New Structure Creates Standalone Leader in North American Freight Transportation

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

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

Focus on LTL Network Expansion and Operational Performance

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

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

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

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

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

Extensive Freight Network Supports Supply Chain Operations

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

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

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

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

Spin-Off Creates Independent Public Company

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

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

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

Industry Positioning and Growth Outlook

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

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

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

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SHIFT IN POWER BALANCE

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

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

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

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

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

REGIONAL DIFFERENCES IN LOGISTICS MARKETS

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

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

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

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

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

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

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

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

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

Supply Chain Planning Evolves Toward Operational Orchestration

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

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

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

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

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

AI Embedded Directly into Supply Chain Workflows

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

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

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

From Software Deployment to Outcome Delivery

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

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

The approach shifts engagement priorities:

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

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

Building the Foundation for Enterprise AI

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

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

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

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

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

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

MEETING EVOLVING CUSTOMER EXPECTATIONS

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

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

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

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

THE RISE OF “NEED IT NOW” SHOPPING

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

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

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

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

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

FLEXIBLE DELIVERY OPTIONS AT SCALE

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

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

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

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

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

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

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Acquisition Creates Large-Scale Procurement Intelligence Dataset

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

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

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

Enhanced Data Access for Procurement Teams

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

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

Roy Tuvey, Founder and CEO of Vertice, said:

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

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

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

AI Negotiation Tools Target Procurement Efficiency

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

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

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

Combined Platform Supports End-to-End Procurement Workflows

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

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

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

Procurement Intelligence Embedded at the Point of Decision

Ryan Neu, CEO of Vendr, said:

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

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

Focus on Procurement Orchestration and Supplier Value

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

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

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

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Major Aldi Investment Strengthens UK Supply Chain Network

The facility forms part of Aldi’s wider £1.6 billion investment programme in Britain across 2026 and 2027. The first delivery has now been completed from the site, marking the start of phased operations.

Once fully operational, the Distribution Centre will support nearly 350 stores across the UK and handle close to seven million pallets of stock annually. It will also operate as a National Replenishment Hub, providing additional support to Aldi’s existing warehouse network.

High-Tech Automation Drives Efficiency

Aldi said the Bardon site is its most technologically advanced and efficient Distribution Centre in the UK, with automation playing a central role in warehouse operations.

The retailer has worked with technology partners Dematic and Cimcorp to install automated storage systems designed to improve inventory handling and distribution processes.

The technology includes machinery capable of unloading supplier deliveries and storing product cases in high-density racking until required for store replenishment.

Giles Hurley, Chief Executive Officer of Aldi UK and Ireland, said: “The state-of-the-art technology in Bardon will significantly increase the efficiency of our warehouse network, meaning we can continue to deliver the best possible prices for our customers, every single day.

“Our ambition is to make quality groceries affordable and accessible to all, and that can only happen when everybody in Britain has an Aldi store on their doorstep.

“That’s why we’re committing significant investment in opening new stores and Distribution Centres up and down the country, taking us closer to our goal of having 1,500 stores across the UK.”

According to Aldi, the operational efficiencies delivered by the new facility will support its long-term strategy of maintaining low prices for customers.

Capacity Designed for Growth

At 1.3 million square feet, or more than 120,000 square metres, the Bardon facility is the largest supermarket Distribution Centre in the UK.

Planning approval for the development was granted in August 2020, with ground works beginning in April 2021. Construction of the main building was completed in 2024.

The site comprises five linked buildings, including four ambient chambers and six temperature-controlled chambers for chilled and frozen food products.

To support inbound and outbound logistics activity, the facility includes 100 HGV bays at the front of the building and a further 40 bays at the rear.

Sustainability Features Integrated into Operations

The Bardon Distribution Centre has been designed with sustainability in mind and is described by Aldi as the lowest carbon density warehouse across the Aldi South Group.

A total of 19,000 solar panels have been installed on the roof. Aldi said the system is capable, at certain times, of generating all the electricity required to operate the site.

The Distribution Centre will employ around 1,000 people once fully operational and the workforce will include employees transferring from Aldi’s existing facilities in Sawley, Derbyshire, and Atherstone, Warwickshire. Recruitment for additional positions at the site is also ongoing.

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Global supply chains continue to face mounting pressure from volatility, disruption, and rising customer expectations. Against this backdrop, companies capable of delivering reliability, flexibility, and continuity are becoming increasingly valuable strategic partners.

Miami-based Blulabs has positioned itself firmly within that category.

The global supply chain, sourcing, manufacturing, and logistics specialist has announced a USD$7 million investment led by Lodestone Capital, valuing the business at USD$160 million pre-money and marking a significant milestone in the company’s long-term growth strategy.

