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.

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The agreement was signed in Damascus in the presence of His Excellency Ahmed Al-Sharaa, President of the Syrian Arab Republic, by Sultan Ahmed bin Sulayem, Chairman and Group CEO of DP World, and Qutaiba Ahmed Badawi, Chairman of General Authority for Land and Sea Ports.

Following over a decade of conflict and long-standing underinvestment in trade infrastructure, the redevelopment of Tartus marks an important step in Syria’s economic reintegration. Structured as a Build-Operate-Transfer (BOT) model and fully owned by DP World, the project will include new infrastructure, advanced cargo-handling equipment, and digital systems to improve efficiency across the port’s container and general cargo terminals.

Sultan Ahmed bin Sulayem, Chairman and Group CEO of DP World, said: “This agreement reflects our long-term commitment to enabling global trade and creating resilient supply chains. We see strong potential in Tartus to serve as a vital trade gateway and look forward to strengthening regional connectivity and economic opportunity through this investment. We believe in the power of trade to help drive long-term stability and prosperity for Syria and the region.”

Qutaiba Ahmed Badawi, Chairman of Syria’s General Authority for Land and Sea Ports, said: “This agreement marks an important step forward for the Port of Tartus and Syria’s maritime sector. Partnering with DP World will allow us to modernise and strengthen the efficiency of our trade infrastructure as we continue to rebuild key trade lanes, support the national economy and provide more opportunities for the Syrian people. The agreement reflects our shared vision to transform Tartus into a strategic gateway linking Syria with regional and international markets and it will pave the way for sustainable growth for years to come.”

Located on Syria’s Mediterranean coast, Tartus is the country’s second-largest port and a key maritime gateway to trade routes across Europe, the Levant and North Africa. Its strategic position enhances regional connectivity, complementing existing routes through the Bosporus and Suez. The redevelopment will enable Tartus to handle general cargo, containers, breakbulk, and roll-on/roll-off traffic, expanding Syria’s trade potential as the country continues to rebuild.

DP World will also explore opportunities to develop free zones, inland logistics hubs, and transit corridors in partnership with local stakeholders, supporting broader economic diversification and trade facilitation efforts.

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How is the maritime sector navigating the twin pressures of decarbonisation and digitalisation? What role do regulation, education, and innovation play in steering global shipping toward a greener future?

In this edition of Logistics Business Conversations, host Peter MacLeod, editor of Logistics Business Magazine, welcomes Anna Kaparaki – senior solicitor, DBA researcher in maritime decarbonisation, and Course Director for the MSc Sustainable Maritime Operations at Liverpool John Moores University.
Together, they explore the seismic shift taking place across the maritime industry as it races to meet net-zero targets, comply with evolving international regulations, and embrace the circular economy.

In this episode, you’ll discover:

• How emerging technologies like AI, IoT, and digital twins are enabling greener, more efficient maritime operations
• The growing complexity of global and regional sustainability regulations — from IMO frameworks to the EU ETS and FuelEU Maritime
• Why education and training are critical to preparing the next generation of maritime professionals
• Real-world decarbonisation case studies, from wind-assisted propulsion to methanol-fueled container ships
• Strategies for implementing circular economy principles and sustainable ship recycling
• The impact of international maritime law and insurance on green compliance
• Career opportunities in ESG compliance, green finance, and maritime sustainability management
• The role of ports, intermodal systems, and digital platforms in building more resilient, lower-carbon supply chains

As Anna says, “Technology alone won’t solve these challenges. We need professionals who can integrate technical, legal and commercial knowledge to lead maritime’s sustainable transition.”
Whether you’re a maritime professional, policy expert, student, or logistics leader, this conversation offers practical insights into the challenges and opportunities shaping the shipping industry’s net-zero journey.

Listen now: Logistics Business Conversations – The Logistics Podcast

This episode is in partnership with Lloyd’s Maritime Academy and Liverpool John Moores University

The post Podcast: Sailing Towards Net Zero – Maritime Operations appeared first on Logistics Business.

Synopsis:

In this webinar Steven Timberlake of Infios discusses how you can measure your organisation’s level of supply chain maturity and the steps involved in developing greater efficiency and resilience in today’s challenging environment. Together with Peter MacLeod, Steven will explore topics including artificial intelligence, automation and system modernisation and outline how they form part of the practical steps that any organisation can implement today to relentlessly improve supply chain performance tomorrow.

