Author

Nell Walker

Published

14 November 2025

Estimated Read time

2Mins

The appliance company has overhauled its entire UK and Ireland logistics operations

Global home appliance business, Versuni, known for iconic brands including Philips, Saeco, and L’OR Barista, has successfully completed a major overhaul of its UK and Ireland logistics operations, boosting performance, resilience, and readiness for growth. 

The project, managed by global supply chain and logistics consultancy SCALA, saw Versuni transition its UK and Ireland 4PL operations to a new third-party logistics (3PL) provider. The transition was designed to strengthen Versuni’s service capabilities in the UK and Ireland, simplify logistics management, and improve reliability across B2B, ecommerce, and retail channels. The new arrangement offers a seamless, scalable solution well aligned with Versuni’s future growth plans.

With no UK-based supply chain team, Versuni enlisted SCALA to coordinate planning, stakeholder engagement and integration with its SAP systems environment.

The new 4PL solution is based at a shared-user facility in Kettering, where more than 7,000 pallet spaces are reserved for Versuni products. The facility provides a full range of services, including import receipt and checking, retail order picking, direct-to-consumer fulfilment, returns and reverse logistics, and transport coordination with proof-of-delivery management.

Bartosz Gruszczynski, Senior Warehousing & Distribution Manager, Europe, at Versuni, said: “The UK and Ireland are strategically important markets for Versuni and our brands. It was vital that this transition improved service levels without compromising operational continuity.

“Through strong collaboration with SCALA and our new 3PL provider, we achieved a seamless handover. The result is a more robust, reliable logistics approach that gives us the confidence and capacity to grow in the region.”

The project ran from September 2024 to April 2025. Within the first month of go-live, 95% of orders were successfully delivered, demonstrating the smooth transition between providers. 

Phil Reuben, Executive Director at SCALA, added: “This project highlights what can be achieved with clear goals and a collaborative approach to delivery. We’re proud to have supported Versuni and its brands in building a logistics solution that is fit for the future – and already delivering measurable improvements.”

With the project now complete, Versuni has not only streamlined its operations but enhanced the service experience for customers of its much-loved brands. The strengthened UK and Ireland platform ensures greater scalability, visibility, and control, setting the stage for further growth across retail and ecommerce.

  • Risk & Resilience

Author

Nell Walker

Published

12 November 2025

Estimated Read time

4Mins

Expert feedback says retailers are unprepared for Extended Producer Responsibility (EPR) rules around packaging

Josh Pitman, Managing Director at sustainable packaging firm Priory Direct, has warned that retailers are unprepared for Extended Producer Responsibility (EPR) rules around packaging, for which fees went live in October, with the firm fielding hundreds of customer queries. 

EPR fees came into play from 1 October for ‘large’ producers including many affected retailers and Pitman, whose firm supplies planet-friendly packaging to more than 21,000 businesses, says: “The retail sector is simply not prepared for this shift in how their packaging data needs to be reported, and the fees payable based on weight, material and recyclability of packaging. This is particularly true of the ‘majority middle’, or those that fall just over the threshold. 

“We know this because for many weeks, we’ve been dealing with between five and ten queries daily from our customers on our website chat function and directly to account managers. Many of these are basic questions like: does EPR apply to them, what data do they need to share, where do they get this from, and how do they reduce exposure to it? These are all basic but critical details that should have been established months ago, as reporting requirements have been in play since 2023. 

“However, there appears to be a lack of clear, helpful guidance and limited proactive engagement with affected businesses from government, aside from some overly exclusive and expensive events featuring official spokespeople. Knowledge of how to navigate EPR is being firewalled by companies looking to profit from guiding larger clients through the change when, for it to make the most impactful change, the government should be providing clearer, more-open-access guidance on how to use this legislation to actually make a positive improvement to the impact of their business.” 

He adds: “This means it is falling to the private sector to give practical support to retailers, who are seeing headlines like John Lewis revealing a £22 million cost through EPR and are rightly concerned. Without this support, these businesses would struggle to respond to EPR legislation and – what is most crucial – adopt more sustainable packaging choices to limit their exposure to the fees. Otherwise, there is a real risk that business will simply absorb the fees rather than do what EPR is designed to achieve, which is to spur a switch towards more environmentally friendly packaging.” 

Extended Producer Responsibility has changed the way UK organisations responsible for packaging must carry out their recycling responsibilities. For the purposes of EPR, packaging is defined as any material that is used to cover or protect goods that are supplied and that makes handling and delivering goods easier and safer. It includes anything that’s designed to be filled at the point of sale, such as a coffee cup. This definition encapsulates a wide range of businesses including many retailers.  

‘Producers’ are defined as either ‘small’, with annual turnover above between £1 and £2 million and importing or supplying 25 to 50 tonnes of packaging, or ‘large’, with a turnover above £2 million and importing or supplying more than 50 tonnes of packaging. Both small and large producers must report their packaging data, but currently only large producers need to pay fees. These producers will have received their very first invoice – or Notice of Liability (NoL) – this month, October 2025. 

Pitman concludes: “This is a real opportunity for all retailers to minimise their exposure to EPR by switching to more sustainable alternatives. The cost of these alternatives is, in the majority of cases, the same or lower, as well as incurring lower EPR fees, and such steps also help to reduce the overall environmental impact of these retailers. This is a positive move at a time when legislative and consumer pressures on retailers around ESG are growing. With clearer, more practical guidance for those affected, EPR is the carrot that could make a dramatic difference to retailers’ impact on the planet.” 

  • Risk & Resilience

Author

Camilla Gilone and Fabrice Lebecq of Heidrick & Struggles

Published

3 October 2025

Estimated Read time

4Mins

Recent global challenges have elevated the supply chain leader to the executive suite, reflecting a fundamental shift

Over recent years, the chief supply chain officer (CSCO) role has undergone a profound transformation, particularly in sectors where supply chains are mission critical such as consumer goods, industrials, healthcare, and pharmaceuticals. What was once considered a technical or operational function has evolved into a driving force behind enterprise strategy.