The investment will support the continued expansion of Blulabs’ global supply chain platform, technology infrastructure, and customer service capabilities as the company scales operations across multiple international markets.

Blulabs currently operates across 10 countries and four continents, supporting airlines, hospitality companies, distributors, retailers, and Fortune 500 customers through a diversified manufacturing and logistics network.

The company has experienced approximately 40 percent CAGR since 2020 and is projected to reach USD$250 million in revenue through its capex-light operating model.

BUILT FOR RESILIENCE

Founded and developed by the Garson family over several decades, Blulabs has established a business model specifically designed to navigate increasingly complex global supply chains.

Through a diversified supplier base, flexible manufacturing footprint, and deeply integrated customer relationships, the company enables clients to maintain continuity, control costs, and minimise disruption in mission-critical supply environments.

Blulabs’ leadership believes supply chain complexity will continue to intensify, increasing demand for partners capable of combining global reach with operational adaptability and disciplined execution.

Operating largely behind the scenes, Blulabs has developed long-term, high-share customer relationships by prioritising responsiveness, operational consistency, and supply chain problem-solving over consumer-facing brand visibility.

Its customer base includes major commercial airlines, hospitality groups, janitorial and sanitation distributors, and retailers where continuity and reliability are essential.

AI-ENABLED EXPANSION

A portion of the new investment will accelerate development of Blulabs’ proprietary AI-enabled supply chain intelligence platform.

The technology is being developed to improve visibility across purchase orders, production schedules, freight routing, inventory planning, and customer commitments, enabling the company to anticipate disruptions and optimise operational decisions in real time.

By tracking critical variables across the supply chain ecosystem, the platform is expected to strengthen customer responsiveness and improve reliability during periods of market uncertainty.

Lodestone Capital views Blulabs as a strong example of a founder- and family-led business with scalable infrastructure, deep customer relationships, and significant long-term market opportunity.

The partnership also represents a broader institutionalisation of the Blulabs platform, with Lodestone Capital supporting governance, strategic planning, technology development, and long-term capital infrastructure, while maintaining the entrepreneurial culture that has driven the company’s growth.

NEXT-GENERATION LEADERSHIP

For Blulabs, the investment is as much about continuity as it is expansion.

According to the company’s leadership, the financing strengthens Blulabs’ ability to build upon the operational principles established by Founder and Chairman Marc Garson, while introducing additional technological and institutional capabilities.

The company maintains that its core identity will remain unchanged as it scales, with customer trust, reliability, and execution continuing to define the business.

Marc Garson believes the company’s long-term success has always been rooted in its ability to solve problems consistently and support customers during challenging market conditions.

As global supply chain complexity continues to intensify, Blulabs’ combination of operational flexibility, technology investment, and relationship-driven execution positions the company for sustained international growth.

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Delivering reliability, scalability and operational performance

EUROGATE Technical Services is upgrading maintenance operations across its German container terminal network through a partnership with Ultimo and implementation partner MaxGrip, supporting greater reliability, scalability and operational performance.

The organization maintains mission-critical infrastructure at terminals in Bremerhaven, Hamburg and Wilhelmshaven, serving both EUROGATE terminals and other operators.

As technical complexity and pressure on availability continue to grow, EUROGATE Technical Services identified the need for a more structured, data-driven maintenance model. Ultimo was selected for its asset management capabilities, including mobility, usability and operational transparency.

Mobile tools improve maintenance execution and responsiveness

The rollout introduces mobile working capabilities for around 450 field technicians, providing direct access to maintenance data and operational information in the field. EUROGATE Technical Services expects the platform to improve efficiency, responsiveness and data quality.

“Implementing a modern asset management platform like Ultimo enables a new standard of reliability, transparency and operational excellence,” said Stefan Jann, Managing Director of EUROGATE Technical Services.

Ultimo will support maintenance planning, incident management and lifecycle documentation, while operating alongside SAP ERP, which remains responsible for financial and administrative processes.

The phased rollout across EUROGATE’s terminal network is designed to support continuous improvement while minimizing operational disruption.

MaxGrip partnership targets long-term operational gains

Implementation partner MaxGrip is supporting both the deployment and the broader asset management transformation. Alongside system integration, the company is helping EUROGATE Technical Services adopt asset management best practices and manage the transition from its previous enterprise asset management system.

“For EUROGATE Technical Services, maintenance is not just a support function. It’s a strategic capability that creates measurable value,” said Steven Elsham, CEO of Ultimo. “And by strengthening its asset management foundation with Ultimo, EUROGATE Technical Services are building a future-ready technical operation that can support growing volumes, increasing complexity and higher performance expectations. We look forward to supporting them on that journey.”

