KiK Textilien und Non-Food GmbH continues to rely on the supply chain expertise of the Ehrhardt Partner Group (EPG). Following the successful launch of the LFS warehouse management system at the newly built distribution centre in Rabowice, Poland, the system is now also fully operational at the Kostolné Kračany site in Slovakia.

With the completion of the hypercare phase, KiK reports an entirely positive outcome: a structured, collaborative implementation, in-depth process knowledge, and a smooth go-live — both in Poland and Slovakia. Together, the two modern logistics centres form the backbone of the supply network for over 4,200 stores across 14 European countries.

The implementation of LFS was not just a technical challenge, but above all a collaborative project that crossed national borders. The central logistics team in Bönen, local staff on site, the SAP team, and EPG’s supply chain specialists worked closely together in a tightly coordinated effort. The excellent alignment among all parties involved was particularly praised. “The way the go-live was executed on site — it was truly first-class,” emphasized Michael Frölich, Managing Director of KiK Logistik GmbH. “The project team was exceptionally well-prepared, communicated as equals, and was consistently solution-oriented.”

142,000 Picks per Day

Kostolné Kračany demonstrates what modern warehouse logistics can achieve. Covering 46,000 square metres and offering around 40,000 pallet spaces, the LFS system manages all processes— from chaotic warehousing with an integrated FIFO principle to precise inventory traceability. The average daily throughput is 112,000 picks, with a record high of 142,000 picked units in a single day. In addition to textiles, the facility also handles seasonal non-food items such as decorations and toys. Specialized areas support the storage of hazardous materials and temperature-sensitive products like confectionery and beverages. Modern mobile data entry (MDE) devices and tablets are used throughout the facility, ensuring smooth process integration and transparent quality control from goods receipt to shipping.

Unified IT Structures as a Foundation for Scalability and Efficiency

With the implementation of LFS in Poland and Slovakia, KiK is pursuing a clear digital strategy: standardizing processes, harmonizing IT structures, and integrating new locations more quickly. Integration with the central SAP ERP system was achieved via standardized interfaces. Numerous custom extensions, such as for managing external warehouses or handling complex picking logic, highlight the system’s flexibility. A key success factor was the well-designed training concept. Employees were prepared for the new LFS using a hands-on approach in a test system. Lessons learned from the Polish rollout were deliberately applied to the implementation in Slovakia — an excellent example of effective knowledge transfer.

“The successful implementation of LFS at two international sites is the result of exceptionally close and trusting collaboration,” says Alain Linder, Team Lead Project Management Consulting at EPG. “Strong process knowledge on both sides, clear communication, and a shared goal made this project a true model for success.”

At KiK Logistik’s headquarters in Bönen, preparations for the next expansion phase are already underway. In the future, LFS will also control a fully automated high-bay warehouse with pallet conveyor technology at that location.

Future-Oriented: Real-Time Data, Transparency, and Paperless Processes

After going live, KiK continues to work closely with EPG to further develop its digital logistics landscape. Already today, the analytics tool TIMESQUARE provides meaningful real-time KPIs on pick times, warehouse utilization, and inventory transparency — an essential foundation for data-driven optimization.

The next milestone is the introduction of a digital delivery note. Currently, a physical packing list is still included in each shipment, but going forward this step will be completely paperless, from goods receipt to shipping. “With LFS, we haven’t just implemented a powerful warehouse management system — we’ve created a future-ready platform that evolves with our needs, both technically and operationally,” summarizes Frölich.

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One of the most advanced logistics centres in the German-speaking region is taking shape in Wiener Neudorf, Austria. REWE Group, one of Austria’s leading local suppliers, has awarded the WITRON Group the order to design, implement, and service a highly automated logistics centre for dry goods. The facility with a size of 135,600 square metres will handle more than 600,000 cases daily and supply around 2,500 stores from a product range of approximately 21,000 items. The core element of the project is the latest generation of WITRON’s OPM solution featuring 40 COM machines. The contract between the two project partners was signed in June 2025.