This evolution has been accelerated by a series of global disruptions, most notably with the COVID-19 pandemic. Nobody needs to be reminded of the deep vulnerabilities the crisis exposed across supply chains worldwide; practically overnight, a rapid reconfiguration of how supply chain leadership was structured and empowered became critical. Combined with ongoing geopolitical instability, regulatory pressures, and rising stakeholder expectations, the signs are clear: the CSCO is now essential to competitive advantage.

In response, companies are recalibrating how they staff and support their supply chain leadership. Since January 2023, 36% of the world’s largest publicly listed firms have appointed new CSCOs. These changes signal a broader rethinking of what the role entails, and who is best positioned to lead it.

From functional specialist to strategic architect

The growing scope and complexity of the CSCO role is matched by a corresponding rise in enterprise influence. Once focused primarily on cost and efficiency, today’s CSCOs must also navigate a broader landscape that includes sustainability, digital transformation, risk mitigation, and resilience.

Through conversations with seasoned supply chain executives worldwide, it is evident that the CSCO role has been evolving for some time, predating the pandemic, and has accelerated significantly in recent years. Whereas the role previously encompassed a limited set of priorities, it now spans a broader spectrum, including sustainability, digital transformation, and agility.

Within this expanded context, CSCOs are increasingly redefining their role – not as operational enablers or as executional support, but as strategic architects of enterprise value. They now sit on executive committees, report directly to CEOs, and maintain regular access to the board. In other words, boards are now much more open to the transformative power of a CSCO.

Why elevating the CSCO role matters

·       Strategic alignment and faster execution
 The CSCO serves as a vital link between business strategy and operational delivery. With many peers on the leadership team coming from commercial backgrounds, the CSCO’s operational acumen offers a crucial balance, ensuring initiatives translate into results.

·       Increased agility in a volatile world
 CSCOs are typically first responders when crises strike. Their ability to make rapid decisions—on everything from product line adjustments to supplier realignments—is enhanced when they have a seat at the top table.

·       Talent magnetism

Elevating the CSCO position boosts its attractiveness to emerging leaders. By investing in career paths, leadership development, and visibility, some organisations are turning supply chain functions into high-potential talent pipelines.

The enterprise-centric CSCO

Today’s CSCOs must operate as business leaders first, and functional experts second. While many still come from traditional supply chain backgrounds, companies are increasingly prioritising broader business acumen, seeking candidates with commercial, P&L, or transformation experience. This shift reflects the growing need for CSCOs who can contribute strategically, anticipate regulatory and geopolitical risks, and lead complex, enterprise-wide transformations.

Equally important is the CSCO’s ability to manage a widening network of stakeholders. From peers and boards to regulators and suppliers, today’s supply chain leaders must translate operational complexity into strategic clarity. Their success now depends as much on influencing and communication as on technical mastery, marking a decisive evolution from the function’s historically executional role.

Rethinking succession and talent pipelines

Despite the strategic elevation of the role, there will always be turnover at the top, and many organisations still lack robust succession plans for CSCOs. This is especially concerning given the relatively short average tenure of a little over four years and a high rate of first-time appointments: in 2024, 65% of external CSCO hires in 2024 were step-ups.

To avoid setbacks caused by a gap in the CSCO function, succession planning must be reimagined across three key dimensions:

Future-focused profiles: Companies must define the CSCO role based on future needs.

Tailored development programs: Internal talent development is increasingly crucial.

Detailed, proactive planning: Organisations must develop data-driven, scenario-based succession plans.

The road ahead

The COVID-19 pandemic may have accelerated the shift, but the strategic ascent of the CSCO is not a short-term response – it is a long-term evolution. As companies face continued disruption, increasing complexity, and stakeholder scrutiny, the CSCO is emerging as one of the most consequential roles in the C-suite.

It’s all about flexibility and resilience. Speed of change has massively increased, and the size of those changes is becoming bigger. Organisations that invest in the right leadership, redefine the capabilities required, and reimagine succession planning will be best positioned to not only manage uncertainty, but to turn it into a strategic advantage.

To learn more, please visit www.heidrick.com

  • Risk & Resilience

Author

Richard May

Published

1 October 2025

Estimated Read time

5Mins

Richard May, director of product development at virtualDCS, on navigating cyber regulation, assessing risk, and building digital resilience in a cloud-first financial landscape

In 2025, financial services are deeply reliant on digital infrastructures. Cloud services, especially, are reshaping how the sector operates.

The cloud offers both established and challenger companies the ability to improve flexibility, efficiency, and analytics capabilities. When deployed properly, it can deliver integrated security across an organisation, but also introduces new vulnerabilities.

Due to the sensitive nature of financial data, the sector remains a target for cyberattacks. This, combined with strict regulatory oversight, means firms must continuously align with evolving legislation while enhancing service functionality.


Which regulations do financial services need to be aware of?

There are several specific regulatory requirements that financial institutions must follow. These pieces of legislation are designed to ensure customer data is protected from attackers:

Payment card information and PCI-DSS

For businesses that handle payment card information, PCI DSS requirements dictate security and operational requirements for protecting cardholder information during storage, processing, and transmission. In practice, these requirements are 12 mandatory security controls that cover network security, data protection, vulnerability management, access control, monitoring and logging, physical security, testing, and policy enforcement. Failure to comply with the 12 security controls can lead to severe financial penalties and even liability for compensation costs.

GDPR implications

GDPR regulations categorise financial data as sensitive personal data. This refers to bank details, transaction histories, assets, credit scores, and anything else that might concern the overall financial health of an individual. Firms must take measures to prevent unauthorised access or risk facing fines.