Predictive maintenance and AI optimization next priorities

Future priorities for EUROGATE Technical Services include advanced analytics, AI-supported performance optimization and predictive maintenance capabilities.

“Ultimo will be a key enabler of digital asset management. Future priorities include advanced analytics and AI-supported performance optimization. We also want to move toward predictive maintenance,” adds Stefan Jann.

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MULTI-YEAR AGREEMENT

As the defence sector faces mounting pressure to innovate at pace, strategic technology partnerships are becoming increasingly critical. A new multi-year agreement between BAE Systems and Capgemini marks a significant step forward in modernising enterprise technology operations across one of the world’s leading defence organisations.

Announced on 14 May 2026, the partnership represents a major evolution in the long-standing relationship between the two companies. Under the agreement, Capgemini will take on a central role in orchestrating technology operations across BAE Systems’ global business, helping to integrate services, streamline delivery, and accelerate transformation initiatives.

BUILDING A UNIFIED DIGITAL ECOSYSTEM

At the heart of the engagement is the introduction of a new technology operating model designed to unify multiple service providers under a single operational framework. The move signals a departure from traditional siloed approaches to IT management, replacing fragmented delivery structures with an integrated, collaborative ecosystem.

Capgemini will work alongside BAE Systems to improve operational integration across the organisation’s technology landscape and accelerate the deployment of new digital solutions. The transformation is expected to enhance employee productivity, improve user experience, and increase operational efficiency across the business.

Importantly, the new model has also been designed to support BAE Systems’ international ambitions. By creating a more connected and scalable technology environment, the company aims to strengthen collaboration across major global programmes and improve its ability to respond to evolving market demands.

ENABLING GREATER AGILITY

The agreement arrives at a time when defence, aerospace, and security organisations are navigating an increasingly dynamic global landscape. Speed, agility, and innovation have become essential operational priorities as companies seek to adapt to changing geopolitical realities and rapidly advancing technologies.

For BAE Systems, the transformation represents an opportunity to align its technology capabilities more closely with these evolving requirements.

Mary Haigh, Deputy Chief Information Officer at BAE Systems, highlighted the strategic importance of the initiative.

The partnership also reflects Capgemini’s growing role in supporting large-scale enterprise transformation programmes within highly complex and regulated industries.

LONG-STANDING RELATIONSHIP

Rob Walker, Managing Director of Capgemini in the UK, said the agreement demonstrates a shared commitment to modernising technology operations at scale.

He explained how the partnership builds on the long-standing relationship between Capgemini and BAE Systems, highlighting the defence company’s important role within the UK’s security and defence sector.

Walker added that Capgemini’s role is becoming more connected, outcome-focused, and ready to support its long-term ambitions and evolving global requirements.

SUPPORTING INTERNATIONAL GROWTH

The transformation is expected to deliver several key operational benefits for BAE Systems, including enhanced change management capabilities, faster deployment of innovative technologies, and improved consistency across service delivery.

By integrating technology operations into a more cohesive structure, the company is also positioning itself to scale more effectively as international collaboration and cross-border defence programmes continue to grow in importance.

For Capgemini, the agreement further reinforces its position as a strategic transformation partner capable of delivering large-scale operational change across critical industries. With more than 420,000 employees operating in over 50 countries, the company continues to expand its focus on AI-powered business and technology transformation.

As defence organisations increasingly prioritise resilience, efficiency, and innovation, partnerships such as this are likely to play a defining role in shaping the future of digital operations across the sector.

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New Distribution Centre Enhances Logistics Efficiency

The investment includes advanced manufacturing upgrades for laundry products and a new automated distribution centre directly connected to the site’s three factories, supporting end-to-end supply chain operations from production through to retail delivery.

The flagship automated distribution centre is designed to improve capacity, efficiency and service levels across Unilever’s supply chain network.

Spanning 10,000 square metres, the facility uses 2,000 metres of automated conveyors and eight 30-metre-high stacking cranes capable of handling up to 17,000 pallets, equivalent to 13,600 tonnes of product, each week and connecting the distribution centre directly to the factories will remove the need for hundreds of weekly lorry movements between manufacturing and off-site warehouses.

Lee Mawson, Head of Customer Operations, Unilever UK and Ireland, said: “This is a big step forward for us in our UK and European supply chain.

“The distribution centre will boost capacity, efficiency and service levels for our retail customers, improving product availability and enabling direct dispatch to retailers in the UK and a number of European markets.”

Manufacturing Investment Supports Next-Generation Product Innovation

The investment also includes upgrades to Port Sunlight’s Home Care manufacturing operations, which produce brands including Persil, Surf and Comfort.

The new manufacturing capability will increase laundry capsule production three-fold while enabling production of smaller and more complex capsule formats, including Persil’s new four-chamber capsules developed at the company’s Port Sunlight R&D labs.