The REWE Group is transforming the site within existing premises into a sustainable and innovative logistics hub, incorporating state-of-the-art warehouse technologies. From there, the company will supply its BILLA, BILLA PLUS, BIPA, and ADEG stores, as well as cooperation partners such as gas station shops, with dry goods. “This project is a milestone for our entire company group. With the new logistics centre, we are creating the infrastructure needed for modern, efficient, and sustainable retailing”, explains Peter Maly, REWE Group Board Member for Logistics and Supply Chain Management.

“In Wiener Neudorf, we are building one of Europe’s most modern retail logistics platforms – a sustainable and resilient backbone for our supply chain,” emphasizes Marcel Haraszti, Executive Board Member of REWE International AG. “We are consolidating our goods flows, reducing transport volumes, increasing supply reliability, and creating new jobs for highly qualified employees in logistics, technology, and IT.”

Efficient module mix with high cost-efficiency

The facility will utilize WITRON’s OPM (Order Picking Machinery) and CPS (Car Picking System) solutions, enabling fully automated, semi-automated, and store-friendly stacking of cases onto pallets and roll containers. A unique feature of the CPS solution is that employees pick items in a path-optimized manner – guided by a pick-by-voice system – from a pick front stocked with layer trays, totes, and pallets. Replenishment is handled by stacker cranes.

Small-volume items will be picked directly from storage totes into shipping totes at eight ergonomically designed workstations using the DPS solution and guided by pick-by-light technology. Here too, the pick front is permanently and automatically replenished by stacker cranes. The individual logistics areas are connected via a conveyor system network. An intelligent consolidation strategy ensures optimal load carrier utilization for stores, resulting in significant transport cost savings.

In total, the entire material flow includes almost 550,000 storage locations for pallets, trays, and totes, more than 100 stacker cranes, and 18+ kilometers of conveyor system. All IT, control, and mechanical components are developed and manufactured in-house at WITRON’s headquarters in Parkstein.

“From the very beginning, our goal was to create a leading-edge logistics platform that combines efficiency, sustainability, and supply reliability. By consolidating logistics in Wiener Neudorf, we are also setting the highest standards in digitization and automation of retail logistics”, says Isabella Handler, Overall Project Manager at REWE International AG, emphasizing the importance of technological implementation.

Construction measures – high sustainability standards

The project is also designed with sustainability in mind. Built exclusively on previously developed land, the logistics centre will become the new core of REWE’s logistics operations in Austria and a flagship project for the company’s logistics strategy. Construction is set to begin in the second quarter of 2026, with operations scheduled to start in 2031. Where possible, the new WITRON technology will be integrated into existing buildings. Demolition work will begin in parallel to pave the way for new buildings – all without additional land.

“In Wiener Neudorf, we are building the infrastructure of tomorrow – fully integrated in our nationwide network in Austria. REWE Group’s key objectives are to strengthen supply reliability and reduce CO2 emissions along the entire supply chain”, explains Christian Hörner, Managing Director of Warehousing & Transport at REWE International AG. The logistics centre in Wiener Neudorf marks a major step toward achieving these goals and will serve as a model for REWE Group’s international retail logistics operations.”

A long-standing partnership

“We are proud to be implementing this project together with REWE – a clear sign that the chemistry between our two companies is just right”, says Markus Lang, Project Manager at WITRON. “REWE and WITRON have enjoyed a successful project partnership since 2012. Currently, WITRON is supporting REWE Germany as an implementation partner in a major re-organization initiative at the Neu-Isenburg site, where a semi-automated Case Picking System with aisle-bound picking vehicles is being replaced by the fully automated OPM system featuring 22 COM machines. The REWE site in Henstedt-Ulzburg has also been equipped with WITRON technology and is considered a benchmark in REWE’s German logistics network.”

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The marine sector, traditionally reliant on human expertise and conventional methods, is currently undergoing a revolutionary transformation due to the rapid advancement of digital technologies, which could lead to autonomous shipping. Research shows that 78% of maritime professionals are open to technical innovations, seeing it as a positive influence, and 80% admit how important digital technology will be in achieving carbon emissions goals.

