DHL Supply Chain is set to open a 26,600 m² carbon‑neutral logistics centre in Rheinbach, Germany, in August 2026, strengthening its European network and supporting more resilient, flexible supply chains. The facility will provide modern warehousing and transshipment capabilities, designed to meet diverse customer needs, from traditional logistics to automated processes.

Sustainability is at the core of the project. The centre will feature a 1 MWp photovoltaic system, battery storage, heat pumps, and energy‑optimised LED lighting, enabling carbon‑neutral operation. It is being built to the Gold Standard of the German Sustainable Building Council (DGNB), reflecting DHL’s commitment to environmentally responsible logistics.

Strategically located with access to the A61 motorway and near Cologne/Bonn and Düsseldorf airports, the hub will improve delivery efficiency and reduce supply chain vulnerability. Katrin Hölter, CEO DHL Supply Chain Germany & Alps, said the site “makes our customers’ supply chains less susceptible to disruptions and supports efficient, climate‑friendly logistics.”

DHL Supply Chain’s decision to locate here is another significant milestone in the ongoing development of the Wolbersacker business park and underscores Rheinbach’s appeal to companies from a wide range of industries, thanks to its outstanding location profile. DHL Supply Chain is not only setting new benchmarks in modern, sustainable construction; it is also creating additional jobs and strengthening the regional economy,

says Rheinbach’s mayor, Dr. Daniel Phiesel.

The Rheinbach centre underscores DHL’s ongoing investment in sustainable, future-ready logistics infrastructure, combining operational efficiency with environmental responsibility.

As the conflict involving Iran intensifies, logistics and supply chain networks worldwide are feeling the strain. Rising tensions are once again placing strategic maritime chokepoints such as the Strait of Hormuz under heightened scrutiny, with carriers and insurers monitoring developments closely.

DHL has warned that volatility across Middle Eastern corridors is contributing to longer transit times, elevated insurance premiums and higher fuel costs. The company has indicated that contingency routing and risk mitigation measures are increasing operational complexity for customers.

Meanwhile, container lines are taking decisive action. In a customer advisory issued on 4 March 2026, Maersk announced it is temporarily suspending new cargo booking acceptance to and from several Gulf states – including the United Arab Emirates, most of Oman, Iraq, Kuwait, Qatar, Bahrain and parts of Saudi Arabia – until further notice, with exceptions for essential goods such as food and medicine. The carrier noted that ports including Jeddah, King Abdullah and Salalah remain operational, and advised customers to explore alternative routings or inland gateways where possible.

Maersk has also cautioned customers about elevated risk levels in Gulf waters, highlighting the potential for disruption, schedule adjustments and additional war-risk related costs as insurers reassess regional exposure.

Other major carriers including Hapag-Lloyd, CMA CGM and COSCO have similarly referenced increased insurance premiums and potential war-risk surcharges in affected regions, reflecting the broader risk environment confronting global shipping lines.

While there has been no formal closure of the Strait of Hormuz, vessel traffic patterns have become more cautious. Shipping data indicates slower transit speeds and occasional holding periods as operators await security guidance before entering or exiting Gulf waters. Rather than large visible queues, the disruption is manifesting through staggered departures, extended voyage times and schedule unreliability – factors that ripple quickly through global container and energy supply chains.

The conflict’s impact isn’t confined to sea freight. Air cargo operations across key Gulf hubs including Dubai, Abu Dhabi and Doha have experienced periods of airspace disruption and operational constraints as authorities respond to regional security developments. Even temporary restrictions can reduce available capacity for high-value, time-sensitive goods. This dual disruption across ocean and air lanes has led to wider bottlenecks in sectors ranging from electronics to pharmaceuticals.

Even industries reliant on raw materials are under pressure. Heightened risk around key Middle Eastern transit corridors has raised concerns over the continuity of LNG and fertiliser exports, markets that are highly sensitive to any potential interruption in Gulf shipping flows.