Madeleine McLeod, Factory Director for Port Sunlight Home Care, said: “The investment completion we are announcing today makes us future-fit, boosting our capacity and efficiency as we roll out our latest home care innovations.”

Supply Chain Decarbonisation Embedded into Facility Design

The new logistics hub is powered by 100% renewable energy and includes solar panels, heat pumps and solar reflectance painting.

Unilever said the reduction in lorry journeys is expected to deliver a 27% reduction in primary logistics emissions, saving an estimated 827 tonnes of CO₂.

Steve Rotheram, Mayor of the Liverpool City Region, said: “This new facility shows how economic growth and sustainability can go hand in hand.

“By cutting hundreds of lorry journeys from our roads each week, Unilever is supporting our target to reach net zero by 2035, improve air quality for local people, and support ambitions for a cleaner, greener city region.”

Port Sunlight Remains Central to Unilever’s Manufacturing Strategy

Port Sunlight remains one of Unilever’s most significant manufacturing and R&D sites, employing around 2,000 people across production, logistics and innovation functions.

Marc Woodward, Head of Unilever UK, said: “This is a landmark moment for Port Sunlight.

“The completion of investments in Home Care manufacturing and the opening of a new flagship distribution centre will support the growth of our business and reinforce Port Sunlight’s role as a strategic hub for our UK and European operations.”

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ELEVATING AVIATION STANDARDS

Airports are hives of activity where ground services play a crucial role in orchestrating logistics that are as essential as aviation itself.

In this dynamic environment, the individuals working in these vital roles often operate behind the scenes but are fundamental to ensuring the smooth flow of air travel.

These interconnected hubs depend on a complex network of support operations that guarantee every aspect, from baggage handling to passenger assistance, runs efficiently amongst the hustle and bustle of arrivals and departures.

During peak travel times, demand for these services increases significantly, highlighting the airline industry’s most visible responsibilities.

Known for its efficiency and reliability, Sky Handling Partner (SHP) is a prominent player in the airport ground handling sector, operating within Groupe CRIT’s global ground handling division.

The company provides essential aircraft turnaround services to major airlines, including passenger handling, ramp, and load control, prioritising safety, reliability, and the customer experience.

Established in Ireland in 2000, SHP expanded its operations to the UK in 2011, specifically at London City Airport (LCY) and London Heathrow Airport (LHR), before launching the Cobalt Ground Solutions brand in 2016.

At present, SHP boasts a dedicated workforce of over 1,850 employees spread across its primary operational hubs in Dublin, Shannon, and London.

“Safety, security, and service are the cornerstones of our performance. All our stations have dedicated on-site safety and security teams who collaborate closely with airport community stakeholders,” introduces Darren Moloney, General Manager.

“The coordination of these teams at all levels facilitates a safety-first approach to every aspect of our ground handling activities.”

Moreover, to strengthen and nurture its partnerships with major airline clients, the company implements a range of strategic initiatives to enhance collaboration and ensure mutual growth.

With a comprehensive range of services, Cobalt Ground Solutions collaborates with SHP to ensure consistent operational standards across various locations, whilst also leveraging Groupe Europe Handling’s expertise.

“Groupe Europe Handling, Cobalt Ground Solutions, and SHP share many of the same airline customers across our network. The adoption of resource and planning technologies safeguards alignment with airline standards and requirements,” Moloney adds.

EMBRACING INNOVATION

Key challenges currently facing the aviation industry include operational disruptions, rising fuel costs, customer demands, sustainability compliance, and delays in hiring processes, with the latter being particularly problematic for SHP.

However, the company is preparing to address these issues through strategic investments and enhanced customer service initiatives.

“Seasonality remains a primary challenge for our Dublin operations, coupled with the necessity to scale resource bases accordingly,” Moloney acknowledges.

“The enhanced security vetting process dictates a longer recruitment timeline, with onboarding for summer operations commencing in early Q1 annually.”

To achieve this, SHP needs to streamline the recruitment process whilst maintaining rigorous standards, balancing efficiency with quality in attracting talent.

“Ensuring the ground handling sector is an attractive career option for a workforce that appears more transitory. This requires a strong focus on recruitment policies, training, and development, and it must clearly highlight a career development path,” he emphasises.

“Additionally, SHP offers competitive packages to new entrants with various opportunities to adopt flexible roster options for team members that provide a good and predictable work-life balance whilst ensuring sufficient flexibility to cover airline operations in a dynamic and fluid environment.”

As SHP implements competitive employment packages to ensure a balanced work-life environment for team members, it is also committed to advancing the electrification of its fleet across Europe, recognising that the availability of charging infrastructure at each airport will be crucial to this transition.