From artificial intelligence to automation, these innovations are not only optimising efficiency but also enhancing safety, sustainability, and profitability in an industry critical to global trade and environmental preservation.

Danny Peachey (pictured), Manager Great Yarmouth from HTL Group, a leading provider of hydraulic torque wrenches, explores five key digital trends that are revolutionising the marine sector and reshaping the way we navigate and manage the world’s oceans.

Artificial Intelligence (AI) and Big Data Analytics

One of the most significant trends shaping the marine industry is the increasing adoption of AI and Big Data analytics. In fact, the Maritime AI market has seen an explosive expansion over the last year, nearly tripling in size, according to the new Thetius report commissioned by Lloyd’s Register. By analysing this data, AI systems can predict optimal routes and speeds, forecast maintenance needs, and reduce the likelihood of breakdowns. This proactive approach, called “predictive maintenance”, helps minimise vessel downtime. For example, the Danish company Maersk has implemented AI algorithms to predict machinery failures and optimise fuel usage, leading to substantial cost reductions.

The potential for AI goes beyond efficiency. Safety is a key benefit as AI-driven systems can monitor maritime conditions and forecast hazards such as piracy, extreme weather, or equipment failure, ensuring the safety of both ships and crews.

Autonomous Shipping and Robotics

Autonomous ships and robotics are redefining the future of the maritime sector. According to a study by Allied Market Research, the global market for autonomous ships is expected to reach £126,63 billion by 2030, with a compound annual growth rate (CAGR) of 6.8% from 2020 to 2030.

Autonomous ships reduce the need for large crews, which lowers labour costs and the risk of human error. They are equipped with advanced sensors, GPS technology, and AI, enabling them to navigate oceans efficiently. For example, Yara Birkeland, the world’s first autonomous, zero-emission container vessel, successfully completed its maiden voyage in 2022. This vessel operates with minimal human oversight and relies on a combination of onboard AI and remote operations.

Robotics are also making waves in the industry. Remotely Operated Vehicles (ROVs) and underwater drones are increasingly used for inspecting and repairing underwater infrastructure such as oil rigs and pipelines. These robots can perform tasks that would be dangerous or expensive for human divers, significantly reducing operational risks.

Blockchain Technology

The marine sector relies on complex supply chains, making Blockchain technology a game-changer. The global supply chain can involve multiple entities, ranging from shipping lines to customs authorities, creating opportunities for miscommunication, lost cargo, and fraud.

Blockchain’s decentralised, immutable ledger provides an unparalleled level of transparency, allowing all parties involved—shipowners, port authorities, customs agents, and freight companies—to have real-time access to data about cargo shipments and transactions

Furthermore, blockchain can facilitate the automation of contract execution through smart contracts, which automatically trigger payments, inspections, or approvals when certain conditions are met. By increasing trust and reducing delays, blockchain technology is helping the marine sector run more smoothly and cost-effectively.

The Internet of Things (IoT) and Smart Shipping

The Internet of Things (IoT) is creating an interconnected ecosystem in the marine industry, revolutionising everything from shipbuilding to operations and safety. By embedding sensors and communication devices into ships, engines, containers, and ports, IoT enables real-time monitoring of vessel conditions, cargo status, and environmental factors.

For instance, IoT can monitor a ship’s engine performance, detect wear and tear, and alert operators to potential mechanical failures before they become serious issues. It can also track cargo conditions—such as temperature, humidity, or pressure—ensuring that perishable goods like food or pharmaceuticals are transported safely and efficiently.

Danny Peachey, HTL Group

IoT is also revolutionising ports. Smart Ports use IoT systems to automate loading and unloading processes, manage energy consumption, and reduce bottlenecks. Ports such as Hamburg and Rotterdam are already implementing smart solutions that reduce port congestion and improve the flow of goods.

Sustainability and Green Shipping

As concerns over climate change grow, the marine sector is embracing sustainability and green shipping. The International Maritime Organization (IMO) has set ambitious targets to reduce the carbon intensity of international shipping by 40% by 2030 and 70% by 2050.