Basel III considerations

The third Basel Accord, Basel III, sets the international standards for capital requirements, stress tests, liquidity regulations, and leverage. It is designed to reduce the risks of phenomena such as bank runs and bank failures, as we saw in the 2008 financial crash. Due to this, most of Basel III focuses on financial requirements such as liquidity to ensure banks are more resilient to changes in the international financial markets. However, it still communicates standards in relation to information and communication technology (ICT),‍ cyber incident response and reporting, and‍ third-party risk management (TPRM).

Digital Operational Resilience Act (DORA)

Introduced in January 2025 by the European Union (EU), DORA addresses rising digital dependency in finance. It covers ICT risk management, third-party oversight, operational resilience, incident reporting, and information sharing.

Compliance with these regulations is essential. Beyond avoiding penalties or criminal charges, it strengthens protection against growing cyber threats.

Assessing Vulnerability and Risk in the Financial Services Industry

Risk assessments are critical to business continuity and reducing the impact of cybersecurity breaches. A task of identifying threats and vulnerabilities, and quantifying the consequences of threats if they were to materialise, enables firms to rank services and ensure the most critical systems are protected first.

The Financial Services Information Sharing and Analysis Center (FS-ISAC) identified several key threats to the global financial sector in its latest report, including: 

Supply Chain Incidents

Businesses should remain alert to the competencies and overall security of service providers they utilise. As reliance on external providers is increasingly integral to many core business strategies, firms cannot afford to overlook the cyber maturity of their partners. To mitigate potential security risks, organisations should ensure and verify that all service providers meet robust cyber-security standards.

Fraud

The universality of real-time payments has led to a surge in fraud action in all sectors for which financial channels and services are used. The immediacy of payment has also created a scenario where it is almost impossible to retrieve stolen funds. Online scammers are building complex operations to take advantage of this. Fraud prevention and detection are becoming more and more important to companies in the sector. Increasing friction for payments through two-factor authorisation, along with other strategic obstacles, reduces fraud risks. Without cross-border partnerships tackling this global issue, however, this is set to remain a growing threat for businesses.

Ransomware

Ransomware has long been a cybersecurity threat. Many victims are often opportunistically targeted by hackers, rather than chosen specifically. Incidents of spear phishing are also on the rise – attackers research individuals or organisations to create personalised messages to convince them to click on infected links. Creating barriers to stop or delay ransomware attacks is therefore essential to reduce the threat. Ransomware’s targeting of customer data also means detection and recovery protocols are critical for firms that want to reduce the threat from malicious actors.

Distributed Denial-of-Service

The FS-ISAC revealed that financial services accounted for a third of all distributed denial-of-service (DDoS) attacks in 2023. DDoS attackers bring down an area of a network or application and extort the affected organisation for financial gain. Motivations may also include political statement-making, competitor sabotage, and cyber vandalism, simply to cause chaos and disruption. The increasing use of application programming interfaces (APIs) in the sector means that denial of service can have a devastating effect on financial service businesses. Firms should implement mitigation strategies to protect customer trust and service availability. 

When, Not If: Building Cyber Resilience Through Disaster Recovery

While cybersecurity defences are essential, effective disaster recovery is vital to reduce the impact of incidents and maintain operations.

Speed of recovery has become the main point of difference for organisations attempting to recover from cyber incidents. Prolonged downtime can lead to reputational damage, regulatory penalties, and lost customers. Without effective disaster recovery, continuity efforts are undermined.

Firms should develop a ‘when’, not ‘if’, mindset when it comes to disaster recovery. A comprehensive disaster playbook provides a manual in the event of a cyber incident. This plan must incorporate tools to allow for early detection of malicious action. Your plan for disaster recovery should be printed as a hard copy or saved on an external device (to ensure it remains accessible if your primary system is compromised). It must consider the first steps of: documenting evidence for cyber insurance and law enforcement, identifying and isolating infected systems, and informing relevant stakeholders an attack has taken place. Furthermore, the plan should contain information around communication and key contacts, an agreed chain of command and designated person to lead the ransomware response, and assurance the plan comes under regular review with ‘fire drill’ rehearsals.

Financial institutions face some of the most severe cyber risks in the world. Abiding by regulatory requirements goes some way to protect against threats, but organisations must go further – by proactively assessing threats, incorporating security measures, and preparing for disruptions. Resilience isn’t just about avoiding breaches. It is about ensuring trust, safeguarding sensitive data, and maintaining the ability to deliver reliable services in a digital-first landscape.

Learn more at virtualDCS

  • Cybersecurity in FinTech
  • Risk & Resilience

Author

Fraser Robinson

Published

15 September 2025

Estimated Read time

5Mins

Fraser Robinson discusses the challenges threatening supply chain planning, why visibility isn’t enough, and what being future-ready means

It’s safe to say it’s been a particularly turbulent time for the global shipping and logistics industry. Disruption is ever more frequent and unpredictable. Geopolitical conflicts, tariffs, major climate events, and economic uncertainty all require constant attention and adaptation.

In just one week, the US and Japan struck a trade deal at the same time as the EU set out plans to match the US’s tariffs of 30% – the latest in a wave of rapid policy changes that continue to reshape global trade. Between October 2023 and October 2024, G20 countries introduced 91 new trade restrictions affecting over $828 billion in goods, more than triple the value seen the year before. These frequent tariff changes, with some being as large as they are too, will impact anything from freight costs to route selection and sourcing strategies.

Regarding sustainability, regulations to limit Scope 3 greenhouse gas emissions and safeguard marine ecosystems can require adapted routes to increase efficiency and avoid protected areas. In April, for example, the International Maritime Organisation approved new net-zero regulations for global emissions, aiming to reach the target by 2050. 

All of this shows how quickly tides can change – and why having real-time visibility over carrier shipping routes, freight rates and logistics is integral to being able to adapt just as fast. But visibility alone isn’t enough. When disruption strikes, teams need to act quickly – and relying on back and forth emails and spreadsheets won’t cut it.

Supply chain managers are in real need of digital tools that not only unify their data, but also enable real-time collaboration and seamless communication with partners across the network. Improving the speed and the accuracy of the decision making process.