For logistics professionals and supply chain planners, the current environment demands proactive risk management. Companies are revising routing strategies, building inventory buffers, and assessing alternative modes such as rail or air freight where feasible. With geopolitical tensions persisting, logistics leaders are preparing for continued volatility across critical transit points such as the Strait of Hormuz and the Bab el-Mandeb. Even the prospect of disruption is enough to reshape routing decisions, insurance costs and inventory strategies in 2026.

McDonald’s UK & Ireland and Martin Brower, a supply chain solutions provider, recently opened a state-of-the-art distribution centre in Darlington, representing a significant investment in the North East England region, creating over 200 jobs for local people. 

The 138,000 sq. ft. facility will supply more than 200 McDonald’s restaurants across the North East, ensuring fresher, faster deliveries for the region. The distribution centre’s opening will also reduce average drive times by one hour, saving approximately 2.5 million road miles every year, reducing carbon emissions across McDonald’s supply chain.

Demonstrating the sheer scale of the facility, over 70 suppliers bring more than 400 different products into the DC which are stored, sorted and delivered to over 200 restaurants.

The development is fully aligned with McDonald’s ambition of achieving net zero by 2040 and the reduction of its greenhouse gas emissions that is required to do this. The site has been built to BREEAM Excellent standards and features onsite solar generation and an extensive electric vehicle infrastructure including 13 electric car chargers and 17 electric trailer points that support cleaner transport. 

The opening was commemorated with an event attended by Members of Darlington Borough Council, who received a tour of the facility and were introduced to the team behind the project. Others in attendance included Laura Henderson, Vice President of Supply Chain at McDonald’s UK & Ireland and Parv Sangera, Managing Director at Martin Brower UK & Ireland.

Laura Henderson, Vice President, Supply Chain at McDonald’s UK & Ireland, said: “The new distribution centre is a major milestone for our business and demonstrates our commitment to the North East. Investing in Darlington means investing in people, in local jobs, and in a more sustainable future. By cutting road miles, strengthening our network, and supporting local employment at scale, this centre shows how we can grow responsibly while supporting our customers and the communities we serve.”

Parv Sangera, Managing Director at Martin Brower UK & Ireland said: ““We’re incredibly proud to open the doors to our Darlington facility, a project that reflects our longstanding partnership with McDonald’s and our shared focus on resiliency, innovation, and sustainability. Built to BREEAM Excellent standards and incorporating a unique frozenchilledambient cold chain, the centre represents a truly forward thinking approach. It shows what’s possible when we combine operational excellence with a strong commitment to the communities we serve.”

The Dartford, Kent, main distribution hub and transit gateway for British logistics operator Europa Worldwide Group saw the unveiling yesterday of the company’s new corporate livery and logo, timed to mark the 60th anniversary of the business.

CEO Andrew Baxter, pictured below, talked guests through the reasons for the change and the recent progress the company has made. ‘Powered by better’ is the motto and ethos for the company going forward, as Baxter laid out a strategy to establish Europa as the leading logistics operator for moving goods between the UK and EU. “We win by our customer’s success and through marginal gains,” Baxter said, referencing progress made despite inevitable ‘growing pains’ since he acquired the company a decade ago.

Europa Worldwide Group hosted industry leaders, journalists and broadcasters at its Kent headquarters for the official launch of its new strategy, alongside the unveiling of liveried vehicles. Celebrating its diamond anniversary, the proudly independent logistics provider launches a new brand identity and company manifesto: ‘Powered by Better.’ The refresh signals a new era of expansion for the Kent-based firm, which has quadrupled in size over the last 13 years and has expanded its Air & Sea freight and 3PL Warehousing divisions, despite increasing global economic volatility.

A Model for Frictionless Trade

Since the implementation of post-Brexit trade rules in 2020, Europa’s road freight division (it’s largest) claims to have moved double the volume of goods of its nearest competitor, transporting £11.2bn worth of products between the UK and the EU. This achievement is anchored by ‘Europa Flow’, the company’s ‘frictionless’ delivery solution, powered by a proprietary software system, that eliminates customs delays for SMEs and global corporations alike. Europa’s customers credit Europa Flow with ensuring their businesses continued operating smoothly during a period of acute disruption.