Digital technologies, such as AI and IoT, play a vital role in helping the industry meet these targets. For example, AI tools can optimise fuel consumption by adjusting ship speeds and routes based on real-time data. Moreover, the use of digital twin technology—a virtual replica of a physical ship—enables companies to simulate different designs and operational conditions, identifying the most energy-efficient options before they are implemented.

Low-carbon fuels, electric propulsion systems, and onboard energy management systems are increasingly being adopted, and digital platforms are being used to track carbon emissions, making compliance with environmental regulations easier and more transparent.

The marine industry is undergoing a significant digital transformation, driven by advances in AI, robotics, blockchain, IoT, and sustainability initiatives. These technologies are not only improving operational efficiency and safety but also helping the industry reduce its environmental impact. As these trends continue to evolve, the marine sector is set to become more agile, cost-effective, and sustainable, positioning itself for future growth in an increasingly digital world.

The Illusion of “Good Enough”

Where Freight Software Breaks at Scale

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Here’s how Logi-Sys, a next-gen ERP for freight forwarders, delivers real scalability:

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GB Railfreight (GBRf), one of the UK’s leading rail freight operators and backed by Infracapital, has unveiled its new ‘Class 99’ locomotives at its Peterborough headquarters. The new fleet, which represents a £150 million investment from GBRf, will revolutionise Britain’s rail freight network. Representing a major leap forward for sustainable transport, these powerful new locomotives will play a role in decarbonising Britain’s supply chains while supporting regional growth and helping to deliver a cleaner, faster, and more resilient freight network.

The Class 99s can run on both electricity and renewable fuels, offering customers the most sustainable freight solution on the market and halving carbon emissions. These new locomotives, which were manufactured by Stadler in Valencia, will move a vast range of consumable goods and materials across the country. They will support critical projects and stock shops nationwide.

GB Railfreight transports goods across the country including materials for house building, aviation fuel to airports, clothes, white goods, wine and materials used to heat homes – all of which play a significant role in driving the UK economy.

Lord Hendy of Richmond Hill, Minister of State for Rail, said of the Class 99: “Major private sector investments like this £150 million commitment to revolutionary Class 99 trains, demonstrate the confidence the rail freight industry has in its future under this Government. With robust protections for fair network access and ambitious growth targets a part of our plans for Great British Railways, we’re ensuring the rail freight sector has what it needs to thrive so it can continue removing thousands of HGVs from our roads whilst delivering huge economic benefits across the country. I look forward to seeing the Class 99s entering commercial service later this year and seeing the transformative impact they’ll have in decarbonising our rail network.”

John Smith, CEO of GBRf, said: “The Class 99 locomotives set a new benchmark for performance and sustainability in UK rail freight. With hybrid capability, these locomotives provide the resilience and flexibility our customers need to meet today’s demands and tomorrow’s standards while supporting the UK’s drive towards net zero.”

Ben Fletcher, Chief Operating Officer of Make UK, said: “A modern and efficient rail network is the hallmark of an advanced economy and will be crucial to boosting growth whilst, at the same time, helping accelerate the decarbonisation of our economy and a substantial reduction in road transport emissions. Manufacturers are keen to make greater use of rail logistics and new freight technologies such as the Class 99 will make a critical contribution to cleaner, faster and more efficient supply chain movement.”

The Class 99s are designed to power the future of freight. By running on electric lines where available and switching seamlessly to renewable fuels elsewhere, the Class 99s ensure that goods arrive at their destination sooner and more reliably, all whilst dramatically reducing the industry’s carbon footprint.

Rail freight plays a vital role in the UK economy, contributing £2.5 billion annually – with 90% of the social and economic benefits felt outside London and the South East. Each freight train removes up to 129 HGVs from Britain’s roads, reducing congestion, improving road safety, and cutting emissions. The arrival of the Class 99 will support even greater regional growth while easing pressure on the nation’s transport infrastructure.