The unpredictability of the modern supply chain

Tariffs can bring major changes to shipping trends and patterns. But they’re far from the only source of unpredictability. The climate crisis is triggering more damaging and widescale events that can cause disruption in the blink of an eye. A recent NASA study left researchers “amazed and alarmed” at just how sharply the rise in the frequency, length and severity of extreme weather events like floods and droughts has been in the last two years. So, it’s integral to build and evolve supply chains that are able to withstand these unprecedented changes.

Then you have a range of other factors like port congestion, labour disruption and emerging tech risks, which can all heighten unpredictability. For example, the number of parties involved in a shipment leaves the supply chain susceptible to cyberattacks such as ransomware, where cybercriminals lock down systems until they are paid a ransom.

If just one supplier suddenly can’t make a delivery as their internal systems are frozen, then shipping carriers, ports and warehouses all need to adapt to new schedules and orders to maintain operational efficiency. Not to mention the impact of cashflow from stock outs.

The (massive) need to go digital

Naturally, trying to coordinate across a global network of carriers, suppliers, warehouses and customers can be time consuming and chaotic. Spreadsheets and emails are still widely used in supply chains to organise shipments and communicate – but this creates fragmented processes, a sea of data silos and a lack of real-time coordination. No wonder 86% of operations leaders in a PwC survey said their company needed to invest in better tech to track and measure supply chain risk.

With disruption never far from shore, every partner in a supply chain needs access to the same real-time picture of moving goods. By tracking freight and providing automated alerts for any shipment disruptions or delays that take place, the latest digital platforms can display all relevant logistics data and shipping documents on a live tracking dashboard, and these dashboards are easily shareable via a link to every stakeholder.

Not only does this allow stakeholders to view and spot risk sooner, but it brings together every supply chain partner into one location. In turn, this makes it easier to triage issues and coordinate action plans to maintain the flow of goods. For example, it makes it simple for parties to confirm and share cargo ready dates with suppliers and forwarders, or resolve issues in an embedded chat. And by receiving timely notifications, supply chain professionals can act quicker to mitigate the negative impact of delays and disruptions.

Weathering future storms

The unification of data and communication is not only about firefighting immediate disruption. These capabilities are integral to taking a wider view and forming resilient supply chains that can weather the unpredictable and changeable nature of the industry. We need more advanced methods for measuring metrics like carrier performance and emissions and then using this data to optimise routes and reduce factors like demurrage and detention costs.

Are there ways to understand the frequency and severity of delays by carriers? How about understanding which carriers and forwarders are delivering the quickest, most reliable service? The monitoring of data over time can provide the answer to such questions. Supply chain managers can build ETA accuracy reports, for instance, that compare initial ETAs against ATAs. They can benchmark transit times and accrue objective performance insights that inform decisions about choosing suppliers and routes and ports. It all comes down to having data in one place that can be analysed by AI and provide key, and complex insights.

Of course, there is also an increasing onus on balancing performance with sustainability.

Carbon reports can analyse crucial metrics like distance, vessel and carrier to paint a clear picture of the carbon impact of each shipment. By understanding this impact for different routes and carriers, supply chain managers can make much more informed and sustainable choices when planning their routes. And with consumer and regulatory scrutiny set to intensify, the ability to be transparent through carbon reporting can increase trust and brand reputation.

Disruption is becoming more of a normality in supply chains – it’s something that is predictable. What supply chain professionals can’t predict is what that disruption will look like and where it might come from. As with anything in the modern world, data and communication are crucial to responding quickly to these events as well as implementing changes that improve the overall resilience of supply chains – and choosing sustainable options is generally choosing more reliable ones too.

More turbulence will come, and digital solutions offer the best route for keeping goods and shipments sailing through the storm.

Author

John Santagate

Published

7 August 2025

Estimated Read time

4Mins

John Santagate, Global Senior Vice President of Robotics at Infios, delves into the challenges tariffs pose.

Successful supply chains have always been measured by how well they deal with complexity. Getting deliveries and returns right requires multiple levels of collaboration, information sharing and strategic decision making to reduce the risks of confusion or delays. In tandem, customer expectations have changed. Expedited deliveries and a smooth returns process are now intrinsically linked to a positive customer experience. Amongst US consumers, cost, transparency of shipping and flexibility and ease of returns, including real-time tracking, are now the leading delivery preferences.  

With seamless buying experiences now standard, pauses in supply chain execution have major consequences for customer loyalty and brand reputation. This is particularly damaging at a time when every pound is crucial. Beyond driving cost efficiencies, enhanced speed and resilience are now equal parts of the supply chain challenge, and retailers must get this process right to succeed.

Even if brands understand that resilience is key, achieving this is another matter entirely. The volume and regularity of significant supply chain disruptions have tested the resilience of even the strongest supply chains. Organisations continually reevaluate the processes they have in place to ensure goods continue to reach customers. 

Global impact of tariffs

Political upheaval, global conflicts and the introduction of trade tariffs have driven six months of unprecedented global supply chain uncertainty. It’s estimated that the economic impact of the tariff disruption alone could reach as high as $1.4 trillion globally. Ongoing tensions have destabilised established supplier relationships and created uncertainty in the cost of products and materials. Beyond costs, businesses face increased uncertainty in product availability and financial planning, adding further obstacles to already complex operations.

2025 was a fundamental milestone in supply chain strategy. Single region sourcing and rigid inventory management are rapidly fading. In its place, diversification in sourcing and real-time adaptability have become more important than ever.

At its base, for retailers, navigating the evolving tariff environment is about maintaining customer satisfaction. Organisations have opted to move manufacturing of products to new markets. Others have used previous pauses in tariff implementations, and regular legal challenges, to try and ‘time’ tariff implementations and activate previously budgeted activity at the optimum period.

Among these changes, a question has emerged – in a world that is now defined by constant tariff uncertainty, where can technology help to establish a new, more resilient approach to supply chain execution?

Does forward buying help?