“The electrification programme is airport-dependent and heavily influenced by the electric charging capacity available within each station.

“The class of ground support equipment (GSE) that has already commenced the transition to electric includes baggage tractors, belt loaders, and our car fleet. Over the next few years, we will accelerate electrification across our fleet at all stations,” Moloney details.

OPTIMISING OPERATIONS

Airport ground handling services have undergone a significant transformation in recent years, primarily driven by technological advancement and integration.

As a result, the sector is increasingly embracing automation and data-driven approaches to improve operational efficiency and safety.

This evolution has introduced innovative tools and systems that streamline and improve the overall passenger experience, fundamentally changing how ground services are delivered at airports worldwide.

Indeed, SHP is exploring specific enhancements to its IT infrastructure and software to boost operations and customer service with a versatile technology solution.

“WorkBridge is currently being introduced to stations in the UK and Ireland to provide enhanced operational visibility in real-time,” Moloney tells us.

This solution is designed to support all types of airport services, including baggage and cargo handling, passenger check-in, boarding, security, and maintenance.

“The platform facilitates accurate resource planning across service delivery teams and enables controllers to optimise our response to off-schedule airline activity on any given day,” he informs.

“It also provides oversight on skill set requirements, so our planning teams can factor this into our seasonal planning programmes.”

In addition to improving resource management, customer services, and overall efficiency with WorkBridge’s sophisticated system capabilities, SHP has introduced integrated compliance, safety, and risk management.

“In February, we moved to Centrik by Trustflight, an integrated safety management system (SMS) designed to streamline compliance, risk management, reporting, and operational safety processes within the aviation industry,” Moloney outlines.

“The transition to the new SMS was carried out using a structured approach to minimise disruption to operations and maintain compliance with safety requirements.”

To facilitate this transition, SHP conducted a thorough assessment to inform decisions on how to proceed.

“The project began with a review of the existing system and a gap analysis to identify requirements and reporting needs that needed to be replicated or improved within the new platform. Existing safety data, including reports, risk registers, audits, and corrective actions from the outgoing system, were retained and archived,” states Moloney.

ENHANCING THE EMPLOYEE EXPERIENCE

Several critical factors make SHP an appealing workplace for employees – these elements foster a supportive and engaging environment that promotes professional growth and job satisfaction.

“Our employees are part of frontline airport operations where no two days are the same. Working closely with airlines, passengers, and flight operations creates an energetic and rewarding atmosphere,” Moloney explains.

“Many team members highlight supportive colleagues and a strong teamwork culture as amongst the best parts of working for the company. Collaboration is essential in aviation operations, and employees often build strong working relationships.”

As SHP’s feedback indicates, employees seem to appreciate this way of working, which further enhances team dynamics and individual development.

The company not only promotes internal progression but also provides exposure to different operational areas within aviation handling services.

Employees therefore gain valuable industry experience and practical skills that support long-term career growth.

“SHP is dedicated to investing in operational and safety training to ensure staff are confident and prepared in their roles. This helps them develop professionally whilst maintaining high service standards,” Moloney optimistically concludes.

“Meanwhile, in terms of priorities for the coming year, our two main objectives are to complete the rollout of WorkBridge and appoint a Culture Learning and Development Manager for our operations in Ireland.”

By leveraging technology and implementing strategies that address industry challenges, SHP demonstrates its commitment to improving operational standards and building strong relationships with airline clients.

Furthermore, as the company advances electrification and innovative solutions, it delivers a smoother travel experience for passengers and positions itself as a leader in the sustainable and efficient management of airport services.

As a result, SHP is set to raise the standards of airport ground handling across Europe and beyond.

The post Sky Handling Partner : Elevating Aviation Standards appeared first on Supply Chain Outlook.

INNOVATION IN MOTION

As the largest maritime intermodal operator in the UK and a multi-award-winning provider of logistics solutions, Freightliner has made a name for itself and its services as one of the most sustainable, efficient, and advanced within the entire industry.

Through dedication, expertise, and ever-evolving rail and logistics solutions, the company is committed to getting the job done safely and responsibly, allowing businesses to rely on Freightliner when needed most.

The combination of the company’s locomotive fleet, strategically-located UK terminals, and road vehicles allows for the sustainable and seamless journey of goods. Freightliner operates over 30 different rail freight routes running almost 400 services per week, moving over a million twenty-foot equivalent units (TEU) annually.

“Our operations are broad, and often people don’t realise we don’t just move containers – we also operate night trunking services for large distribution companies, have a specialist haulage team, and a cargo handling team,” introduces Nick Matthews, COO.

“Our client base is varied – we support all the major shipping lines as well as freight forwarders, individuals, and beneficial cargo owners (BCOs). We can support and move goods for anyone, regardless of business size.”