Key features of the Class 99s include:
• Hybrid Power: Operates on both electricity and renewable fuels for maximum flexibility and minimal emissions.
• Enhanced Performance: Delivers faster acceleration, reduced downtime, and increased productivity.
• Sustainability-Driven: Sets a new standard for green rail freight, supporting customers to meet their sustainability targets and lead the race to zero emissions.

The launch event at GBRf’s Peterborough HQ brings together industry leaders, customers, and stakeholders to witness the arrival of a new era in sustainable transport. “With the Class 99, we’re not just keeping pace with a changing network – we’re shaping its future,” added John Smith. “This is the cleanest, greenest, and fastest way yet to move freight by rail in the UK.”

Once testing is complete, the new locomotives will enter commercial service this winter.

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Smarter logistics, by using AI, can drive sustainability gains, writes Philipp Pfister (pictured, below), Sector Vice President, Transporeon.

How do you decarbonise an industry built on movement? Freight alone is responsible for an estimated 7% of global greenhouse gas emissions: a stark reminder of the sector’s environmental footprint. The cost of inefficiency is simply too big to ignore. As supply chains stretch and demand for fast, flexible delivery keeps rising, the pressure is only mounting. From underserviced fleets to empty mileage and poor routing, the industry suffers from breakdowns in planning and execution that don’t just drive up emissions — it also chips away at profits. But these challenges can be tackled.

Driving sustainable change with AI

AI is already delivering real sustainability gains across two critical areas that one wouldn’t necessarily consider at first sight: fleet maintenance and transport operations. By enabling faster decisions, streamlined processes and smarter systems, it’s allowing logistics to move cleaner, without compromising performance.

The stakes are high. According to Siemens, the world’s 500 biggest companies lose almost $1.4 trillion annually through unplanned downtime. This is equivalent to a staggering 11% of their revenues. Logistics operations, with their tight delivery windows and high asset utilisation, acutely feel this impact.

Fleet maintenance is often overlooked in the sustainability conversation, but it’s a critical area for impact. Vehicles that are overserviced waste resources — not just materials but time. Those underserviced are prone to breakdowns, costly repairs and early replacement. Either way, it’s bad news for both business and the environment.

Smart AI-enabled maintenance to extend asset life

AI offers a better way forward, starting with standardised maintenance. Predictive and optimised maintenance are gaining traction, particularly in North America, where new industry standards are pushing AI-driven approaches to the forefront. At the heart of this evolution is the need for standardised data. Without it, fleets rely on inconsistent or proprietary codes to track service intervals, making it almost impossible to train AI models at scale or share insights across systems.

Philipp Pfister, Transporeon

New frameworks like the Vehicle Maintenance Reporting Standards (VMRS), developed through the American Trucking Association’s Technology and Maintenance Council, are changing that. By creating a universal language for tracking maintenance items, they lay the foundation for adaptive, AI-powered decisions, such as when to change oil based on real-world engine load and usage, not arbitrary intervals.

While VMRS is a strong step forward in North America, there’s still a long way to go globally, where much of today’s maintenance data remains fragmented. To unlock AI’s full potential, the industry needs a shared data foundation: code key standards that act as a common language across fleets, platforms and regions. Some platforms are already building toward that future by developing open, interoperable data models designed for global adoption.

The impact is tangible. AI can identify the ‘sweet spot’ for servicing, reducing waste from premature oil changes while avoiding unnecessary wear and tear. Today, maintenance often relies on a dashboard light, but AI enables a future where the vehicle doesn’t just alert the driver. It books its own appointment, sends performance data to a third party and rolls into the shop at exactly the right moment.

Optimising operations for fewer empty miles

Beyond the vehicle itself, AI is transforming how freight is planned, routed and executed. One of the biggest challenges in logistics today is empty mileage: trucks that travel without cargo, burning fuel and time. While some inefficiencies are structural — rooted in geography or how the freight network is organised — many can be addressed with the right technology. AI-powered systems now analyse real-time and historical data to recommend the most efficient routes, plan multi-stop loads and continuously recalculate in transit to adapt to delays, traffic or weather.