“The last six years have been a litmus test for the UK logistics sector,” said Baxter, CEO and Owner of Europa Worldwide Group. “While others saw obstacles, we built bridges. Moving £11bn worth of goods in such a complex climate proves that with the right innovation, British exporters remain resilient and competitive.”

The ‘Powered by Better’ Manifesto

The new brand identity, featuring striking new vehicle livery, emblazoned in Europa’s recognisable red and white colourway, is more than a visual update. It represents a commitment to delivering three core pillars, which the company unveils today: ‘Smarter Solutions’, to ‘Wow every Customer’, and ‘Always Win on Value’.

“‘Powered by Better’ perfectly communicates our DNA,” Baxter continued. “In logistics, you cannot settle for second best. We work relentlessly to find the marginal gains that give our customers a market-leading edge. As we celebrate 60 years since our founding in 1966, we aren’t just looking back at our heritage —we are asserting our role as the company-of-choice for the next generation of global traders.”

Global Expansion & Innovation

From its roots as the first express service provider to Europe, Europa now employs 1,300 people across 30 global sites and operates in 160 countries. The group’s diversified portfolio comprises:

● Europa Road: Offering a unique Money Back Guarantee on European freight.
● Europa Warehouse: Managing over one million sq. ft. of automated and manual fulfilment 3PL space in Corby, Dartford, and Birmingham.
● Europa Air & Sea: Rapidly expanding with strategic hubs in Hong Kong, China, the UAE, India and the UK.

With its own dedicated customs specialists, bonded warehousing and global end-to-end air and sea supply chain expertise, Europa Worldwide Group is well positioned as the UK’s trade strategy focus shifts towards emerging markets.

“We have 60 years of experience as our foundation and a family of employees committed to delivering for customers no matter the challenge that confronts them,” concluded Baxter. “Whether it’s moving goods across the Channel Tunnel or the South China Sea, we are ready for the next 60 years. We are Powered by Better.”

Smart parcel locker company Bloq.it has signed a multi-year partnership with the parcel delivery service Evri for the provision of devices and lockers at Co-op locations, starting with the East of England region.

The companies are collaborating to boost Evri’s nationwide OOH network by installing Bloq.it’s NEXT smart lockers with integrated returns functionality and its new standalone returns solution, drop, in hundreds of locations around the country. The first rollout is scheduled for March 2026, beginning in East of England Co-op locations.

As online shopping and returns volumes continue to grow, reverse logistics have become a major consideration for parcel carriers. The rate of returns more than doubled between 2019 and 2025, and UK consumers returned £4.2 billion in merchandise from ecommerce retailers in 2023 alone – highlighting the need for out-of-home infrastructure that supports faster and more convenient returns.

drop is Bloq.it’s dedicated returns solution, designed to operate either as a modular component within NEXT smart lockers or as a standalone unit in locations with high returns volumes. The locker compartment sizing is optimised for Evri’s parcel volume mix. Each drop device has a built-in label printer, a QR and barcode reader, and the same end-to-end maintenance and servicing support of the NEXT lockers.

Miha Jagodic, CEO of Bloq.it, said, “Our recently launched drop devices bridge the gap between consumers and locations for drop-offs, just as our NEXT lockers do for parcel pick-up. The drop promise is all about the user convenience. A major logistics company like Evri choosing to deploy these devices is an enormous vote of confidence in our technology and is part of our UK market consolidation efforts. Evri understands that dedicated returns infrastructure is essential to a modern and hybrid OOH network, whether as a standalone or part of a larger integrated parcel station. The combination of NEXT and drop is the basis of this network, and we’re proud to provide it.”

Liam Rogan, Head of Out of Home at Evri, said, “We have an ambitious plan to significantly expand our ParcelShop and Locker network, and are committed to offering greater delivery choices for the consumers, retail clients, and businesses that we serve. This major multi-million-pound investment will establish one of the UK’s largest pick-up, drop-off networks in the UK. Our expanding network of locations is shaping the future of parcel delivery in the UK with smart technology and greater accessibility, and Bloq.it is a great partner to help scale it.”