Forward buying of inventory has become the most common response to tariff-inspired uncertainty, as organisations aim to maintain product levels and meet customer demand. In the short term, some stability has been achieved. Organisations have been able to maintain existing purchasing and pricing strategies and the flow of goods. Over the long term, however, this strategy carries risks. In fast moving industries, like consumer goods, demand can be linked to virality. Trends can die as quickly as they begin, increasing the risk of product redundancy. Falling demand already costs even the smallest retailers as much as £10K per year. Over the long term, tariff uncertainty will continue to disturb the balance between purchasing and investor management and could cause costs to spiral. 

Staying future-ready requires businesses to enhance preparedness. Streamlining operations and building real-time visibility are an important step. As peak season planning picks up, many organisations face uncertainty around how to manage procurement and ordering in a way that minimises waste and inefficiency.

Integration of supply chain technologies, like order management (OMS) and warehouse management (WMS), provide real-time visibility across customer demand, supplier delays, and order status. Live, up-to-date information empowers teams to proactively manage and optimise supply chain operations, reducing bottlenecks and maintaining overall efficiency.

Making technology-powered decisions

The current tariff environment has also reduced the decision-making window. Taking a painstaking approach to sourcing goods and materials was once common practise. The current environment, however, necessitates companies to pivot on short notice. The announcement of any new policy or tariff could inflate costs to an unsustainable level. The ability to effectively source alternative suppliers, in markets with smaller tariff restrictions, or being able to re-route products and amend production timelines, has become a focal point of success.  

This level of decision making requires the practical application of data. Predictive analytics are a powerful tool that organisations can use to understand when costs might rise, or delivery delays could happen. Real-time dashboards mitigate supply chain disruption and provide informed and expedited decision making. Businesses can monitor changing global developments; assess potential risks to their own supply chain processes and act in a greatly reduced timeframe. Traditionally, these planning cycles may have taken place on a quarterly basis. Today, data analytics tools mean pivots can be made in days or hours. The impact of this cannot be overstated, building resilience against disruption alongside a wider competitive advantage. 

It is safe to say that disruption isn’t going away. Whilst tariffs undoubtably pose challenges, the opportunity for organisations to use this period for fundamental business change is clear.  Technology can build stronger supply chain processes and speed up real-time decision making. Not only will this improve responses to tariff-based disruption, but ultimately it will improve the ability for businesses to meet customer expectations, which remains the end goal. 

  • Risk & Resilience

Author

Evan Shelley

Published

25 July 2025

Estimated Read time

4Mins

Evan Shelley, Co-Founder and CEO of Truck Parking Club, digs into the issues caused by the truck parking problem.

When people talk about the most pressing issues in the US supply chain, they mostly focus on port congestion, labour shortages, or last-mile delivery challenges. Rarely do they mention truck parking. But as someone who works at the intersection of transportation and real estate, I can tell you that without a doubt: the lack of safe, accessible truck parking is one of the most overlooked threats to supply chain efficiency today.

At Truck Parking Club, we’ve spoken with tens of thousands of truckers and have seen the mounting frustration they experience trying to find legal, reliable parking near their routes.

In fact, on average, truck drivers lose nearly an hour each day searching for a spot to park. That may not sound like a huge issue – until you multiply it by hundreds of thousands of drivers, every day, across the country.

The result: an estimated $7,000 in annual lost income per driver. These delays impact everything from delivery timelines to detention costs and warehouse coordination. In short: they affect the supply chain.

A crisis hidden in plain sight

For every 11 trucks on the road, there’s only one available parking space. This imbalance leads to a ripple effect: drivers park in unsafe or unauthorized areas, are forced to shut down early to secure a spot, or violate hours-of-service rules trying to find parking closer to their destinations. In turn, this leads to supply chain slowdowns, missed delivery windows, and added costs for manufacturers and logistics providers alike.

The truth is, truck parking isn’t just a driver inconvenience – it’s a logistics bottleneck that affects everything downstream. For manufacturers dependent on ‘on-time delivery’, even a small parking-related delay can throw off timelines and impact inventory flow.

Why it matters to supply chain leaders

Manufacturers and supply chain executives might not think about truck parking when evaluating risk and resilience, but they should.

Every inefficiency in freight movement adds cost, and right now, we’re paying the price for decades of underinvestment in infrastructure that supports the flow of goods.

And – you probably guessed it, because it’s obvious: the challenge isn’t going away. With new construction of truck parking spaces costing $100,000–$200,000 per spot and often taking years to develop, there’s no fast fix on the horizon. This means the burden of solving this issue is increasingly falling on the private sector and logistics decision-makers themselves.

What can be done

Innovative solutions are emerging. For example, at Truck Parking Club, we’re addressing the issue by helping landowners and businesses monetize underutilized real estate as truck parking, turning extra space at trucking companies, tow truck companies, truck repair shops, self storage facilities , and other properties into bookable parking spaces that truckers can reserve instantly. This model rapidly increases parking availability without the multi-year construction timelines.

For carriers, logistics companies, and fleet operators, partnering with solutions like ours can yield measurable benefits: more efficient hours driven, reliable scheduling, improved driver retention, and safer working conditions for the drivers you depend on.

A call to action for industry decision-makers

As the supply chain continues to evolve in the wake of e-commerce growth and shifting demand patterns, we can’t afford to ignore foundational infrastructure gaps like truck parking. Leaders in transportation and logistics need to include parking in their budgeting, risk assessments and strategic planning.

That might mean advocating for policy changes, or exploring alternative parking solutions like Truck Parking Club to complement existing facilities. But at a minimum, it means recognizing that your delivery network doesn’t just rely on trucks – it relies on a place for those trucks to stop, rest, and refuel along the way.

Truck parking is no longer a fringe issue. It’s a strategic vulnerability that deserves a seat at the supply chain strategy table. And the sooner we treat it as such, the better equipped we’ll be to build a supply chain that’s not only faster, but stronger, safer, and more reliable for everyone involved.