Steven Timberlake, Infios

Steven Timberlake provides thought leadership and strategic challenge around supply chain execution as the Vice President of Sales Northern Europe at Infios. In his role, Steven plays a pivotal role in consulting businesses on transforming their supply chain execution, leveraging his extensive experience to drive strategic initiatives and foster growth opportunities. With over two decades of experience in technology and supply chain, Steven has established himself as a strategic leader adept at driving growth for his customers. His innovative approach to enterprise engagement has enabled organisations to navigate complex challenges and achieve sustainable success in today’s dynamic supply chain environment.

Register to watch it here now

The name Infios draws inspiration from the concept of infinity, representing the vast, interconnected global marketplace and the limitless opportunities to help businesses create their future. Infios is built on the belief that supply chains should be agile, intelligent, and constantly evolving to meet the demands of a changing world. By leveraging advanced technologies, data-driven insights, and a deep understanding of customer needs, Infios delivers innovative solutions that drive efficiency, lower costs, and empower businesses to succeed in an increasingly competitive marketplace.

“Supply chains are the backbone of modern business and global progress. And when they work better — simpler, faster, smarter — businesses thrive, people benefit, and communities become stronger. We believe that the future is better when supply chains work better,” said Ed Auriemma, CEO of Infios. “Our goal at Infios is to work alongside our customers to provide solutions that meet today’s challenges while thinking ahead to solve tomorrow’s problems.”

Infios integrates order management, warehousing and fulfillment and transportation management into a comprehensive suite of solutions, equipping businesses with the tools they need to navigate today’s complex supply chain landscape. Infios is dedicated to its customers, evolving with them to provide scalable, adaptable solutions that meet their changing needs. This flexibility enables customers to optimize every aspect of their operations with versatile, scalable, and future-ready capabilities. With a thoughtful approach to innovation, the company integrates data, predictive analytics, and AI-driven insights to help businesses stay ahead, anticipating challenges and opportunities before they arise.

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Here’s Why Jamaica is the Strategic Answer. Global logistics is being rewritten. Port congestion, rising warehousing costs, geopolitical risk, and the demand for faster delivery are all placing unprecedented pressure on supply chains across Europe. For decision-makers tasked with keeping goods moving while margins tighten, the hunt is on for smarter, more resilient solutions. And surprisingly to some, Jamaica is fast emerging as a compelling strategic partner.

For decades, Jamaica has been a transshipment point between the Americas. But today, the island is stepping confidently into the role of logistics hub for the modern age. Here’s why logistics leaders should be paying close attention.

Prime Geography Meets Modern Infrastructure

Kingston Harbour is one of the largest natural harbours in the Caribbean and among the largest in the world. Strategically positioned along major global shipping lines, Jamaica lies directly on key east-west and north-south routes. Kingston, its capital, is just 3–5 sailing days from major US ports like Miami, Savannah, and New York. This makes Jamaica an ideal location for companies pursuing just-in-case and nearshoring strategies in a post-COVID, post-Brexit world.

At the heart of this potential is the Kingston Logistics Park (KLP), a port-adjacent, bonded SEZ (Special Economic Zone) located next to the CMA CGM-operated Kingston Freeport Terminal. With over 100,000 square metres of space and direct customs integration via ASYCUDA World, KLP offers a scalable platform for regional consolidation, e-commerce fulfilment, reverse logistics, and light manufacturing.

Exceptional Cost Advantage

Compared to European and US logistics hubs, Jamaica offers highly competitive cost structures. Labour costs are 40–60% lower than US equivalents. Land and warehouse lease rates typically range from US$0.85- US$1.75 per sq.ft. per month, depending on location, infrastructure, and amenities. US$0.25–0.60 per sq. ft./month. Energy and telecoms infrastructure support modern distribution models, with solar integration opportunities for sustainability-conscious brands. In addition, SEZ benefits include a reduced corporate income tax of 12.5 %, which may be lowered to 7.5% with the approval of additional tax credits. Other incentives include duty-free inputs, and VAT/GCT exemptions on capital equipment.

