For many years, the conversation around sustainability in supply chain has focused on headline issues like carbon emissions, packaging reduction, and electrification of transport. These are important priorities, but they only tell part of the story while an area that has remained largely underutilized and holds immense potential is aftersales

AI isn’t just a buzzword anymore—it’s delivering measurable value in supply chains, from what I experienced at Supply Chain USA, to digital twin research, to freight platforms saving carriers money. Companies that treat AI as a strategic muscle—one built on partnerships, clarity, and trust—will enjoy enhanced agility, smarter operations, and freer teams.

Yes, there are risks. Data quality, ethical use, and change management can derail progress. But momentum is building fast. Rather than ask “if” AI will change supply chain, the question is increasingly how fast, and how well.

The best supply chain leaders don’t chase perfection—they chase better. Better flow, better visibility, better service, better workdays. That’s the promise of continuous improvement. And it starts, always, with asking the simple but powerful question: “What’s one thing we could do better tomorrow?”

Amid all this, supply chain’s role has shifted. No longer just a cost lever or fulfillment engine, it’s become a shield—absorbing shocks, preserving service, and enabling business continuity. The organizations that thrive through this tariff turbulence won’t be the ones with the cheapest suppliers or the leanest warehouses. They’ll be the ones who saw volatility coming and built adaptive infrastructure—systems, people, and partnerships prepared for ambiguity.

Layoffs are a reality we all wish didn’t exist. But when they do, we owe it to each other to handle them with empathy, integrity, and humanity. Whether you’re the one delivering the message or receiving it, how you show up in the hardest moments—far more than the best of times—shapes your leadership and the collective culture that follows.

Authority doesn’t equal influence, and plans don’t equal culture. People do. Credibility, trust, and momentum must be earned—day by day, conversation by conversation. Whether you're navigating a matrix, rebuilding a team, or simply trying to make a difference, the challenge is real—but so is the reward.

A new year brings with it a familiar rhythm: setting priorities, aligning strategies, and—perhaps most challengingly—operating within budgets that were dreamed up at the end of last year. For Supply Chain leaders, that means delivering more with less, finding new efficiencies, and uncovering smart ways to stretch every dollar. But doing so without compromising service, flexibility, or long-term capability is both the art and science of operational leadership.

I try to keep the humanity in Supply Chain - it can be dry, technical and hard to engage with and in writing these blogs I hope that they are accessible and my passion shines through. I like to tie Supply Chain to everything, whether it’s Lunar New Year, walking my dog or stocking up on groceries - there are (sometimes extremely tenuous) links to be made - there are times, however, when none of it matters at all - there are times to be human and not think about work, business and supply chains - to understand perspective.

Today, December 6th, should be my friend Kate’s 44th birthday but she died on February 26th of this year, three weeks after being diagnosed with cancer. It has been the most horrific 10 months since she got sick and passed, I had never experienced grief before - the only way I have kept going has been the humanity of those around me. My family are immense, my colleagues have shown that there is a whole lot more to work than email, spreadsheets and team meetings - I’m eternally grateful. Keep being human, keep perspective.

Volatile, Uncertain, Complex and Ambiguous.

I can’t think of a better acronym to describe Supply Chain in 2024, and now with an election looming and the possibility of a radical shake-up of tariffs on one side or significant ‘green tax’ policy on the other, we are absolutely entering, if not already in, a VUCA world. The concept is relevant to every organization, especially with the post-covid (and very necessary) focus on Continuity Planning, it underscores the need for agility, resilience, and innovation - especially in managing global supply chains.

Don’t worry—this post isn’t political. And for that matter, it’s not particularly about Supply Chain either. The advantages of having your own blog…

Last week I got back from an epic 3000 mile journey in an (eventually) well-worn blue Honda Odyssey that carried us through some of the most striking, surreal, and unforgettable landscapes in the world.

Relocating for work isn’t easy—but it can be transformational. It forces you to develop flexibility, cultural intelligence, and resilience. It demands that you listen more, assume less, and grow faster. It makes you a more empathetic leader, because you’ve experienced the discomfort of being the outsider, of rebuilding from the ground up.

Climate change isn’t a future scenario—it’s a present variable. It touches everything from sourcing to shipping to selling. And it’s no longer enough to react.

Supply chain leaders must move from response mode to readiness mode. That means rethinking planning models, rebuilding network architecture, and most importantly, reorienting culture toward resilience.

Celebrating Pride at work still matters—deeply. Because for many LGBTQ+ employees, the ability to bring their whole selves to work is still hard-won. Authenticity shouldn’t be a luxury—it should be the baseline. When people feel safe in who they are, they lead better, collaborate better, and thrive.

We often treat change like an exception. But in supply chain, change is the job. You can’t always control what hits your network—but you can control how your teams respond. With the right tools, the right mindset, and the right leadership, you can turn resistance into resilience, and disruption into momentum.

Development doesn’t need to be linear, it absolutely should be intentional.

To those building the next generation of supply chain teams: embrace the unconventional hire. Invest in the person with the non-linear path. Create space for the voice that sees the world a little differently. You won’t just get a new team member—you’ll get new ideas, new energy, and a new way forward.

“AI” is truly the buzzword for 2024, at least it was everywhere in 2023. AI is unlike any other technology that I can think of in that it generates an emotional response from most people - you either get evangelical early adopters or fearful Luddites, with very little in between. As a child of the 80’s I think Terminator has a lot to answer for, although I’m sure my parents would say the same about Asimov in the 50’s.

The choice between a vertical or horizontal supply chain depends on a company's strategy, resources, and industry. Companies seeking greater control and integration might opt for a vertical supply chain, while those looking for flexibility, specialization, and reduced capital investment might favor a horizontal supply chain. Many modern companies, particularly large ones, often use a combination of both, depending on their product lines and business models - however it’s always worth remembering the grass isn’t always greener on the other side!