A wholesaler of cleaning and catering supplies, WARE UK, will equip its new facility in Knowsley, Merseyside, with Mecalux’s Easy WMS warehouse management system. The project supports the company’s distribution and e-commerce strategy while ensuring its operations can scale in line with strong business growth in the Liverpool area.

“We need to guarantee traceability for our SKUs, which include janitorial, tableware, glassware and packaging solutions. With Easy WMS, we’ll gain complete stock visibility, allowing us to control inventory with greater accuracy,” says Jon Crossfield, Operations Manager at WARE UK.

The Mecalux solution will track all goods movements. Every day, 10 to 12 lorries deliver merchandise that Easy WMS will classify by product family. Part of the inbound volume will be cross-docked, which will reduce handling times and support faster delivery to clients.

Mecalux’s warehouse management system will improve traceability and efficiency for the comprehensive supplier of catering and professional cleaning products

Easy WMS will also optimise one of the company’s most demanding tasks: picking. “We fulfil multiple van loads of orders a day for the hospitality and facilities management sectors,” says Crossfield. To speed up dispatches, the software will integrate with WARE UK’s transport management system, which automatically assigns carriers based on destination.

WARE UK will also implement the Labour Management System module, an Easy WMS extension that analyses warehouse performance. This tool will help the company plan resources more effectively, balance workloads and improve overall logistics efficiency. Deploying Easy WMS underscores WARE UK’s commitment to technological innovation and continuous improvement across its supply chain.

Flexi Narrow Aisle Ltd – designer and manufacturer of the ‘Flexi’ brand of articulated forklift trucks – will celebrate its 50th anniversary in 2026.

Announcing the milestone, Donald Houston, Managing Director of Flexi Narrow Aisle, said:

Reaching this significant landmark is a source of great pride for everyone connected with the company. For half a century the company has been driven by a commitment to design and manufacture ground-breaking warehouse trucks. During this time our build quality and exceptional levels of customer service have enabled us to meet the myriad challenges that come with a constantly evolving business landscape.

Flexi Narrow Aisle began manufacturing its own range of warehouse stackers, order picking trucks and other unique specialist materials handling equipment from a former railway engine factory located at the heart of the Black Country in March 1976.

Following over a decade of pioneering research into the articulated truck concept by Flexi Narrow Aisle’s design team led by the company’s founder, Peter Wooldridge, the first version of the Flexi articulated forklift truck was launched in 1990. Featuring a central pivot point that allowed the truck’s mast to be rotated independently of the machine’s main body, the Flexi represented a radical departure from traditional forklift engineering.

The pivoting mast meant that a Flexi could access pallet locations on both sides of a warehouse aisle without the need to turn the entire truck to face a different direction. This not only made the process of collecting and putting away palletised loads into a racked storage system easier, faster and safer but brought the added benefit of only requiring 1.6 metre wide aisleways in which to operate.

With both counterbalance and reach trucks needing at least 3.6 metres of aisle space between rack faces, the potential space savings that articulated truck technology offered meant users could increase their storage capacity by 50% by swapping their counterbalance or reach trucks for articulated ones.

Furthermore, in addition to creating more storage space, the new truck’s ability to operate outside as well as inside the warehouse meant that it could unload an incoming delivery vehicle and transfer palletised loads directly to the racking scheme. So, with a Flexi, there was no need for companies to operate a counterbalanced forklift outside feeding a reach truck inside the store. Cutting out this double handling was not only more efficient but, by replacing two trucks with one Flexi, users achieved an instant saving in their materials handling fleet costs.

Since Flexi Narrow Aisle’s pioneering development of the articulated truck more than 15,000 Flexis have been sold to companies operating in some 75 countries around the world. The Flexi range continues to evolve with new models introduced to meet the requirements of customers operating in hugely diverse industries.

Donald Houston went on to say: “Our proven track record, longevity and stability have established Flexi Narrow Aisle as a company that its customers trust. We are rightly proud of our past and the commitment to integrity that has always been Flexi Narrow Aisle’s hallmark, continues to drive everything that we do. And I am delighted to say that our passion for innovation and manufacturing excellence remains as strong as ever too, so we are looking to the future and our next 50 years with excitement and optimism.”

Planning is becoming more difficult to hold steady across many logistics operations. Routes that once followed a familiar pattern are now exposed to mid-cycle changes in cost, capacity and network performance that are hard to anticipate, writes Nishith Rastogi (pictured, below), CEO of Locus.