  • Risk & Resilience

Author

Eelco van der Zande

Published

24 July 2025

Estimated Read time

5Mins

Eelco van der Zande, Managing Director of ReBound Returns, helps navigate the issues caused by tariffs.

Rapid changes in global trade policy are creating serious challenges for businesses operating across borders. With tariffs soaring one day and easing the next, retailers are being forced to rethink how they handle international returns in real time.

Fluctuating import duties imposed by the US have at times exceeded 145%, and retaliatory measures from key trade partners have thrown global supply chains off balance. Even with the most recent truce reducing US tariffs on China to 30%, there’s no guarantee these figures will hold. As of  June, 2025, US trade policy remains fluid, with ongoing negotiations reshaping tariff structures across multiple regions, including Europe and Asia. President Trump has noted that some levies have been suspended- not cancelled – and may rise again within months.

Adding to the uncertainty, twelve US states have filed a lawsuit in the Court of International Trade, seeking to halt to the “Liberation Day” tariffs. A US appeals court has allowed the tariffs to remain in effect while it reviews their legality.

The new risks of cross-border returns

Amongst the ambiguity, international returns are now under intense scrutiny. With each item crossing a border potentially attracting new tariffs, returning products for restocking has become costly. When an item crosses a border twice- first for sale, then for return- and possibly a third time for resale, retailers face multiple layers of duties and fees. A t-shirt sold internationally could now incur fees exceeding its original retail value. This makes it more important than ever to evaluate every return for cost-efficiency and logistical feasibility.

Volatility also makes forward planning difficult. Retailers can’t afford to be reactive; returns systems must be agile, localised, and data-driven to navigate the shifting conditions. Strategic returns management is key to future-proofing reverse logistics against unpredictable tariffs.

Localising and consolidating returns to minimise costs

One of the most effective ways to reduce tariffs exposure is to localise returns processing. Keeping returns in the country where they were purchased allows retailers to avoid costly re-importation. Processing and storing products at local returns centres and re-fulfilling them to new customers in the same region can save on shipping and duties. Repurposing items through alternative channels can also reduce costs.

Consolidating returns into fewer, larger shipments rather than handling them individually can significantly  cut logistics expenses. Using regional return hubs to group items before further processing or redistribution reduces transportation spend and carbon footprint. This local-first approach not only limits fuel consumption and emissions, but also supports a circular economy by keeping goods in-region. As ESG expectations rise, aligning reverse logistics with sustainability goals becomes a competitive differentiator. This optimised, local approach enhances efficiency and makes cross-border returns more sustainable and financially viable at scale.

Faster returns to reduce inventory lag

With tariffs driving up inventory costs, time has become a critical cost factor in returns management. Every day a returned item sits idle or in transit is a day of lost revenue and tied-up capital. Slow processing delays resale and undermines profitability in an already margin-sensitive environment.

Retailers must accelerate returns processing to reduce inventory lag. That means quickly assessing, sorting, and restocking products. Fast triaging, localised warehousing and agile reverse logistics can shave days or even weeks off the cycle, improving inventory turnover and unlocking working capital. In practice, faster processing can significantly increase recovered revenue from returned goods.

Smarter and fewer returns through better data

As tariffs raise the cost of goods, each return, especially the avoidable ones, become more expensive. Retailers that harness return data across their operations can turn unpredictability into strategic insight. This requires integrating data from multiple sources into a unified view, enabling more accurate demand forecasting, better inventory planning, and identification of products that are driving unnecessary returns.

Leading retailers are also using AI-powered platforms to anticipate which items are most likely to be returned and to automatically route them to the most efficient return locations. These systems integrate seamlessly with order and warehouse management tools, reducing cycle time and cost.

Data insights can also reveal deeper patterns, such as size discrepancies, product quality issues, or customer behaviour trends, that are contributing to high return rates. Addressing these issues through refined product descriptions, size guidance, and customer education expectations better can lead to measurable reductions in returns.

Even modest drops in return rates can yield significant savings when margins are tight. Smarter use of data enables faster, more informed decisions, and stronger profitability.  

Seamless returns to build customer loyalty

The increasing complexity of cross-border returns hasn’t slowed rising customer expectations. Shoppers are less forgiving of a clunky or slow returns process, especially when tariffs mean they have paid more or waited longer for their purchase. A seamless experience with fast, easy, and transparent return options is crucial.

Retailers that offer convenient local drop-off points, clear communication, and flexible refund or exchange options are far more likely to retain customers and drive repeat purchases. Quick refunds help preserve brand loyalty, even amid pricing pressures and economic uncertainty.

Retailers that prioritise returns optimisation have seen measurable improvements in customer retention and the frequency of repeat purchases. A great returns experience doesn’t just mitigate risk, it builds trust, strengthens brand reputation, and turns a potential point of friction into a loyalty driver. 

Adapting returns strategies for a shifting tariff landscape

When tariffs can rise or fall overnight, international returns must be treated as a strategic function, not just a back-end process. They directly impact margins, sustainability, and customer loyalty.

Retailers that embrace smarter returns management with localised, streamlined processing, better data insight, and seamless customer experiences will be best positioned to weather ongoing volatility.  To get ahead, retailers should consider conducting a full audit of their current returns operations, identifying gaps in localisation, speed, and tech adoption. Investing in smart logistics infrastructure today can unlock major savings and build long-term resilience.

  • Risk & Resilience

Author

Jorge Aguilar and Andy Prinz

Published

23 July 2025

Estimated Read time

6Mins

Jorge Aguilar and Andy Prinz, supply chain experts at PA Consulting, discuss shapers vs. stallers.

Volatility isn’t a shock to the system anymore – it is the system. Supply chains are absorbing more disruption than at any point in modern history, yet still expected to deliver flawlessly. Logistics lanes are being re-routed by international conflicts, cyber incidents, climate shocks, and policy shifts. The US tariffs and UK retail cyber-attacks are just some of the latest stand-out examples.