Market Access to 40+ Million Caribbean Consumers

Beyond Jamaica itself, a logistics base in Kingston opens access to more than 40 million consumers across the Caribbean. Jamaica’s connectivity to Latin America and the US East Coast makes it ideal for firms looking to expand regional presence without committing to costly continental operations. Major carriers including CMA CGM, ZIM, Seaboard Marine, Tropical Shipping (represented locally by Kestrel Liner Agencies) and Maersk call at Kingston, ensuring consistent service schedules and reliable outbound reach.

Government Support and a First-Mover Advantage

JAMPRO and the Government of Jamaica are actively seeking logistics partners. We are ready to facilitate site visits, coordinate SEZ approvals, and connect investors with trusted developers. Workforce development programmes are already in place via HEART/NSTA to ensure trained staff are ready for new logistics roles. Importantly, no multinational 3PL has yet established a flagship logistics hub of scale in Jamaica. This presents a unique first-mover advantage for visionary firms willing to lead.

European logistics firms don’t need more of the same. They need adaptable, cost-effective, strategically located infrastructure that can buffer against future shocks. Jamaica is not just another dot on the map — it’s a gateway to the Americas, waiting to be activated.

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The transaction represents a key milestone for GES as it continues to focus its resources on expanding its presence in the fast-growing Asian market, with particular emphasis on its strategic terminal at Port Klang, Malaysia. It also ensures that the Rotterdam terminal is passed into the hands of a high-quality follow-on owner well positioned to take the asset forward. The transaction also delivers a strong return for GES’s shareholders.

Peter Vucins, CEO of GES, commented, “Part of the investment cycle is realising value from assets at the right time, and we’re confident this was the right moment for GES. We are now fully focused on growing our business in Asia, with Port Klang at the centre of that strategy. We extend our sincere thanks to the Rotterdam team and our customers for their support and for maintaining a safe, reliable, and forward-looking operation throughout our ownership.”

With the sale of the Rotterdam terminal, GES no longer holds assets in the Netherlands. The company’s growth strategy remains firmly anchored in Asia, where demand for bulk liquid storage, including chemicals, biofuels, and new energy products, continues to rise.

GES is backed by investors Bluewater and White Deer, who have been instrumental in supporting the company’s development and long-term vision. Financial terms of the transaction were not disclosed.

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As part of this reinvigorated partnership, BIFA will provide financial support to NaVCIS, helping fund its critical work in preventing and investigating vehicle-related crimes, with a strong focus on freight theft and cargo security. In return, BIFA will receive regular intelligence briefings from NaVCIS on truck crime trends, emerging criminal tactics, and national crime hotspots.

This intelligence will be disseminated to BIFA’s extensive corporate membership base, enabling freight forwarders and logistics companies to stay informed about current risks and take proactive steps to protect their operations. By sharing this vital information, BIFA will be able to help its members implement targeted security measures, contributing to a safer and more resilient supply chain.

“Freight crime is a growing concern for our industry, and collaboration is key to tackling it effectively,” said Steve Parker, director general of BIFA. “Our sponsorship of NaVCIS will help to ensure that our members are kept up to date with accurate, timely intelligence. This partnership underscores BIFA’s commitment to promoting safety, reducing freight crime, and supporting the authorities in their work. We also have plans to raise further awareness of NaVCIS to our members through the release of a documentary-style episode of BIFA TV. This feature-length episode will share case studies demonstrating the organisation’s work at locations such as Beaconsfield services in Buckinghamshire and the Red Lion truck stop in Northampton.”

NaVCIS Freight, the specialised arm of the national police unit, focuses exclusively on cargo crime. By analysing data and working closely with industry partners such as BIFA, NaVCIS plays a crucial role in identifying patterns of criminal activity and supporting targeted investigations. With NaVCIS relying heavily on funding from industry stakeholders, BIFA’s support not only empowers crime-fighting initiatives but also highlights the value of cross-sector cooperation in protecting the UK’s freight infrastructure.

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The FIA has launched the Global Partnership Programme to collaborate with leading organisations across the world who share the FIA’s vision for driving innovation, sustainability and safety across both motor sport and mobility. As Global Logistics Partner, DHL will manage the transport, installation and maintenance of key FIA infrastructure across the FIA’s Formula 1, Formula 2 and Formula 3 championships. This includes FIA trackside infrastructure such as Mobile Office Units and Garages as well as race-critical equipment.