Recently, in 2025, Freightliner celebrated its 60th anniversary. To honour this achievement, the company reflected on its rich history and continuous innovation. What started as a division of British Rail – as the first operator of container trains within the UK – soon developed into a deep-sea freight intermodal business offering its own end-to-end proposition.

“Building a reputation for reliable service that meets specific customer needs and delivers great supply chain efficiencies has been key to our success. Six decades on, we are still laser-focused on delivering for our customers and ensuring they get the best possible service,” expands Matthews.

This anniversary was also an excellent opportunity to celebrate the people who make Freightliner, as achieving this milestone would be impossible without those who deliver daily, ensuring customers are provided with reliable, efficient, and safe services.

THE INDUSTRY STANDARD

With his career in the supply chain industry beginning in the late 1990s, Matthews first joined Taylor Barnard Container Services in Felixstowe, which acted as an introduction to containerised freight and the broader supply chain landscape.

From there, he moved to other companies, gaining exposure across several functions before being offered the opportunity to relocate to Cape Town, South Africa, in the role of International Transport Manager.

Eventually moving back to the UK, Matthews stepped into the role of COO for Freightliner in 2024, assuming accountability across all operations, including rail and road transportation terminal operations, alongside health, safety, and workforce welfare.

“Inadvertently, I fell into the industry – but the variety, complexity, relationships, and opportunity it offered kept me here,” he comments.

The business differentiates itself through a variety of means, including its ability to provide end-to-end services for customers whilst owning all assets critical to ensuring reliability. Through constant innovation and dedication, the company manages approximately 60 percent of the intermodal rail freight market within the UK and possesses extensive rail freight path rights.

“We are an award-winning provider and have consistently been named Multimodal’s ‘Rail Freight Provider of the Year’, an award which is particularly pertinent as it is voted for by the industry and its customers,” Matthews details.

Equally, the scale of Freightliner’s services and operations allows it to move large volumes of goods quickly and efficiently. The company’s capabilities were directly seen when the Gemini Cooperation reshaped its UK port strategy, shifting container flows from Felixstowe to London Gateway.

Freightliner responded by rapidly reorganising its inland rail operations to support the change. Meeting the subsequent demand surge at London Gateway, it mobilised additional resources and doubled its daily intermodal services from the port, implementing a revised, faster train plan, and reallocated assets across the network – all of which was completed in under five months.

“The mobilisation required coordination with infrastructure providers, terminal operators, and stakeholders to ensure a seamless transition. We highlighted the effort as a testament to the capability and flexibility of our staff, network, and assets,” explains Matthews.

Freightliner is also committed to helping customers reduce carbon emissions. Rail freight is already the sustainable choice, emitting 76 percent less greenhouse gases (GHG) compared with diesel road transportation, but the company is determined to push the boundaries by operating the largest electric locomotive fleet in the market and providing customers with the option to use hydrotreated vegetable oil (HVO) fuel.

LEADING EXPERTS ON HAND

Freightliner’s core purpose is to be the safest and most respected transportation service provider in the world.

“We believe that everyone at Freightliner has the right to get home safely after their shift – our group motto we always work to is ‘work safe, go home safe’,” asserts Matthews.

“We work tirelessly to stay at the forefront of personnel safety and welfare. Recently, we showed our dedication to our staff’s well-being by signing the Rail Safety and Standards Board’s Welfare Facilities Charter, which further reinforces our commitment to ensuring staff are provided with suitable and dignified welfare facilities.”

Customers choose to work with the company because they are confident that at Freightliner, safe working practices are non-negotiable and goods are delivered on time. The company is proud to offer ongoing safety training to ensure it remains the highest priority across all operational sites.

“Everything we do at Freightliner is underpinned by our unwavering dedication to safety,” Matthews prides.

Equally, the company currently has three key investment focus areas, including its wagon strategy, enhancing its locomotive fleet, and the expansion of its terminal business in strategic locations.

Specifically, Freightliner’s wagon strategy comprises removing a number of 60-foot (ft) platforms and replacing them with 40-ft ‘Shortliner’ wagons, allowing it to grow its commercial capability by 20 percent whilst reducing carbon emissions along the way.

Additionally, Freightliner is the freight leader in operating electric traction on the network with the Class 90 locomotives. The company is investigating if it can further enhance their fleet to reduce emissions on the network using new bi-mode locomotives.

“Furthermore, we are looking to expand our terminal operations in key locations in order to increase our volumes and grow in line with customer demand,” informs Matthews.

DELIVERING CONTINUED SUCCESS

Recently, Freightliner launched new services at Daventry – a key distribution hub within the UK. These will be used for routes often serviced by road, so the launch of the rail freight support will remove heavy goods vehicles (HGVs) from the already busy road and motorway network.