WTW’s recent Global Supply Chain Risk Survey reports that fewer than 8% of leaders believe they have complete control over their supply chain risks, and nearly two thirds continue to experience higher-than-expected supply chain losses. But against this backdrop, customers expect greater performance – instant service, total transparency, and zero excuses.

In this respect, dependable delivery isn’t a nice-to-have. It’s not even a differentiator. It’s the baseline for trust and growth. And in a world where so much is outside of businesses’ control, building systems that can still deliver when nothing else is stable is the new definition of good leadership.

Shapers vs. stallers

PA Consulting’s 2025 Brand Impact Index supports this. It found that the most successful brands – those with stronger growth, loyalty, and pricing power – are actively building the muscle to deliver dependably in the face of new shocks. 

The study of 7,000 consumers and 360 major brands revealed these brands are ‘shapers’. Rather than just investing in front-end experiences, they’re transforming their operational back-end systems, re-engineering networks, and re-thinking supply chain models. These brands prioritise dependable delivery as the top investment area for growth in volatile markets.

At the other end of spectrum are ‘stallers’: brands stuck in reactive cycles, making quick fixes, and clinging to old supply chain assumptions. Notably, stallers are 1.6x less likely to plan for disruption and minimise the impact on customers.

Ask the right questions

So, how do businesses know where they fall? There are a few key questions companies should ask, starting with: is your planning designed to adapt or just explain what already went wrong? Sales and operations planning (S&OP) that can’t respond in real-time is a delay, rather than a decision-making tool. 

More broadly, are you solving for yesterday’s world? If your network is still built on historic cost curves and old demand centres, what risks are you carrying forward without realising it? Do your suppliers extend your resilience or expose your gaps? And finally, is your automation unlocking flexibility, or scaling the wrong process? Technology is only useful if it makes you faster, smarter, or more stable.

These questions aren’t just philosophical; they’re what separate the leaders from the laggards in today’s market. The good news is that those falling behind don’t need to blindly guess the way forward. Rather, shapers are following a proven playbook, leveraging five clear levers to hardwire resilience, agility, and reliability into their supply chains.

Network design 

First, it’s important to engineer multi-location networks that balance cost, service, and risk. The focus needs to be on proximity to demand, redundancy in key nodes, and the flexibility to shift under pressure.

BMW illustrates this well. During COVID-19, BMW redesigned its production footprint to manufacture closer to customers, reducing its exposure and increasing control at a time of global disruption. Its strategy focused on lowering risk in the upstream supply chain while increasing manufacturing in the countries where it sells cars. 

In 2022, Oliver Zipse, BMW’s Chairman, shared that the company was producing over 430,000 cars in the US, 60% of which stayed in the market, alongside retaining a footprint in Central Europe and building up its presence in China. He claimed that this proximity to key markets, as well as flexibly increasing or decreasing production according to customer needs, was key to the company’s production success. This approach highlights that it isn’t about a perfect footprint, but rather having one that adapts when the map changes.

Dynamic planning

The monthly S&OP cycle can’t keep up, with Gartner research indicating that it is becoming ‘obsolete.’ Instead, shapers are treating planning as a continuous discipline, integrating signals, data, and cross-functional coordination to respond in real time. This isn’t about perfect predictions. It’s about responsive, multi-layered planning that sees around corners.

For example, Unilever has advanced its planning capabilities through an ‘always-on’ AI-powered forecasting model. It integrates market intelligence, sustainability constraints, forecast and actual sales data between Unilever and the customer to improve forecasting accuracy. Notably, the initial pilot with Walmart in Mexico increased product availability at point of sale to 98%. This approach has ultimately enabled Unilever to dynamically reallocate supply, adjust demand forecasts, and make financial and environmental trade-offs with speed and precision.

Design-to-value

‘Shapers’ are also surgical with cost, investing where it creates value and cutting where it doesn’t. This may sound simple, but in practice, it means design-to-value models aligned with what customers actually care about.

Just look at Hershey, which unlocked $35 million in hidden capacity using automation. This breakthrough came from applying advanced analytics and AI to its KitKat production network, which consists of six lines. Hershey discovered that simple changes in production scheduling and product mix could dramatically increase throughput, without much investment. 

This kind of design-to-value mindset requires deep operational data, cross-functional visibility, and the discipline to say no to unnecessary complexity.

Supplier collaboration

Beyond this, traditional procurement models are increasingly shown to break under stress. Shapers build supplier ecosystems that share risk, diversify sourcing, and enable upstream visibility.

Procter & Gamble is a good example, as it has focused on supply chain transparency and agility by creating a digital control tower across its vast network of suppliers and partners. This connected infrastructure enables real-time monitoring, rapid risk response, and collaborative problem-solving when disruptions hit. It’s not just about oversight – it’s about coordinated resilience being built into the ecosystem. This stands the business in good stead to assess and respond to new shocks, such as the impact of the US tariffs.     

Digital technology and automation

Finally, digitisation must do more than display data. It needs to enable control, speed, and adaptation. 

Zillow is a case in point, having built an ecosystem that weaves AI and automation into every step of a consumer’s housing journey. It brings together a huge range of products and services under one umbrella through its ‘super app’, which enables renters, buyers, sellers, and real estate professionals to search, tour, finance, negotiate, and close on their housing journeys. 

While not a traditional supply chain, it shows how tech-enabled orchestration can help bring consistency, speed, and reliability out of complexity. For operations leaders, the lesson is that automation matters when it makes the system stronger – not just faster.

Adapt to disruption

Disruption isn’t slowing down. But too many supply chains are still built for a world that no longer exists – optimised for predictability, driven by cost, and dependent on fragile assumptions. For supply chain leaders, the takeaway is simple: in a high-risk environment, the most strategic move isn’t to stabilise, it’s to reshape guided by a clear playbook. 

Dependable delivery isn’t just about the physical movement of goods, but rather building in network flexibility, digital visibility, supplier transparency, dynamic planning, and resilience at every layer of the operation. More than ever, delivering reliably – under pressure, across borders – is what keeps businesses trusted and in motion.