Sustainability is a central pillar of the partnership, reflecting the shared commitment of both the FIA and DHL to reduce environmental impact and promote responsible innovation. As part of the agreement, DHL will deploy seven trucks for European logistics, each powered by hydrotreated vegetable oil (HVO) which cut emissions by up to 83% compared to conventional fuels.

DHL will support the sport to deliver the rationalised calendar that has been developed to create a geographical flow of races, thereby reducing travel distances across the season and enabling the use of lower-carbon freight solutions. These efforts contribute directly to the FIA’s ambition to halve its carbon footprint by 2030 compared to its 2019 baseline.

FIA Chief Commercial Officer, Craig Edmondson, said: “This partnership with DHL is a great opportunity to collaborate not only on the vital behind-the-scenes work that goes on at any track event, but also to drive sustainable practices across our industry. Pushing for greater sustainability across both motor sport and mobility is a priority for the FIA, and we are constantly seeking to embed this ethos into our ways of working, including our relationships with commercial partners.”

Paul Fowler, Head of Global Motorsports Logistics at DHL, said: “The FIA is a long-standing pillar of the motor sport community, so taking on the role as its Global Logistics Partner is a great honour to us. Our connection extends beyond the track. We share essential values such as safety, quality, speed, and precision, and we are both deeply committed to sustainability. Together, we champion alternative power sources and groundbreaking drive technologies that help reduce emissions along with regionalization of racing calendars.”

Announced during the FIA Sustainability Innovation Series at the iconic Silverstone Circuit ahead of the British Grand Prix this weekend, the DHL partnership marks a new pillar of the federation’s 2030 carbon reduction strategy. This is the sixth edition of the Sustainability Innovation Summit series, showcasing how collaboration, innovation and ambition are driving real environmental progress in motor sport.

The partnership marks another step in the FIA’s drive to strengthen its commercial relationships as part of its broader strategic transformation. It follows the announcement of the FIA’s 2024 financial results in May, which shows an operating profit of € 4.7m for the fiscal year, a major turnaround from the € -24.0m operating loss recorded in 2021.

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As the UK and EU enter a new phase of Brexit, we’re seeing that it demands a deeper reassessment of how logistics and fulfilment truly work across borders.

For the past few years, businesses on both sides of the Channel have been in reactive mode, patching up supply chains, firefighting disruptions, and doing whatever it took to keep goods moving. But we’re now beyond short-term fixes. In many ways, Brexit didn’t just disrupt logistics, it fundamentally reshaped it. The challenge now is not just to restore the old ways of working, but to embrace new models that reflect the reality of a structurally changed trade environment.

Drawing on my experience working across both the UK and EU fulfilment landscapes, it’s clear that this phase isn’t just about recovery, it’s about fundamental evolution.

Dual-entity warehousing as the new normal

One of the most significant shifts we’ve seen is the widespread adoption of dual-entity warehousing. For brands serious about serving both UK and EU markets, operating separate fulfilment entities is now standard practice. It might not be as lean or simple as pre-Brexit operations, but it’s faster, more compliant, and dramatically reduces the friction associated with customs delays, VAT complexity, and regulatory bottlenecks.

At Fidelity Fulfilment, we’ve helped brands set up mirrored infrastructure across borders. The result? Predictable delivery times, better customer satisfaction, and greater operational control. This isn’t just a workaround, it’s the future of cross-border commerce.

The SPS agreement as a B2B turning point

The new SPS agreement could be the most meaningful development for cross-border logistics since Brexit itself, particularly in regulated sectors like food, agriculture, and pharmaceuticals. While it’s still early days, this agreement offers the potential for reduced inspections, faster clearance, and more streamlined compliance processes.

For B2B operators – especially those dealing with high-sensitivity goods – this could unlock real efficiency. But it also raises the bar: only those with robust traceability systems, digital documentation, and tight supply chain control will be able to fully leverage these improvements.

Automation is no longer optional

Another major transformation is how technology has become central to fulfilment. Customs automation, smart inventory management, and real-time compliance tracking used to be nice-to-haves. Now, they’re mission-critical.