“It will help customers who have not previously used rail move towards our services, which are the more sustainable option,” Matthews expands.

“Rail freight only really works at its best when it’s backed by a smooth, efficient road operation, and the truth is our supply chain functions strongest when rail and road play to their individual strengths rather than being seen as rivals. Our ability, as Freightliner, to offer a tailored solution is important for our customers.”

The company is witnessing an increase in model shift for several reasons, the first of which is sustainability, as customers are reducing their carbon footprint by taking road miles out of the supply chain.

Secondly, there is the industry-wide problem of the increasing average age of truck drivers. To address this, Freightliner is working to attract younger people, especially younger women, to road transport.

“As an industry, we have to make these roles more attractive to future generations. That’s why rail should be seen as part of the solution, because by taking on the long-distance work, it allows the fleet to focus on shorter trips to and from terminals, which means drivers are home every night, and the job becomes a more enticing career option,” concludes Matthews.

Ultimately, as Freightliner looks ahead, it is focused on delivering customer commitments, growing its business with its customer base, and continuing to provide a fantastic customer service to all.

The post Freightliner : Innovation in Motion appeared first on Supply Chain Outlook.

ACCELERATING BATTERY CAPABILITIES

DHL Supply Chain, DHL Group’s specialist contracts logistics division, has begun construction on a new European Battery Logistics Hub in Holtum, Limburg, strengthening its capabilities in battery and energy storage logistics as demand for electric mobility solutions continues to accelerate across Europe. 

The development will add 17,000 square metres of specialist storage and service space dedicated to high-voltage batteries and battery energy storage systems (BESS). Positioned alongside the company’s existing automotive operation in Holtum, the new facility will form an integrated campus designed to support end-to-end e-mobility and energy system supply chains throughout the region. 

The hub is expected to become operational in early 2027 and will handle batteries destined for both electric vehicles (EVs) and rapidly growing energy storage applications, including residential and solar energy systems. 

DHL Supply Chain believes the facility’s strategic location near key European transport routes will help establish Holtum as a central gateway for battery logistics across the Netherlands, Germany, Belgium, and surrounding markets. 

“By expanding our battery logistics capabilities in Holtum and closely linking them with our existing automotive expertise on site, we are creating a scalable one-stop shop solution for the EV sector. This investment directly supports DHL Group Strategy 2030, where New Energy is a decisive growth driver for our business across Europe. 

SUPPORTING THE BATTERY LIFECYCLE 

Designed to support highly regulated battery supply chains, the hub will provide a range of specialist services including compliant storage, diagnostics and testing, charging and conditioning, refurbishment, reverse logistics, and preparation for recycling. 

DHL Supply Chain says the combination of logistics and technical capabilities will help customers manage the entire battery lifecycle more efficiently, whilst supporting circular supply chain practices. 

“For the Netherlands and the region around Holtum, this development reinforces the site’s strategic importance as a logistics and new energy hub,” says 

The campus also benefits from access to major motorway connections between the Benelux region and Germany, as well as a nearby container and barge terminal on the Juliana Canal, supporting more resilient and sustainable distribution networks. 

INVESTING IN NEW ENERGY  

The investment forms part of DHL Group’s wider Strategy 2030, which prioritises growth sectors such as electric mobility, renewable energy, and circular supply chains through continued investment in specialist logistics infrastructure and services. 

The post DHL Supply Chain Expands European Battery Logistics Footprint appeared first on Supply Chain Outlook.

Tackling Growing Pressure for Supply Chain Emissions Transparency

Integrated directly into the Avetta platform, the new “eco-shaper mini” calculator is designed to help suppliers calculate and report Scope 1 and Scope 2 emissions using straightforward operational inputs and recognised carbon accounting methodologies.

The partnership responds to increasing demand from procurement teams and enterprise customers for more transparent supplier sustainability data. According to the release, suppliers are facing growing expectations around emissions reporting, despite many lacking the specialist expertise or resources needed to manage complex carbon accounting processes.

By embedding the tool within Avetta’s existing supplier management platform, suppliers can manage sustainability reporting alongside broader compliance and client requirements.

Katie Martin, Director, Sustainability and Innovation at Avetta, said: “Suppliers are being asked to provide more sustainability data than ever before, but many do not have the internal resources or tools to respond efficiently.

“Our partnership with eco-shaper removes a key barrier by making emissions measurement more accessible. It helps suppliers strengthen customer relationships through more consistent, accurate reporting while also identifying opportunities to improve their own ESG performance. At the same time, it gives hiring clients the reliable supplier data they need to advance sustainability goals across their supply chains.”