Volatility is pushing logistics teams away from static plans and towards more adaptive models that can adjust as conditions change. At the same time, the UK’s move toward international sustainability standards is pulling transport activity into financial and climate reporting, which means more scrutiny on how planning decisions are made and how networks respond when plans shift.

None of this reduces what customers expect. They still want deliveries to arrive when promised and ETAs they can rely on. The result is a planning environment where operating conditions move often, while the bar for service stays high.

Limits of legacy planning

Planning infrastructure in many logistics operations is still shaped around older expectations. Tools like Transport Management Systems, ERP modules and carrier portals are designed to maintain order and efficiency. They perform reliably when inputs remain steady and can record movements and costs across a network. Once those inputs start to shift, the assumptions behind the plan begin to move as well.
This is when the rest of the network starts to loosen. A carrier that performed well last week may slip if local capacity tightens. A hub that usually runs smoothly can slow after even a brief disruption. Weather events, labour gaps and uneven inbound flows can quickly change how much of the original plan still holds, and the timings that depend on it become harder to maintain.

Most traditional TMS setups will not adjust on their own when inputs shift. They continue allocating loads to the same partners and follow the same routing logic. Planners are then left to step in and keep service stable, often by making quick manual adjustments. These fixes often work in the moment but can create blind spots later as the reasoning behind them lives in emails or notes rather than in the system of record.
This becomes a problem when finance, sustainability or C-suite teams need evidence of a cost movement or emissions change. Without a shared record of why plans shifted, decisions have to be reconstructed after the fact, making accountability harder to maintain as transport activity moves into financial and climate reporting.

Closer to reality

When decisions lack a clear record of their reasoning, logistics teams look for ways to keep planning connected with how the network is performing. That need for closer alignment is leading many organisations to add agentic TMS, systems that continuously monitor live conditions and adjust plans as constraints shift rather than waiting for manual intervention.

These systems sit alongside existing platforms and track critical signals live. They bring carrier performance, tariffs, demand, weather and capacity into one view, so the plan reflects what is happening now rather than what was assumed at the start of the week.

This means that when a lane tightens or a tariff moves mid-cycle, the system surfaces options that highlight alternative routes or partners and keeps service steady. Predictive delivery helps ETAs stay accurate while loads can be managed around what is truly available, which improves vehicle fill rates and reduces empty running.

Each change keeps its context attached. The trigger and the intent sit inside the same view as the plan. This allows finance, sustainability and operations teams to see why something may have moved and what it achieved.

The broader effect is a network that stays more stable even when conditions are not. Adjustments can happen earlier, disruptions are contained sooner, and planning becomes a continuous cycle rather than a sequence of repairs.

The path for 2026

The next stage for logistics leadership through 2026 is about judgement just as much as embracing agentic technology. As systems grow more adaptive, the real skills lie in knowing how to utilise that flexibility effectively: when to trust the model, when to override it, and how to balance service, cost and emissions as conditions keep shifting.

Pure-play contract logistics provider GXO Logistics and London Luton Airport (LLA) today announced a new partnership in which GXO will operate the airport’s first consolidation centre that will screen all airside deliveries into the airport.

In 2025, LLA welcomed more than 17.5 million passengers, up from 16.7 million in 2024. To address changing operational requirements, including rising passenger numbers and corresponding delivery volumes, the new LLA and GXO consolidation centre will streamline efficiency to manage hundreds of thousands of airside deliveries.

“We are excited to partner with London Luton Airport on its first consolidation centre,” said Martin Cooper, Managing Director, Technology and Consumer Goods, at GXO UK and Ireland. “As air travel continues to grow, consolidation centres play a pivotal role in driving efficiencies and improving sustainability for airport groups. For almost two decades, we’ve operated in complex logistics environments, including airport consolidation, and we’re looking forward to streamlining London Luton Airport’s delivery process, making it more efficient, further automated and secure.”

From high-end fashion to perfume and cosmetics, consumer electronics and items for LLA’s shops and restaurants, GXO will securely check and deliver every item that passengers can buy in the terminal whilst waiting for their flights, and all deliveries that support airside operations.