AI in load planning, procurement and visibility

Cloud-based platforms are already putting these capabilities into practice, using AI to dynamically match loads with carriers and minimise waiting times at docks. They’re also reducing the strain of just-in-time logistics, where tight delivery windows leave little room for error. Autonomous procurement tools can now handle transport sourcing with minimal human input, using statistical and symbolic AI to analyse unstructured requests, identify suitable partners and select the best fit across time, cost and environmental criteria. Combined with intelligent load planning tools that maximise truck space and reduce the total number of journeys required, these systems help cut emissions across every kilometre travelled.

The future is collaborative and AI-enabled

When applied across maintenance, execution and operational processes, AI can help drive significant sustainability gains in the logistics sector. While AI does consume considerable energy, particularly in generative AI (GenAI) models, the types of applications used in transportation and logistics are far less compute-intensive. The efficiency gains and emissions reductions they enable usually outweigh their footprint. It’s the net effect that matters. And in this context, AI is already showing transformative potential in building a more sustainable future for the industry.

However, sustainability in logistics depends on shared data, interoperable systems and collaboration between carriers, shippers, OEMs and tech providers. Whether it’s maintenance schedules or routing algorithms, AI only works when it can access reliable data and apply it across a broad enough sample to generate meaningful insights. That’s why standardisation is so important. We’re not just building tools. We’re shaping a smarter ecosystem, one where every decision, whether on the road or in the yard, contributes to a more efficient and sustainable whole. AI won’t transform logistics in a single leap. But by focusing on the fundamentals, it’s already reshaping how goods move, how fleets are managed and how sustainability goals are met. Because when the industry moves together, we lay the groundwork for a cleaner, more resilient future.

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In the modern age of logistics, the warehouse is no longer a static storage space – it’s a dynamic environment at the heart of the supply chain. Yet, many warehouses today still operate in the dark. These “blind warehouses” lack the visibility, data, and systems needed to react quickly, predict disruptions, or make data-informed decisions.

Limited visibility with Blind warehouses

Blind warehouses are characterised by limited visibility into operations. Inventory counts may be outdated, workflows are manual, and decisions rely on human guesswork or historical trends rather than real-time insights. Why Blind warehouses fall behind:

Inventory inaccuracies: 46% of small to medium sized warehouses report that inaccurate inventory counts cause major fulfilment delays.
Lost productivity: Employees spend unnecessary hours locating stock or manually inputting data.
Delayed decisions: Without a clear operational picture, response times to disruptions are slow.
Cost inefficiencies: Overstocking or stockouts often occur due to poor forecasting and limited data.
Fragmented data: Warehouses often gather data in pieces, leading to disconnected insights that fail to represent the full picture.

The reality is clear: a lack of visibility is no longer sustainable. As customer expectations around speed and accuracy rise, blind decision-making becomes a liability.

What does it mean to become an Observable warehouse?

An Observable warehouse collects and records real-time data from all parts of its operations. This includes: Inventory movement and placement; Autonomous robot paths and performance; Warehouse environmental conditions; Inbound/outbound logistics and cycle times; Labour allocation and productivity.

Being observable doesn’t require full automation overnight. It means implementing systems that can provide visibility through sensors, IoT devices, AMRs (Autonomous Mobile Robots), computer vision, or digital twin platforms. For example, Ziegler selected Dexory to provide a scalable, reliable solution capable of operating seamlessly within the warehouse’s existing infrastructure. The deployment of DexoryView has delivered rapid and measurable value for Ziegler’s UK operations, including:

Faster stock recovery and fewer errors: The team is now able to quickly locate missing pallets, detect mispicks early, and address labelling or placement errors in real time – without halting operations. End of costly shutdowns for stock takes: Where full stock takes once required four days and weekend shifts, inventory is now continuously monitored – eliminating the need for disruptive audits and manual reconciliations.