With drop, it takes just seconds to return a parcel, meaning users don’t need to wait in line to hand over return packages for manual processing. Evri couriers can then collect all the return parcels at once, consolidating dozens of pick-ups into a single stop. Bloq.it’s NEXT lockers simplify the other critical process in the parcel lifecycle: its pick-up. Retrieving a package takes fewer than 30 seconds using the touchscreen display and barcode reader. For business owners, this combination significantly declutters the physical pick-up/drop-off space and increases foot traffic while cutting lines.

Not all parcel pick-up and drop-off locations have the same level of foot traffic, parcel volume, and proportion of drop-offs versus pick-ups. This modular approach allows Evri to deploy the right infrastructure for each location, balancing deliveries and returns while scaling efficiently nationwide.

The Evri and Bloq.it partnership increases accessibility by enabling deployment across hundreds of locations previously considered out of reach, while optimising reverse logistics at each site. The rollout supports both companies’ long-term ambition to strengthen the UK’s out-of-home parcel infrastructure as consumer demand continues to grow.

The Global Positioning System is a technology that has been in existence for decades, but the greatest benefits of it are increasing each year. Many transportation companies use GPS to identify where their drivers are in relation to the destination. For some, this may be enough, but they lack insight into the ways that GPS can transform route development and optimization. With this guide, transportation professionals will see how GPS data can turn into better routing decisions. 

Obstacles in Dispatching 

In a highly competitive environment, where efficiency might mean the difference between success and insolvency, route optimization is everything. The company that survives is the one that is better at getting the vehicle to the destination, while keeping drivers safe and happy and cutting costs along the way. Many businesses rely on GPS merely as a tool to help them generally assess the position of the fleet or determine the distance to a particular vehicle’s destination. While GPS handles these tasks effectively, the technology could be doing so much more. 

Benefits of Implementing GPS Telematics Into Routing Strategies 

Integrating GPS telematics into routing strategies requires planning and investment, but the advantages are significant. Businesses can streamline their processes, reduce wasted time and fuel, and improve customer and driver outcomes. 

Reduce Idle Time 

Idle time is costly for any business that relies heavily on transportation and logistics. Idling means that the vehicle is burning fuel and battery life, without getting to the destination. Drivers who spend too much of their time idling may be more likely to engage in unsafe driving practices to get to their destinations on time. The use of GPS data can help dispatchers optimize routes in real time by analyzing historical traffic patterns and driver behaviors. This technology can help drivers avoid high-traffic areas or construction. 

Lower Fuel Costs 

Inefficient routing contributes to delivery delays and higher fuel costs, as drivers sit in traffic or waste miles taking longer routes. Without a real-time route optimization system, dispatchers may direct drivers on paths that get them to the destination using inefficient routes and traffic congestion. Integrating route optimization tools into GPS systems can assist dispatchers in creating more efficient routes that reduce distance and idle time, which can lower fuel costs and stress on the vehicle. 

Boost Fleet Capacity 

Increasing efficiency through the use of GPS software and a vehicle tracker company can help to boost fleet capacity. Companies may have no idea how many customers they can realistically serve until they optimize every aspect of the process. By cutting down on the time spent getting to the destination, organizations can serve more customers with each vehicle. This increase in fleet capacity can allow businesses to expand operations or reduce the number of vehicles, thus improving their operational resilience. 

Improve Quality of Service 

Modern technology has put more information into the hands of customers than ever before. Logistics companies can use GPS data to improve customer service outcomes, increasing satisfaction and trust. GPS can identify precisely where a vehicle is on route to the destination, providing a tool that customers can also access. When customers can easily see where the truck is located, they are less likely to ask for updates and satisfaction and trust go up. Optimized routing also reduces time between deliveries or service calls, which can contribute to long-term customer satisfaction. 

Increase Driver Satisfaction 

Driver turnover is a persistent challenge in the transportation industry. Training and onboarding can be expensive, which emphasizes the importance of keeping drivers happy and committed.  