Neil Thompson, Chief Operations Officer at London Luton Airport, commented: “The opening of a dedicated, purpose-built consolidation centre provides London Luton Airport with a smarter, more efficient and streamlined logistical approach to managing the hundreds of thousands of goods that are delivered to over 40 shops and restaurants across the airport each year. In 2025 alone, we welcomed five new shop and restaurant openings to the terminal, with more expected this year for our passengers to explore and enjoy. We’re delighted to be working with GXO to develop this facility that will allow us to accept deliveries into one central hub for secure and efficient screening.”

The consolidation centre will be located in one of three hangars, that are being repurposed as part of an £11.5 million refurbishment programme that includes two new aircraft engineering and repair hangars. The refurbishment programme will create 150 employment opportunities at the airport.

As part of the consolidation centre service, LLA’s concessionaires will benefit from multi-faceted customer service support, including real-time track and trace notifications, direct contact to the centre, and 24/7 access to a service-focused team for more streamlined trouble-shooting and improved on-time delivery results.

This is a significant expansion in the airport sector in the UK and Republic of Ireland for GXO which has been operating airport consolidation centres at major UK airports since 2006. As part of this partnership, GXO will also implement a bespoke IT system, STREAM (Secure, Technical, Real Time, Electronic Alerts and Messaging), to monitor, report and manage service levels, ensuring continuous improvement.

For retailers, this ensures stores are consistently stocked with the right merchandise at the right time. STREAM maximises retail revenue and enhances passenger experience. Its flexibility also allows GXO to adjust delivery schedules dynamically, safeguarding multi-temperature goods and priority items—even during unexpected disruptions. Additionally, STREAM provides accurate performance data and actionable insights, supporting better planning and compliance for sensitive goods.

There are five key logistical challenges that follow a peak season like Christmas. Stephen Williams, director and co-founder of Fidelity Fulfilment, talks us through them.

Much of the retail industry’s attention is focused on peak periods surrounding Black Friday, Cyber Week, and Christmas. And for good reason. During these weeks, order volumes reach their highest, margins are under pressure, and operational teams are pushed to their limit. Success or failure is highly visible, and the planning, staffing, and logistics required are extensive.

Yet, in my experience supporting high-volume e-commerce brands through peak and into Q1, it’s often the weeks after peak that separate the truly successful brands from the rest. This period may appear deceptively quiet as the flurry of orders slows, warehouses clear, and businesses exhale, but for operations teams, this is far from a reprieve. The challenges differ from peak, but they are equally critical and mishandling them can damage cashflow, customer experience, and next year’s peak readiness.

1: Returns and refunds at scale

Returns are predictable, yet often underestimated. While most brands plan for surging orders during peak, fewer anticipate the volume of returns that follows. Processing returns efficiently – checking items, restocking, and issuing refunds – can strain labour, storage, and cashflow. Returns are also a direct customer touchpoint, and a poor experience can erode trust and reduce repeat purchase likelihood.
The most successful retailers treat returns as a revenue-protection strategy. Clear processes, proactive communication, and automation where possible make returns manageable and can even strengthen customer loyalty. Tracking returns trends also helps brands identify product issues, adjust forecasts, and plan clearance or promotional sales strategically.

2: Excess and overstocked inventory

Unsold seasonal stock isn’t just a financial hit, it occupies warehouse space and ties up working capital. Many brands fail to recognize how quickly these costs escalate, particularly when storage capacity is limited.

Effective post-peak inventory management goes beyond moving stock quickly. Brands should use post-peak data to understand what sold, what didn’t, and why. These insights inform smarter purchasing, more accurate demand forecasting, and more profitable Q1 promotions. Addressing excess stock now avoids bottlenecks later, reduces pressure on warehouse teams, and frees resources for the next sales cycle.

3: Stockouts on bestsellers

Peak forecasting is never perfect. Misjudged demand can leave popular products out of stock, creating backorders and frustrating customers. Post-peak operations must not only clear excess inventory but also identify products that require urgent replenishment and ensure supply chains respond rapidly.

This is not just an operational concern, it’s a customer experience issue. Clear communication, realistic delivery estimates, and efficient backorder management can transform potential frustration into an opportunity to showcase reliability and service excellence.

4: Customer experience fallout

Late deliveries, delayed returns, and exchanges can sour relationships if mishandled. Brands often assume customer pressure diminishes once peak is over, but in reality, complaints often surface in these quieter weeks.

Investing in customer service, proactive communication, and smooth returns processes ensures your brand retains trust, encourages repeat business, and sets the stage for a strong Q1.

