuity – the kind of language that commands C-suite attention.

The growing responsibilities of chief security officers

With external and internal threats proliferating, chief security officers (CSOs) are asking how to manage an increasing number of risks across growing organisations with more assets and greater demands.

Fortunately, the defining characteristic of security and resilience teams is their agility and willingness to adapt. However, their ability to succeed fundamentally depends on the tools available to them.

Responding to global supply chain disruption

In a crisis requiring intervention, significant volumes of information must be gathered, processed, and analysed to support the best possible outcome.

Crucially, that information must be brought together quickly.

Recent events in the Middle East have highlighted how environments previously considered safe, such as Dubai, can become exposed to risk overnight. Security teams must therefore be prepared to respond at a moment’s notice.

How AI can strengthen supply chain security

Integrating artificial intelligence (AI) into resilience software increases a platform’s responsiveness and enables it to bring together disparate data streams from different parts of an organisation, in various formats, to present a clear picture.

Human-first AI assists operators rather than replacing them, using an organisation’s data and rules to minimise the risk of inaccurate or fabricated outputs.

When combined with an open ecosystem that incorporates threat intelligence feeds from multiple providers, alongside a rules engine that determines which threats require a response and who might be affected, CSOs can respond accurately, decisively, and swiftly to external threats.

Why accurate data is essential for AI-driven resilience

The key to this approach is data.

The information underpinning the system must be robust and accurate. Security leaders need confidence in that accuracy, a clear understanding of where critical data is held, and visibility into the information AI uses to inform its outputs.

With these foundations in place, tasks that previously required manual effort across multiple systems can be managed through an intuitive user interface (UI) and agentic AI support.

This frees security teams to focus on strategy and the decisions that keep people safe.

However, some groundwork is inevitably required to establish data accuracy.

Information needed to account for an organisation’s employees is often siloed, outdated, or held in incompatible formats.

Security teams have long accepted that bringing together employee data is a lengthy and demanding process, often complicated by uncertainty over who is responsible for it.

Building a reliable foundation for AI implementation

For organisations looking to implement AI systems, grounding them in reliable datasets with robust, comprehensive guardrails is essential to avoid decisions based on inaccurate assumptions.

A straightforward mapping exercise to establish the maturity of an organisation’s security and resilience technology and data environment is an effective starting point for implementing an open security system supported by AI.

By understanding its current capabilities, an organisation can introduce AI in a way that complements its existing operational systems.

This assessment provides a foundation for successful implementation and future development.

The future of AI-powered operational resilience

Security and resilience functions play a critical role in maintaining operational continuity and protecting supply chains.

As security moves further up the boardroom agenda, organisations are demanding resilience software that can adapt as their requirements and the wider world change.

AI integration is creating new opportunities to secure boardroom investment, while security is increasingly being recognised as a source of business value rather than simply a cost.

Combined with open, provider-agnostic technology, AI gives organisations greater control over how they develop and scale their resilience capabilities to protect people, assets, and operations wherever they are located.

Operational resilience now has a value, not simply a cost.

The post Opinion: How AI is Transforming Supply Chain Resilience appeared first on Procurement & Supply Chain Outlook.

Docusign Strengthens Procurement Offering

Docusign has acquired AI-powered procurement intelligence company Suplari to expand the capabilities of its Intelligent Agreement Management (IAM) platform.

Announced on 3 November 2026, the acquisition will bring Suplari’s spending analytics and supplier intelligence technology into Docusign’s contract management offering.

The move aims to address a common procurement challenge: connecting information held across supplier agreements, financial systems and spreadsheets to improve purchasing decisions.

Connecting Contracts and Spending

Docusign plans to integrate Suplari’s technology with Iris, its artificial intelligence (AI) agreement engine, to help procurement teams identify savings, monitor supplier commitments and manage contract renewals.

Allan Thygesen, Chief Executive Officer of Docusign, said:

“Procurement teams need to understand both what their supplier agreements say and how their company actually spends.”

“Bringing Suplari’s technology and talent into Docusign will help us connect those two views and accelerate the capabilities we deliver through IAM today. We see a significant opportunity to help our customers make better buying decisions, reduce unnecessary costs, and get more value from every supplier agreement.”

The combined technology is intended to identify opportunities to consolidate purchases, reduce unnecessary spending and ensure negotiated savings are realised.

Improving Supplier Management

Docusign also plans to strengthen supplier obligation tracking by combining contractual commitments with spending and supplier performance data.

The technology will help procurement teams identify potential compliance gaps, monitor purchases made outside agreed terms and prepare for contract negotiations.

By connecting spending patterns with contract information, businesses could also make more informed decisions about renewals and supplier relationships.

The company intends to expand integrations with procurement platforms including SAP Ariba, Coupa and Oracle, bringing agreement intelligence into existing purchasing workflows.

Suplari’s Procurement Expertise

Founded in 2017 and headquartered in Seattle, Suplari provides AI-powered procurement intelligence that combines supplier, spending and contract data.

Jeff Gerber, Chief Executive Officer of Suplari, said:

“We built Suplari to help procurement teams spend less time piecing together data and more time making decisions that matter.”