When drivers have to spend extra time navigating construction, predictable traffic, or slower routes, they may cut corners to meet service or delivery goals. An optimized routing system reduces the time and hassle of getting to each destination. As such, efficiency can increase a driver’s willingness to stay with the company, which can lower recruitment and retention costs. 

For logistics organizations, route optimization is a critical tool for efficiency. By integrating data from GPS technology into route development, companies can reduce costs, improve service quality, boost fleet capacity, and enhance driver satisfaction. 

An exclusive site visit as Peter MacLeod reports from a Maersk DC in chilly Wrocław, Poland, where Locus Robotics has provided an automated solution to fulfil Flying Tiger’s Europe-wide e-commerce orders.

When Maersk set out to transform its e-commerce fulfilment operation for its Danish retailer customer Flying Tiger, it faced a familiar modern logistics dilemma: how to scale rapidly, cope with extreme seasonal peaks, and maintain service levels, all within the constraints of an existing warehouse footprint and with tight implementation timelines.

The answer at its Wrocław facility in southern Poland came in the form of autonomous mobile robotics from Locus Robotics. I was lucky enough to be invited for a tour of this impressive site which, albeit not one of Locus’ largest installations by far, nevertheless highlights in a nutshell what cutting-edge robotics can bring to a project to drive efficiency and cost savings. My visit just so happened to be during the Christmas peak, which gave me particular insight into how well things were going.

The site serves as the central European hub for all of Flying Tiger’s European online orders (retail fulfilment remains out of Copenhagen), shipping orders across the EU from a single 5,700 sqm operation. Since going live in May 2023, it has become a showcase for how robot-assisted picking can deliver speed, flexibility and cost control in a fast-growing retail environment.

High-Growth Under Pressure

Flying Tiger is no small retail brand. With 926 stores worldwide and a highly dynamic product range, its e-commerce channel has been growing rapidly. At the Wrocław site alone, Maersk handled 230,908 parcels in 2023, rising to 392,980 in 2024, with over 528,000 forecast for 2025 at my time of visit. The operation manages between 2,800 and 3,500 SKUs at any one time, with demand patterns heavily influenced by
social media trends, seasonal peaks and promotional activity.

Before automation, the pick process was struggling. Manual productivity was running at around 40 order lines per person per hour, well below the 120 lines per hour target. The operation was characterised by long walking distances (up to 20,000 steps per picker per day), aisle congestion, heavy trolleys, long
onboarding times and a growing risk of errors and injuries.

With Q4 volumes peaking at five times the average and only 22 weeks before the next peak season, Maersk needed a solution that could be deployed quickly, scaled easily, and funded in a way that avoided heavy capital expenditure.

Bots to the Rescue

After analysing a range of goods-to-person and person-to-goods automation options, Maersk selected a
mobile robot ‘person-to-goods’ RaaS (Robots-as-a-Service) model offered by Locus Robotics. The decision was driven by several key criteria: flexibility, rapid deployment, low upfront cost, ease of integration and the ability to scale both labour and automation in line with demand.

The RaaS commercial model was particularly attractive, for instead of committing to a fixed fleet size,
Maersk can scale robots up and down according to volume. This was an important advantage for a business shaped by influencer-driven spikes and intense seasonal surges. Just as importantly, the solution could be implemented in the existing building, which has a height limit of 12.2 m and no scope for major structural changes.

From decision to go-live took just 16–18 weeks, a timeline that was later recognised by Locus as one of its
fastest and best implementations in Europe.

How it Works

At the heart of the operation is a fleet of Locus Origin robots, a nimble autonomous mobile robot designed for collaborative picking. Associates remain in their aisles while robots travel between locations, presenting the next task and carrying multiple totes for batch and multi-order picking.

Orders are orchestrated by the LocusONE platform, which integrates with Maersk’s INFOR WMS and
dynamically clusters tasks to optimise pick paths, balance workloads and maintain service level priorities. The system supports multiple workflows, including batch picking, pick-and-pass, and point-to-point transport, enabling Maersk to adapt processes as volumes and profiles change.