5: Data overload vs. insight

Retailers can be overwhelmed by post-peak data: order volumes, returns patterns, inventory shifts, and shipping performance. Without a strategy, this data can feel like noise rather than insight. The key is translating it into actionable intelligence – identifying understocked SKUs, understanding return drivers, and reviewing logistics performance.

Brands that learn from this data can forecast demand more accurately, allocate resources efficiently, and optimise operations. Ignoring it risks repeating mistakes and compounding operational pressure in future peaks.

Turning post-peak into advantage

Returns, inventory management, stock replenishment, customer experience, and data insight all converge to determine whether a company emerges stronger or weaker from the holiday season. Treating this period as an opportunity for reflection, learning, and optimisation can turn temporary pressure into long-term advantage.

At Fidelity Fulfilment, we see it every year: brands that excel post-peak are the ones that don’t just survive the frenzy, they learn from it and transform operational strain into competitive advantage. The post-peak period may lack the drama of peak, but its impact on profitability, customer loyalty, and next-year readiness is just as significant.

We’re excited to announce a new addition to our podcast team, Paul Hamblin, who hosted our latest episode of Logistics Business Conversations. Paul and Gregg Collett from CHG Meridian delve into a transformative financial approach that is reshaping the logistics industry. As companies grapple with the rapid pace of technological advancement, traditional ownership models often fall short, tying up capital and limiting flexibility. Gregg Collett, with over 45 years of experience, shares how CHG Meridian’s usage-based finance solutions offer a compelling alternative.

This episode uncovers how these innovative leasing models allow businesses to upgrade, expand, or pivot their technology investments without the burdens of ownership. By shifting from capital expenditure to operational expenditure, companies can maintain cash flow, adapt to technological changes swiftly, and mitigate risks associated with asset obsolescence. Gregg provides real-world examples of how businesses, from small enterprises to large corporations, have successfully leveraged these financial strategies to enhance their operations.

Listeners will gain insights into avoiding common pitfalls in automation projects, such as neglecting crucial data insights or underestimating budgets. This episode is a must-listen for logistics managers, operations directors, and entrepreneurs eager to stay competitive in a tech-driven market. With Paul Hamblin’s engaging hosting style, this episode promises to be both informative and inspiring.

Tune in to the full episode below and discover how flexible financing can revolutionize your logistics operations.

Sentry’s FIT System and new configurator are potential game-changers in the world of warehouse safety, writes Peter MacLeod.

As modern warehouses continue to grow in scale and complexity, one design trend is becoming increasingly clear: fewer columns, but much bigger ones, to maximise available storage space. To optimise storage density and vehicle movement, developers are opting for wider structural pillars, and unlike in the past, not all of them are of uniform size. While this makes architectural sense, it presents a real challenge when it comes to protecting those columns from impact damage.

Sentry Protection Products believes it has the answer, with its Column Sentry FIT System and a newly launched online configurator designed to take the guesswork out of specifying protection.
“The reality is, not every column is the same size anymore,” explains Jim Ryan, the founder of Sentry Protection Products. “Newer facilities are being built with bigger columns, and there can be a lot of variation across a single site. We wanted to give people a solution that adapts to that environment without a struggle.”

Flexibility

At the heart of the system is flexibility. The Column Sentry FIT range includes Small Fit and Medium Fit modules, along with a new variation called the Fit Combo. This combines two small and two medium pieces to form a rectangular protector, a configuration that Jim believes is unique in the market.

“That pretty much makes a rectangular protector, which I don’t see anybody else having out there,” he says. “It gives us another option to deal with these larger, wider columns.”

The system can be further extended using dedicated extension pieces, allowing protection to be built up to suit a wide variety of column dimensions. The result is a modular approach that can be tailored precisely to each site, rather than forcing operators into a ‘one-size-fits-all’ compromise.

Intuitive and Practical

However, with flexibility comes complexity, and Sentry has been keen to remove any barriers that might discourage customers from investing in protection.

“With so many possibilities, if people are trying to figure it out by themselves, it can get really confusing,” Jim admits. “If they’ve got a lot of different column sizes and different things going on, it’s not easy to work out what they need.”

That challenge led directly to the development of Sentry’s new online configurator tool. Designed to be intuitive and practical, it allows users to enter the number of columns, the size of each column and other relevant details. The tool then calculates exactly how many FIT pieces and extension components are required.