“Joining Docusign allows us to connect that intelligence more closely to the agreements that shape a company’s spending. Together, we have an opportunity to help more customers find savings, strengthen supplier relationships, and turn those insights into action.”

Suplari has featured on The Hackett Group’s 50 to Know list of procurement technology providers for five consecutive years and was recognised in its 2026 Top Tech for Spend Analytics.

Turning Procurement Data into Action

The acquisition will support Docusign’s efforts to extend contract management beyond document creation and signing.

By connecting supplier agreements with procurement intelligence, the company aims to help businesses identify cost-saving opportunities, improve supplier accountability and respond earlier to potential risks.

Docusign says Suplari’s technology will accelerate the development of these capabilities within its IAM platform, although it has not announced a timetable for their introduction.

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KEY TAKEAWAYS

• The Stockton-on-Tees delivery station is designed to meet the UK Net Zero Carbon Buildings Standard, a framework Amazon helped create. It is also the first building in Amazon’s global network to pursue version 1.1 of the Living Future Institute’s Zero Carbon Certification.
• Lower-carbon steel, mass timber, cement-free paving, and carbon-storing concrete are expected to cut construction emissions by at least 20 percent compared with the original design.
• The £40 million site has created around 100 local jobs and is part of Amazon’s commitment to invest £40 billion in the UK between 2025 and 2027.

A NEW BLUEPRINT FOR LOGISTICS

At the edge of Stockton-on-Tees, where the A66 meets the Teesside industrial heartland, Amazon’s newest delivery station stands apart from the familiar image of a logistics building.

Its timber-and-steel frame signals a different approach. Low-carbon concrete, wall panels and roofing materials reinforce the idea: this site was designed not only to move parcels, but also to set a new standard for low-carbon construction in Europe.

The 10,800-square-metre station officially opened on October 21. From the outset, it was designed to meet the UK Net Zero Carbon Buildings Standard, a low-carbon construction framework that Amazon helped develop.

It also marks a global first for Amazon: the first building in its network designed to meet the latest version of the Living Future Institute’s (ILFI) Zero Carbon Certification (v1.1). This updated standard builds on an earlier certification already achieved by several Amazon buildings worldwide.

The station will serve customers across North Yorkshire and County Durham, joining Amazon’s UK network of more than 100 operations sites, including fulfilment centres and delivery stations. Yet its significance goes beyond expanding that network: it sets a new benchmark for how these facilities can be designed and how they can perform.

BUILDING MORE WITH LESS

The Stockton-on-Tees delivery station was designed to reduce emissions at every stage of its life – from the materials used to build it to the energy that powers its day-to-day operations. By testing these technologies on site, Amazon hopes to identify approaches it could eventually adopt across its wider network.

The building and its parking structure use nearly 1,500 tonnes of lower-carbon steel, much of it recycled and produced using renewable electricity.

Alongside the steel frame, more than 200 tonnes of mass timber beams help reduce the carbon footprint compared with conventional building methods.

The project also incorporates more than 4,400 cubic metres of lower-carbon concrete, along with lower-carbon wall panels and roofing materials. Together, these choices support a construction approach that prioritises locally sourced materials and shorter supply chains.

By combining lower-carbon materials with more efficient sourcing, the project is expected to produce at least 20 percent fewer construction-related carbon emissions than Amazon’s previous design standards.

WORKING SMARTER

Now operational, the station brings together all-electric systems and rooftop solar panels to help minimise its carbon footprint.

As a result, it is projected to use around half the energy of a typical logistics building – nearly three times the reduction required for its net-zero carbon certification.

That efficiency comes from several features working in tandem. High-efficiency electric heat pumps replace gas heating, whilst energy recovery systems capture heat that would otherwise be lost through ventilation. At the dock doors, air curtains help maintain stable indoor temperatures despite the constant movement of delivery vans.

The station also includes water-saving plumbing fixtures, expected to reduce water consumption by about 20 percent compared with conventional designs.

ZEROING IN ON CERTIFICATION

The Stockton-on-Tees delivery station has been designed to meet the UK Net Zero Carbon Buildings Standard. It is also the first building in Amazon’s global network designed to meet the latest version of the International Living Future Institute’s Zero Carbon Certification (v1.1).

The station joins other Amazon buildings worldwide that have already earned – or are pursuing – ILFI Zero Carbon Certification, with each project reflecting the version of the standard in place when it was designed.

Once the building has completed a full year of operations, third-party assessors will review its performance data to determine whether it qualifies for formal certification in 2027. In the meantime, Amazon will track and share lessons from the process to help shape its approach to future projects.

DELIVERING LOCAL OPPORTUNITIES

The delivery station has created 100 jobs in the local area, spanning roles for managers, supervisors and associates.

For full-time operations roles, competitive pay starts at £31,000 a year. Employees also receive a comprehensive benefits package, including private medical insurance, life assurance, income protection, an employee discount and a company pension plan. In addition, more roles are advertised at jobsatamazon.co.uk.