Each robot guides the associate through the pick with a clear, multilingual interface (important to have in this region of Europe, close to the Czech/Slovakian borders), product images, tote position indicators and
built-in scanning. Locus’s patented autoidentification technology recognises the worker based on proximity, automatically switching the screen language to the associate’s preferred setting, a major benefit in such a multicultural workforce.

Navigation and fleet management are handled by proprietary AI, which continuously optimises routes,
avoids obstacles and balances robot traffic across the floor. The result is a system that can be deployed in
brownfield environments with minimal infrastructure changes and no fixed conveyors.

Transformational Results

The impact at Wrocław has been dramatic. Pick productivity has increased from 40 to 140 order lines per hour – a 250% improvement, if my maths is right. Onboarding time for new staff has been reduced from
three days to just 20 minutes. Average walking distance has dropped from 20,000 steps to around 8,000 per day, significantly reducing fatigue.

The number of active packing stations has been increased from 16 to 40, and despite a reduction in available aisles for picking, overall throughput has increased substantially. Service performance has improved too, with 60–100% of parcels now shipped within 24 hours, and the Christmas cut-off date
brought forward by six days compared to 2023. As I stood there watching order pass by in front of me, Flying Tiger seemed to be doing a – pardon the pun – ‘roaring’ trade in seasonal wrapping paper.

From a financial perspective, the results are equally compelling. Maersk has said that the introduction of Locus has significantly reduced pick process costs, equating to a 33% saving even after including the
robot service fees. Forecasts for full-year 2025 point to a further 24% cost reduction.

There have also been significant soft benefits. For example, the site has recorded zero push-and-pull
injuries, sick leave has fallen by 15%, and employee retention has improved by 8%, reflecting a more attractive, less physically demanding type of work. I love to hear about those sorts of benefits.

Flexibility and Scale

For Locus, the Wrocław project is a textbook example of its core value proposition, namely unmatched
flexibility and unlimited throughput. Unlike fixed automation, the Locus approach allows Maersk to add or
remove robots in minutes, introduce new workflows without disruption, scale from dozens to hundreds of
robots as volumes grow, and operate across multiple shifts or 24/7 without physical reconfiguration.

The platform has already proven capable of supporting 25,000+ units per hour on a single site and handling 150,000 lines in a single day in other deployments. While the Wrocław operation does not yet operate at those extremes, the architecture ensures that throughput can grow well beyond current requirements.

Crucially for Maersk, this flexibility aligns perfectly with Flying Tiger’s volatile demand profile. Whether
reacting to a viral social media trend or preparing for a Q4 surge, capacity can be adjusted simply by deploying more robots.

European Blueprint

The Wrocław project was Locus’s first major automation deployment in Europe with Maersk and is already being viewed as a blueprint for other sites. The modular nature of the installation makes it easy to
replicate in additional warehouses. From Maersk’s perspective, the collaboration has demonstrated that high levels of automation do not require long lead times, heavy CapEx or purpose-built facilities. Instead, robotics can be layered onto existing operations to deliver rapid, measurable improvements.

For Flying Tiger, it means faster order fulfilment, better service levels for customers across Europe, and the
confidence that its logistics partner can keep pace with growth.

A Modern Model

As European ecommerce continues to grow, and as labour markets remain tight, the Maersk–Locus–Flying Tiger partnership offers a compelling model for other retailers and 3PLs. By choosing a flexible, rapidly deployable robotic solution, Maersk has transformed a struggling manual process into a highperformance
fulfilment engine capable of absorbing growth, coping with volatility, and delivering measurable
financial returns.

For Locus Robotics, Wrocław stands as a high-profile demonstration of how its technology can support complex, high-growth operations in real-world conditions. And for Flying Tiger’s customers across Europe, it simply means their colourful household items, party accessories and impulse buys will arrive faster and more reliably than ever.

Warehouse standardisation promises efficiency, scalability and consistency – but how realistic is it in today’s complex logistics environments?