Crucially, it doesn’t stop there. The configurator also generates a visual diagram showing how the protection will look once installed, and will even produce a costed quote via Sentry’s reseller portal.
“It will tell you exactly how many pieces you need, exactly how many extension pieces you need, and show you a diagram of what it’s going to look like,” Jim explains. “And it will even give them a quote on how much it’s going to cost.”

For many warehouse operators, uncertainty around fit, cost and complexity can be an easy excuse to delay or avoid investing in safety. Sentry’s approach is clearly aimed at removing those objections.
“There’s often this reluctance to invest in safety,” concludes Jim Ryan. “People say ‘I can’t afford it’, or ‘I don’t think it will fit’, or ‘my site is unique’. We hope that tools like this will help counter all of that by making it simple, upfront and transparent.”

In an industry where damage to columns can have serious structural, financial and safety implications, the combination of a highly adaptable protection system and a user-friendly configurator represents a significant step forward. For operators dealing with today’s bigger, broader and more varied columns, Sentry’s FIT System could be a very fitting solution indeed.

Keeping both warehouse staff and commercial vehicle fleet drivers safe is a challenge for any logistics business. When the workforce involved is vast, as with Amazon’s, the difficulties are even greater, reports David Priestman.

If workers like a personal protective equipment (PPE) product they will use it. Setting a high bar for quality is therefore a good strategy, as we all learned from Covid. That premise underpinned a discussion at the Amazon Business Reshape conference.

Antoine McNeal is the head of Global Health and Safety (H&S) Procurement for Amazon. His team utilise data-driven decisions in PPE and material handling equipment (MHE) sourcing, partly because of the sheer volume of products involved. His budget is a staggering $200bn and is helping to lead a change in safety practices and equipment. One specific example is the introduction of enhanced hand protection to avoid finger injuries: the ‘Impact Glove’.

Asking why safety is critical in warehousing and distribution may seem naïve or callous, but it gets to the root of the issue. With 1000 H&S staff out of a workforce of one million, Amazon aim to be the benchmark for safety in logistics. McNeal revealed that 2024 saw a 6% fall in injuries (across both delivery and warehouse operations).

Predictive Analytics

“Safety first, people always,” is McNeal and Amazon’s declared mantra. If safety is improved the company benefits from the reduction in time off work by staff. “We can move the market,” McNeal states, “by engaging demand for new or more products.”

When Amazon buy the volumes involved can create their own supply, either by new suppliers emerging or via product innovation. A robust catalogue of PPE products available has been created, with supplier locations all checked.

Every country that Amazon operates in has different H&S standards, so data sets are required to drive decision-making. Data is collected based on the demand for and consumption of PPE. Forecasts can then be made. “Having no stock-outs is imperative, so we check inventory and spot risks,” says McNeal. “We can normalize data based on standards used internationally for items like boots and gloves.” PPE is sourced from as many as 2500 suppliers, globally.

Stay in stock

Incident data is also analysed, of course, as well as employee feedback. “We treat them like our customers,” McNeal insists. Amazon’s ‘Dragon Fly’ tool allows its staff to submit ideas and raise problems regarding safety. Inputs are managed at local sites, but the data is also fed into a global set for analysis – 130,000 submissions per year.

Once Bitten…

Speed matters in business, a concept that Amazons arguably understands better than anyone else. If there is an incident or accident a solution is required, as soon as possible. “We try to solve these problems in advance,” states McNeal, “by working in partnership with our PPE suppliers. Time is critical. If we know what products are needed, how do we shorten the lead time?”

Having PPE on-site, when and where needed, is one answer. PPE vending machines, unlocked and accessed by staff using RFID, are being installed. “If we know what’s used and when, and what’s not getting used, we have the data in our dashboard to improve distribution,” McNeal concludes. Amazon state that PPE is 30% cheaper when vending machines are used as there is less waste and more re-usage.
Other examples of H&S assistance include delivery drivers being given extra lights for when working in hours of darkness, being advised about bad weather via their driver App and even warned about aggressive dogs in the vicinity, something I wish I had as a paperboy way back when!

Tech-led customs and freight forwarding specialist, Zelir Logistics, has warned that ongoing uncertainty around implementation and enforcement of the EU’s new Import Control System 2 (ICS2) is creating unnecessary risk for UK supply chains.