Amongst the station’s leaders is Alex Hallimond, its Senior Operations Manager, who has worked at Amazon for more than seven years. Originally from Sunderland, Alex has held roles at several Amazon sites across the Northeast before taking up his current position in Stockton-on-Tees. For him, the building represents more than a new delivery station: it reflects the region’s ongoing evolution.

Alex was drawn to the role by its sustainability ambitions.

During his time at Amazon, Alex completed a chartered management degree through the company’s apprenticeship programme and is now finishing an MBA.

He says opportunities to learn and develop continue at every stage of a career. He also describes Amazon as a fantastic place to work – particularly at smaller sites, where colleagues can enjoy a strong sense of community and a real family feel.

That sense of local connection is reflected in Amazon’s wider contribution to the region. The company has invested more than £4.7 billion in the Northeast since 2010. Separately, an independent report by Public First found that Amazon contributed £300 million to the Teesside economy in 2024 alone.

The report also found that nearly half of entry-level employees at the Stockton-on-Tees site had previously been unemployed or had joined straight from education.

A PRIME INVESTMENT

Over the past five years, Amazon has invested £3.5 billion in the UK across carbon-free energy, transport electrification and sustainable packaging. According to an independent study by Frontier Economics, these investments support up to 34,000 jobs and generate billions more in economic value.

The new delivery station accounts for £40 million of that investment. It also forms part of Amazon’s plans to invest £40 billion in the UK between 2025 and 2027, the largest investment in the company’s history outside the US. The funding will support jobs, infrastructure and technology across the country.

More broadly, Amazon has invested over £80 billion directly in its UK operations since 2010, creating tens of thousands of jobs in logistics, technology and corporate roles.

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KEEPING AIRCRAFT MOVING

As the aerospace industry faces rising maintenance demand, supply chain complexity, and pressure to maximise fleet availability, transporting critical aircraft components has become an increasingly important operational consideration.

For airlines and aerospace organisations, moving an aircraft engine is a complex undertaking that demands precision, reliability, and speed. Delays can have consequences far beyond transportation, affecting flight schedules, aircraft availability, maintenance programmes, and wider operational commitments.

Recognising these challenges, FedEx has introduced a dedicated engine logistics solution designed to transport aircraft engines and oversized aerospace components with greater coordination and control.

The integrated offering brings together specialist aerospace expertise, digital innovation, and the company’s established global network to help customers minimise disruption and maintain operational continuity.

“When an aircraft engine needs to move, every hour matters and every detail counts,” says Marcus Balzereit, President of FedEx Logistics.

“A delayed engine can impact flight schedules, aircraft availability, maintenance schedules, and operational commitments across the aviation industry.”

Drawing on its airline heritage, FedEx recognises the complexity and urgency of keeping aircraft flying. Its dedicated solution addresses these requirements through a coordinated approach to engine transportation, providing customers with the speed, visibility, and reliability needed to keep operations running efficiently.

SPECIALIST EXPERTISE AND OVERSIGHT

At the heart of the solution is a dedicated team of experts who manage all main-deck engine quotations and oversee shipment execution from origin to destination.

Working closely with teams worldwide, these specialists provide centralised oversight throughout the transportation process. Their responsibilities encompass regulatory compliance, customs coordination, and end-to-end accountability across the entire shipment lifecycle.

This structured approach is supported by strict adherence to FedEx global operating procedures. Every engine movement follows established requirements designed to ensure safety and customer compliance, with each engine fully secured before departure to minimise potential transit risks.

By combining specialist personnel with consistent operational procedures, FedEx aims to provide customers with a dependable transportation experience for some of the aerospace industry’s most critical and valuable assets.

DIGITAL INNOVATION AND GLOBAL REACH

Technology also plays an important role in the integrated offering. A proprietary digital platform complements the specialist team’s work by streamlining quotation generation, automating communications, and securely managing shipment documentation.

Together, these capabilities provide a more coordinated approach to managing complex engine movements, supporting visibility and accountability from initial quotation through to final delivery.

The solution arrives as aerospace organisations navigate extended lead times, parts shortages, and growing pressure to maintain fleet readiness. Against this backdrop, dependable transportation is essential to ensuring that maintenance requirements do not create unnecessary operational delays.

FedEx’s integrated approach strengthens supply chain resilience, improves shipment visibility, and minimises the wider operational impact of maintenance-related disruption.

PROVEN EXPERIENCE IN ENGINE TRANSPORTATION

The scale of FedEx’s experience demonstrates the capabilities underpinning the solution. Since June 2025, the company has transported hundreds of main-deck aircraft engines, representing thousands of tonnes of cargo.

This experience, supported by its global network and specialised aerospace knowledge, positions FedEx to deliver reliable, compliant, and scalable engine transportation solutions across the aerospace industry.

By bringing together dedicated expertise, established operating procedures, and digital capabilities, FedEx is reinforcing its role in moving critical aerospace assets worldwide.

As demands on aviation supply chains continue to evolve, the ability to transport engines safely and efficiently remains essential to keeping fleets operational and the wider industry moving.

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