Join senior specialists from Blue Yonder, UKWA and DHL Supply Chain for an expert-led webinar that moves beyond theory and into practical application. Together, the panel will explore whether true warehouse standardisation is achievable across diverse operations, facilities and markets, and what it really takes to deliver consistency without sacrificing operational flexibility.

Through real-world examples and open discussion, the session will examine the structural, technological and human challenges that often stand in the way – from infrastructure and material flows to systems integration, tracking, traceability and labour management. Particular focus will be placed on the role of technology, including Warehouse Management Systems (WMS), and how templated approaches can be balanced with necessary customisation to meet specific business needs.

Attendees will gain valuable insight into industry best practices and proven strategies that leading organisations are using to enhance process consistency, improve customer service and increase operational agility across multi-site networks.

If you are reviewing your warehouse strategy, investing in new systems, or looking to scale efficiently across regions, this session will provide practical, actionable guidance you can apply immediately.

Plastic pallet supplier goplasticpallets has teamed up with Brighton-based product design studio gomi to transform end-of-life plastic pallets into a limited collection of handcrafted speakers and wireless chargers, demonstrating a fresh approach to circular innovation in logistics and consumer technology.

As an independent company committed to creating easy-to-repair products from recycled materials, gomi has produced more than 10,000 items to date, including speakers, power banks, phone cases, location tracker tags, and cables. Each piece is handmade in Brighton and features gomi’s signature marbled finish, created by blending recycled plastics into unique colourways.

At the end of last year, goplasticpallets sent gomi a shipment of its end-of-life plastic pallets in the company’s orange, blue and white colours. The materials were melted down and repurposed into a collection of premium speakers and wireless chargers.

The values of the two companies are closely intertwined. goplasticpallets is on a mission to create greener supply chains, demonstrated by the launch of its industry-first plastic recycling scheme in 2019. Since then, the company has recycled more than 2,500 tonnes of plastic, at the same time taking responsibility for recycling every pallet and pallet box it supplies once they reach the end of their long working lives.

Tom Meades, Co-Founder at gomi, said: “Our design philosophy is that tech shouldn’t become obsolete. Instead, we design for circular lifespans. Waste plastics and second-life batteries form the building blocks. Modular design allows us to fix what might otherwise have been thrown away. goplasticpallets is a champion of the circular economy in logistics, and their commitment to recycling and reuse aligns strongly with our own values. We were delighted to team up with them on this exciting collaboration.”

Dan Starnes, Sales Director at goplasticpallets, said: “The products we supply, how they perform over many years, and the way they are responsibly recycled at the end of their lifespan all play a part in driving the shift towards cleaner, more efficient supply chains. When we learned about gomi’s mission, and we saw the quality of the products they were manufacturing, we had to have some made for ourselves. They are creative, practical and show what can happen when you look at recycling a bit differently.”

Here’s how a decision-centric model can fix a broken supply chain, according to Allan Dow, EVP/General Manager of Aptean Supply Chain.

When Steve Jobs stepped onto the stage at the Macworld Expo in August 1997, he wasn’t introducing a groundbreaking new product (he would announce the iPhone at the same event a decade later).

At the time, software was rigid. Systems were siloed. Data arrived late. People worked within the confines of the technology, content to be limited by its many shortcomings. Jobs was casting a vision for his company and the customers who would refuse to settle for the status quo.

It was a rejection of the way people were being forced to work with technology, and a promise and an invitation to think different and change the world. The modern supply chain took shape at the same time, and its software solutions were built around batch planning, static forecasts, and point-in-time data.

These weren’t the ideal solutions. It was simply what the technology could support. For a long time, it worked. Disruptions existed, but they were exceptions, not norms.

Today, global supply chains are more expansive than ever before, operating with more velocity and precision but vulnerable to disruption. As one survey of 1,000 senior supply chain leaders concludes, ‘Supply chain disruptions are no longer rare — they’re the new normal.’