ICS2 – the modernised platform for processing Entry Summary Declarations (ENS) – officially came into effect on January 1, 2026, marking the end of a transition period, and the start of enforcement action for non-compliance. However, the picture across Europe is fragmented, with member states adopting a seemingly inconsistent approach around enforcement.

According to Kent-based Zelir, this is leading to confusion, and even non-compliance in some cases.

“There’s a lot of uncertainty and mixed messaging around this roll-out. We’re getting reports that transporters who haven’t got the documents are not being stopped at the border. Some carriers don’t even know what ICS2 is, and others are not sure what the rules mean,” said Zelir Logistics Director, Joe Jeffery. “As a result, there are many carriers who haven’t implemented ICS2 yet, and when they don’t see it being enforced, it slips further down the priority list.”

‘Non-compliance not worth the risk’

However, with other changes pending, such as the deployment of ELO (the Obligatory Logistics Envelope) for passing through the Smart Border between the UK and the EU at France, Joe is concerned that non-compliance will catch up with businesses sooner rather than later.

“ELO has also been delayed, which adds to the uncertainty, but we know it’s coming, and you won’t be able to get this without ICS2. So one way or another, transporters will need to action ICS2. At the moment, we’re seeing around a 60% ICS2 compliance rate, but we’re advising our clients not to take the risk,” Jeffery (pictured, below) said. “Officially, it’s live and it’s mandatory and every truck should have one, so even though an extra cost may be incurred if paying a third party to complete the ICS2 applications, we’re trying to guide our clients on the right path. This prevents the gamble at the port as to which states will enforce and when, and means transporters will have routines in place when ELO kicks in.”

What is ICS2

ICS2 is an advanced cargo information system designed to boost security in the international transportation of goods. All operators who bring goods through the EU must provide enhanced shipment data to customs, for improved identification of high-risk consignments. The third release of ICS2, implemented on January 1st, applies to road, rail and sea. Information has to be submitted shortly before the goods arrive at the first EU customs office of entry.

Data required includes a detailed goods description, six-digit HS code, transport means and routing, and details of carrier, consignor, consignee, buyer and seller. There’s also the option for multiple filing by different parties.

Zelir Logistics helps firm with all elements of customs compliance, including creating ICS2 submissions on their behalf, and preparing for ELO.

“Of course the uncertainty isn’t helpful, as we shouldn’t have to guess when something will be implemented or enforced. Despite this, we would strongly encourage firms to build ICS2 into their routines now, both to reduce risk of enforcement and to minimise supply chain disruptions caused by the implementation of new systems as much as possible,” concluded Jeffery.

We’re pleased to announce an upcoming episode of Logistics Business Conversations – and a small milestone for the series.

For the first time, the podcast has been recorded at Logistics Business headquarters, bringing the conversation into our own studio environment ahead of its release. The episode is hosted by Logistics Business Editor Paul Hamblin, with Gregg Collett, UK Managing Director at CHG‑MERIDIAN UK, joining us in person for a wide‑ranging discussion on technology, investment and long‑term thinking in logistics and supply chain operations.

From events to headquarters

Over the past year, Logistics Business Conversations has been recorded in a variety of formats. We’ve captured live, in‑person discussions at major industry events including IMHX, and this year at Multimodal, and Parcel and Post Expo, allowing us to sit down with industry leaders in the middle of the action. Alongside this, many episodes have been recorded remotely using our online digital studio, enabling us to connect with guests across the UK, Europe and beyond.

Recording this episode at our headquarters marks the next step in the evolution of the series. An in‑house setup allows for deeper, more focused conversations, while maintaining the informal and practical tone that listeners expect from the podcast.

What to expect from the episode

In this episode, Paul and Gregg discuss:

• How organisations are approaching technology investment in an uncertain economic climate
• The role of flexible financing and lifecycle management in logistics operations
• What end users should consider when planning long‑term digital and automation strategies

The conversation reflects the podcast’s core aim: sharing practical insight from across the logistics, materials handling and supply chain sectors, grounded in real‑world experience.

Release date and schedule

This episode of Logistics Business Conversations will be released on Monday 2 February, as part of our regular podcast schedule, with new episodes published every other Monday.

The full conversation will be available to watch and listen to via Logistics Business channels once live. We’ll continue to record episodes both on the road at key industry events and at Logistics Business headquarters throughout the year.

Stay tuned for more in‑depth conversations with industry experts, solution providers and end users from across the logistics sector.