Simplifying Emissions Reporting for Suppliers

The companies said the tool was specifically designed as a practical entry point for organisations seeking a simpler approach to emissions reporting without the cost or complexity of enterprise sustainability software.

For suppliers, the platform aims to reduce the administrative burden associated with customer sustainability requests while improving reporting consistency and confidence.

Daniel Jacobs, Director of Sustainability at Harvard Maintenance, said: “Having a straightforward tool like this will make it easier to respond to requests for emissions data.

“It will save time, reduce uncertainty and support our ongoing commitment to improvement and meeting changing expectations.”

Supporting Sustainable Procurement and Supply Chain Collaboration

Avetta said broader supplier participation in emissions reporting could improve visibility into supply chain emissions and strengthen sustainability reporting inputs for hiring clients.

Tracey Carr, CEO at eco-shaper, said: “Most suppliers want to take meaningful action on sustainability, but are understandably unsure where to begin.

“By partnering with Avetta, we are putting an intuitive, credible solution directly into the hands of the companies that need it most, helping them to measure emissions confidently and to take the next step in their sustainability journeys.”

The post Avetta and eco-shaper Launch New Tool to Simplify Supply Chain Emissions Reporting appeared first on Supply Chain Outlook.

MARITIME CONNECTIVITY AT SEA  

A new partnership between Ericsson and Net Feasa aims to transform maritime operations through secure 4G and 5G connectivity combined with agentic artificial intelligence (AI)-ready data capabilities. 

The collaboration will provide container vessels with carrier-grade connectivity designed to improve cargo visibility, operational efficiency, and safety across global shipping networks. According to the companies, the solution has been developed to support operations regardless of where vessels are located on the world’s oceans.  

The partnership combines Ericsson’s telecommunications infrastructure with Net Feasa’s smart container and logistics technology platform. The offering includes Ericsson Radio System products and Ericsson On-Demand 5G Core delivered as-a-service, alongside Net Feasa’s Agentic Control Tower platform.  

The companies state that the solution will enable thousands of connected assets onboard vessels to communicate in real time through low-Earth orbit satellite connectivity. This allows operators to gain continuous oversight of containers and cargo conditions while at sea.  

“Maritime operators need secure, reliable connectivity that follows the vessel, wherever it sails,” highlights Andres Vicente, Head of Southeast Asia, Oceania, and India for Ericsson.  

“Alongside Net Feasa, we are bringing on board 4G and 5G cellular networks to the world’s container fleets, establishing the foundation for data-driven operations and AI-enabled services from ship to shore.  

SMARTER SHIPPING OPERATIONS 

Several live maritime use cases are already being deployed through the partnership, including reefer monitoring, dangerous goods handling, and early heat detection onboard container vessels. These applications are intended to help operators proactively manage cargo risks and improve supply chain resilience.  

The companies say the system creates AI-ready data streams that support more intelligent operational decision-making across the maritime industry. By combining connectivity with agentic AI capabilities, vessels and connected assets can autonomously communicate changes in status and generate alerts when issues arise.  

Ericsson noted that the partnership supports the growing demand for reliable connectivity across ports, shipping fleets, and wider logistics operations as the maritime industry continues its digital transformation journey.  

In the original announcement, the companies highlighted the operational advantages of combining telecommunications infrastructure with intelligent cargo monitoring systems. 

For instance, secure, carrier-grade 4G/5G connectivity on board container vessels, delivering agentic AI-ready data, will improve cargo visibility and increase operational efficiency across the maritime industry, regardless of location on the world’s oceans.  

Net Feasa’s Agentic Control Tower platform is designed to provide visibility of smart-enabled containers while supporting SIM-managed end-to-end connectivity for shipping companies and port operators.  

“Digitalisation of the intermodal supply chain is at a tipping point. With the advent of agentic AI, we are gathering data from everything that moves, analysing and securing this data, and empowering carriers to act on this data across their operations,” explains Mike Fitzgerald, Chairman and Founder of Net Feasa.  

“This landmark partnership has the potential to transform the global maritime industry not just from an operational efficiency perspective but across employee safety, cargo risk reduction and compliance.” 

DIGITAL TRANSFORMATION AT SEA  

The maritime sector is increasingly adopting connected technologies to improve visibility, automate processes, and reduce operational disruption across supply chains. Ericsson has previously highlighted the role of cellular connectivity in enabling smarter ports and more efficient transport hubs capable of securely tracking millions of shipments.  

The latest partnership reflects growing industry interest in combining 5G infrastructure with AI-driven operational systems to support more autonomous and data-led logistics environments. Ericsson has also continued to expand its focus on agentic AI technologies across enterprise networking and telecommunications applications. 

The post Ericsson and Net Feasa Deliver a Step-change in Maritime Connectivity appeared first on Supply Chain Outlook.