  • Risk & Resilience

Author

Harry Menear

Published

7 July 2025

Estimated Read time

6Mins

SupplyChain Strategy sits down with Ronald Kleijwegt, CEO at Vinturas, to explore the impact of recent tariff changes and geopolitical disruptions on global supply chains.

Donald Trump’s global trade war seems to be in a lull right now. Reciprocal tariffs between the US and China have paused, the US auto industry managed to compel the Trump administration to ease its levies on cars and vehicle components, and a successful trade deal between the UK and US has de-escalated transatlantic tensions somewhat. Friction between the US and EU, as well as with Canada to the north, remain high, however, and if there’s one thing the last four months have taught supply chain leaders, it’s that when it comes to the current US government, it’s unwise to take any amount of stability for granted. 

To take stock — as well as to try and understand what supply chain leaders can do to navigate periods of intense disruption — SupplyChain Strategy sat down with Ronald Kleijwegt, CEO at Vinturas, a Netherlands-based company that develops supply chain network software intended to provide real-time end-to-end visibility for supply chain and logistics teams. While our discussion focused on the impact of recent tariff changes and geopolitical disruptions on supply chains Kleijwegt was keen to highlight the fact that supply chains have always dealt with unpredictability and pain points of one kind or another. Citing examples like the Fukushima earthquake and the Eyjafjallajökull ash cloud, Kleijwegt emphasised the importance of accurate data and technology for resilience to ensure that the supply chains of today survive to become tomorrow’s success stories. 

SupplyChain Strategy: Ronald, could you help us set the stage a bit? I think it’s important to recognise that we’re operating in an increasingly unpredictable environment with a lot of pressures and headwinds. Then there’s always some specific context defining the exact moment we’re having these conversations. For example, in the last couple of days, we’ve seen restructuring in the US–China tariff relationship.

Still, uncertainty remains very high. Things are changing all the time. Could you give us a sense of where things currently stand with the latest tariff developments and what that means for organisations trying to stabilise their supply chains?

Ronald Kleijwegt: “Happy to. First of all, welcome to the world of supply chain! Maybe I’m getting a bit older, but like you said, today it’s about tariffs and trade relations with China. Tomorrow, it might be an earthquake somewhere in the world or another ash cloud grounding flights.

“Although I now run an IT software company, I spent most of my career managing large, complex supply chain operations globally. For example, I was deeply involved during the Fukushima earthquake, which had a massive impact due to sole sourcing of components in Japan. The same happened with the Icelandic ash cloud that shut down airspace.

“Now, we’re dealing with tariff changes in North America. There’s a 90-day grace period, but from a long-term supply chain management perspective, 90 days means very little. You’re still in reactive mode.

“Since COVID, the dynamics of global supply chains have intensified. Crises are no longer isolated—they’re overlapping and constant. To respond effectively, organisations need the right data and information, fast. With that, you can be agile and resilient.”

Ronald Kleijwegt, Vinturas CEO

SupplyChain Strategy: Absolutely. One other point is that these disruptions often bring ripple effects, like new regulatory hurdles or customs red tape. Could you speak to how organisations can deal with that increasing level of administrative complexity?

Ronald Kleijwegt: “It’s a good question, and the answer often depends on how governments choose to respond.

“In North America, for example, tariffs have been increased across the board. In my experience, it’s more effective when governments try to attract companies by offering incentives—like tax breaks or subsidies—not by creating blanket penalties.

“When I worked closely with governments, we had to educate them on how supply chains function. If you want to localise production, you need to lower duties on components and raise them on finished goods. That sounds obvious, but many countries still get it wrong.

“The US is now imposing tariffs across the board—including on components—which can be counterproductive. Then there’s the customs infrastructure. In some countries, like Germany, it’s still quite archaic, and delays in implementation disrupt supply chains even further. Policy decisions might be made at a boardroom level, but the operational side often lags far behind.

“A good example of a country doing things right is Morocco. They’ve successfully built a manufacturing ecosystem where over 65% of sourcing is local. This makes them highly competitive, especially with shipping access to South America and the US East Coast.

“Ultimately, companies can adapt to tariffs and regulatory shifts, but they need stability. You can’t build strategy around constantly shifting policies.

“At the end of the day, companies make decisions based on total landed cost, not just the price of production.

“Adidas, for example, adopted what they called Smart Manufacturing. Fast-moving products were produced closer to demand markets, while slower-moving items remained centralized, even if it meant slightly higher costs. It worked because the overall cost-efficiency improved.

“The problem isn’t just tariffs; it’s the constant change. You can’t build a company or strategy when the rules shift every 90 days.”

SupplyChain Strategy: Do you think we’ve entered a phase where economic policy is more deeply politicised? 

Ronald Kleijwegt: “What we’re seeing in the US right now is pretty unprecedented.

“Historically, trade barriers and subsidies have always existed. Offshoring to China, for instance, was largely driven by subsidies that made manufacturing cheaper. Even the US took advantage of that.

“But politics and trade are now more openly intertwined. Still, even with sanctions—take Russia as an example—trade finds a way. Goods flow through Dubai, Turkey, Kazakhstan, and so on. You can’t stop trade entirely.”

SupplyChain Strategy: What do the next 12 to 18 months look like for supply chain organisations that want to improve visibility and resilience?

Ronald Kleijwegt: “We’re in an ongoing crisis environment—COVID, wars, trade issues. But one positive is that supply chain now has a seat at the boardroom table. That recognition is growing.

“Companies are also realising that visibility alone isn’t enough. They’re shifting from simple dashboards to full-scale network solutions that connect their entire ecosystem. That’s how you get high-quality data, and that’s how you make AI and automation work effectively.

“More companies are coming around. It’s not just about having the latest tech; it’s about transforming how supply chains operate.

“Change is coming. And, for those that embrace it, there’s a big opportunity.”

  • Risk & Resilience