Why Two Decades of Technology Spending Left Supply Chains Brittle

Two decades and $200 billion in supply chain management technologies have left many supply chains reactive and convoluted. This staggering investment has not delivered the expected resilience; global disruptions now cost the average company 8% of its annual revenue. McKinsey & Company estimates that extended supply chain disruptions lasting more than a month now occur every 3.7 years and can cost a business up to 45% of a year’s profit over a decade.

Despite this significant spending, most organizations are still operating on their heels, trapped in a cycle of:

● Making decisions based on fixed time horizons that ignore the fluidity of global trade
● Relying on data that is outdated by the time it reaches the dashboard
● Operating in silos, where teams are neither connected nor informed
● Reacting to crises rather than adapting to trends.

First-wave supply chain management solutions were designed to record and report, not to decide. They rely on fixed time horizons and historical data to inform the future. When disruption, uncertainty, and change are the norm, it’s clear that we need to think differently about our supply chain software.

Transitioning from Reactive Networks to Adaptive Decision Engines

Decision-making itself has become a first-class enterprise capability. It’s why a decision-centric approach is the defining framework of successful, agile enterprises.

Yes, it involves a new technology schema. Yes, it puts data at the centre of everything. It’s also more than that. It’s a new operating model where decisions are explicit, intelligence is continuous and adaptive, execution is connected, and humans and technology collaborate at scale.

Decision-centric organizations are not just focused on data collection, but also on applying this information to drive specific business outcomes. For supply chain entities, this means using available intelligence and analytical tools to become more forward-looking and responsive to market shifts before they become crises. These initiatives are undoubtedly powered by artificial intelligence (AI).

Making Intelligence Operational

AI is ubiquitous in the supply chain sector. A quick Google search reveals countless think pieces on the subject, and executives are eager to talk about how they are deploying the latest to achieve the elusive promise of total visibility.

What it actually does for them is a different story. AI-powered, decision-centric supply chains are defined by three pillars that produce real results.

1: Centralizing Data
Best-in-class supply chain entities are centralizing their data into a single, unified platform. AI-powered supply chain optimization doesn’t work if data silos and disparate teams are running the show. Integrate and unify data so AI models can train on a complete, vertical, end-to-end picture of the operation, rather than on conflicting or incomplete datasets.

2: Intelligent Responses
Decision-centric companies turn insights into action. They rely on clean, centralized information to identify problem root causes and respond in real time. Even better, generative AI solutions make information searchable, allowing decision-makers to query data to derive actionable insights, and machine learning helps teams arrive at complex, data-driven decisions.

3: Predictive Sales and Operations Planning
AI-driven demand sensing turns real-time data from the external world into insights that anticipate and understand subtle shifts in customer behaviour, market trends, and potential disruptions before they impact the bottom line.

Rather than relying on last year’s information, supply chain entities can use this technology to adapt to real-time, even unprecedented, circumstances, responding with robust solutions that clarify uncertainty and create opportunities from disruption.

For instance, 76% of fashion executives believe tariffs and trade volatility will be the defining issues of 2026, requiring this heightened level of agility. Generative AI-powered digital twins can help retailers understand the financial or operational implications of any given decision or scenario.

This AI-first approach connects planning, execution, and analytics in real time to deliver speed, resilience, and measurable business impact. When implemented effectively, it changes how supply chains work, converting reactive networks into adaptive decision engines.

A New Era of Strategic Advantage

When Steve Jobs challenged Apple and its audience to ‘think different’ he was redefining the relationship between creators and their tools, businesses and their processes and potential. It was a response to a status quo that desperately needed updating.

The logistics and supply chain sector is ready for a similar revolution. Specifically, the modern supply chain must be built to be actively anti-fragile. The transition to a decision-centric enterprise marks the end of an era defined by reactive management.

For decades, we required supply chain professionals to serve the limitations of their software. We’ve left expert planners firefighting exceptions in spreadsheets, while reaching the company’s strategic goals have remained elusive.

Adopting a decision-centric model changes this dynamic. It empowers people and their teams to think differently. They can be different, operating with a level of specificity and agility that meets this disruptive moment.