Providers that manage high-volume or complex shipments can’t compete without deeply integrated systems that can keep pace with constantly changing rules and consumer expectations. We’ve invested heavily in these areas, not just to meet compliance requirements, but to enable scale. Technology isn’t just making fulfilment more efficient, it’s turning it into a growth engine.

EU brands are returning, but with caveats

Interestingly, we’re seeing more EU-based brands re-entering the UK market. After the initial Brexit shock, many paused or pulled back entirely. Now, with systems stabilised and clearer pathways to market, they’re returning, but with a new level of scrutiny.

These brands are laser-focused on cost-benefit analysis, especially in low-margin categories. That puts pressure on fulfilment providers to be more than just logistics partners. We’re expected to deliver flexibility, speed, and transparency, while also helping clients manage risk and protect margins. It’s raised the bar, and in the long run, that’s a good thing.

Fulfilment as a strategic partner

With the UK fulfilment market expected to more than double by 2030, it’s clear that fulfilment can’t be treated as a backend function anymore. It determines how fast you can enter new markets, how well you serve your customers, and how resilient you are to future shocks.

But unlocking that potential requires the right kind of relationship. A fulfilment partner shouldn’t just be a service provider, they need to be a true collaborator, culturally aligned with your brand, and invested in solving problems together. While technology remains important (though it is less of a differentiator as most providers will catch up), it’s the businesses that embrace this more strategic, relationship-driven model that will be better positioned to lead.

Brexit may have drawn new lines on the map, but it’s also redrawn the rules of engagement. The next chapter won’t be about getting back to normal – it’ll be about building something better, with the right partner by your side.

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“Tariffs and trade shocks have put UK firms under real pressure – but they’re not retreating, they’re rewiring. This is a strategic reset – not just a stopgap. The UK is leading Europe in nearshoring and local sourcing, not just to cut costs but to take control. This is a strategic reset – not just a stopgap,” says Matthew Woodcock, Regional VP, CVM/Supply Chain Strategy (EMEA & APAC), Coupa.

Businesses are responding to rising global tariffs and supply chain volatility by taking decisive action. According to new research from Coupa, a leading AI-native total spend management platform, 85% of UK companies are increasing or planning to increase nearshoring over the next 12 months to shift operations closer to home – more than any other country surveyed, including the US (74%), Germany (74%), and France (66%).

Rather than absorb cost shocks passively, UK businesses are strategically reshaping their supply chains to prioritise local suppliers, reduce dependencies on high-risk regions, and build greater resilience into business operations.

Pricing remains a primary pressure point. 61% of UK suppliers plan to raise prices by five to ten percent – the highest share across any country surveyed – with a further 22% expecting to increase prices by more than ten percent. These hikes are expected to hit consumers directly in the coming months, with rising supplier costs likely to be passed along the value chain. To manage margin erosion, businesses are turning to mitigation strategies such as stockpiling inventory (38%) and increasing local sourcing (37%), signalling an urgent shift to contain upstream costs and safeguard downstream stability.

While almost half (49%) of UK firms report that recent US trade policies have negatively impacted their bottom line, only six percent forecast revenue losses above ten percent. This suggests businesses are feeling the pressure but remain comparatively confident in their ability to adapt.

This resilience is underpinned by decisive sourcing shifts. UK companies are moving away from perceived high-risk regions, with 31 percent pulling back from the US and 27 percent from China. Instead, they are increasingly prioritising domestic and European partners, with 41 percent sourcing more from the UK itself, 41 percent from Germany, and 31 percent from France. In total, 75 percent of UK suppliers now prioritise local sourcing in their future strategies – a higher proportion than in Germany (70%) or France (67%).

At the same time, the criteria UK buyers use to select suppliers is shifting. While price remains important, businesses are placing greater emphasis on reliability and compliance. 53% of UK buyers cite proven quality and reliability as a top priority. Stable and competitive pricing (57%) and full regulatory compliance (47%) is also important. These figures point to a clear pivot from cost-efficiency to risk reduction and supply assurance.

Woodcock adds: “Periods of disruption always create space for reinvention – and the smartest companies are using this moment to sharpen their competitive edge. UK firms aren’t just surviving – they’re simplifying, localising, and building supply chains fit for the future.”

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