‍The benefits of visibility

Becoming an Observable warehouse is the foundation for all other advancements. Here are several benefits:

Faster, smarter decisions: Managers gain immediate insights to prioritise tasks or reroute workflows.
Increased productivity: Time spent searching, scanning, and checking can be replaced with actionable data.
Reduced waste and errors: Real-time data reduces the risk of duplication, overstocking, or misplaced inventory.
Foundation for AI and automation: Visibility enables the implementation of intelligent systems that require real-time data to operate effectively.

For example, DCL Logistics has realized significant operational gains since deploying DexoryView:

14% increase in pallet location accuracy: With more precise data, the company has improved inventory reliability, reducing errors and improving fulfillment speed.
10x faster inventory counting: Compared to previously trialled drone-based systems, DexoryView delivers a tenfold increase in the speed of inventory counts – without disruption or downtime.
16 hours of labour saved per day: Eliminating manual inventory checks has freed up staff to focus on high-value strategic initiatives, such as warehouse space optimization and customized projects for clients.

Industry trends driving the need for observability

A few big changes in the industry are driving the move toward more Observable warehouses:

E-commerce growth: Faster delivery expectations mean warehouses must be more agile.
Labour shortages: Observable warehouses help optimise limited human resources.
Supply chain volatility: Data visibility enables real-time responsiveness.

According to a 2025 McKinsey report, companies that invested in real-time warehouse visibility were 33% more likely to exceed customer expectations and reduce fulfilment costs.

‍Don’t let lack of visibility hold you back

Warehouses can no longer afford to operate without clarity. The first step toward transformation is simple: see clearly. When you do, every other improvement becomes not just possible, but inevitable. Dexory is already helping warehouses across industries make this critical shift. The journey from blind to observable isn’t just a technology upgrade – it’s a mindset shift toward continuous improvement.

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Morrisons, one of the UK’s largest supermarket chains, is significantly enhancing its supply chain responsiveness and resilience through a partnership with Kallikor, a leader in supply chain simulation technology. The partnership directly supports Morrisons’ ambitious operational optimisation plans, which are aiming to deliver competitive pricing, exceptional customer service, and greater operational efficiency.

Using AI-powered insights, Kallikor’s Adaption platform models and simulates complex operational scenarios to enable businesses to adopt new technologies and rehearse the transformation of their supply chains, so they can implement change and optimise their operations with confidence.

Using the Adaption platform, Morrisons is creating a comprehensive digital twin of its end-to-end supply chain, a fully interactive model that mirrors the complexity, scale, and pace of its national network. This transformational capability provides a powerful design space where Morrisons’ teams can experiment, test, and optimise decisions with unprecedented speed and precision, from warehouse operations to network-wide flows. More than a model, it becomes the environment where supply chain reality and strategic intent meet, aligning decisions, testing trade-offs, and unlocking gains in efficiency, resilience, and customer responsiveness.

As the partnership scales, Morrisons will operate with a living digital model fully integrated into its day-to-day operations, enabling continuous optimisation and proactive adaptation to market shifts. This strategic collaboration will position Morrisons at the forefront of supply chain innovation, enabling the delivery of sustained growth, operational excellence, and market-leading customer experiences through faster, smarter, and more agile decision-making across its business.

Ross Eggleton, Group Director: Logistics, Supply Chain & Technology at Morrisons, said: “Partnering with Kallikor will help us make better decisions faster. By using AI to bring the real and synthetic worlds together, we can design and evaluate changes across our entire supply chain. That means we can move quickly, solve the right problems, and ensure that every supply chain decision supports the bigger picture, delivering greater value and availability for customers while improving our efficiency and resilience.”

Jonathan Barrett, Kallikor

Jonathan Barrett (pictured, above), Kallikor CEO, said: “We’re witnessing a fundamental shift in supply chain strategy. Organisations that can redesign their networks dynamically, test multiple scenarios, and make evidence-backed decisions at speed will define tomorrow’s competitive landscape. This partnership positions Morrisons to turn market volatility into a competitive advantage through faster delivery, optimised cost structures, and complete alignment between operational execution and strategic vision.”

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