LinkedIn thought leader ad examples

A fare system upgrade should give agencies room to move at a pace their network can support. A modular architecture allows capabilities such as open payments or account-based ticketing to be introduced in stages, where existing equipment and interfaces support them. The work starts with integration: checking compatibility, testing transactions and planning the transition for staff and passengers. Arrive's approach connects software and devices around that migration path, helping agencies modernize while protecting day-to-day service.

A top-selling item starts moving at twice its usual rate. Now what? Spotting the change is the easy part. The hard part is the decision that follows: how much to order, from where, and how fast, before the shelf goes empty or the warehouse fills up. In the new Blue Ridge platform, the forecast adjusts as demand shifts auto-magically, Blu, our Generative AI, explains whats driving it in plain language - create a skill, agent or workflow, and the replenishment recommendation is right there to act on it. Super-powered workflows, from signal to decision. A recommendation only matters if someone acts on it. And people act on what they understand. And when demand shifts, are you enabled to manage the work? More on the specifics: https://hubs.li/Q04BQHvb0 #SupplyChainIntelligence #BlueRidge #BlueRidgeNextGeneration

Our customer survey found that 82% of planners require clear logic before they will trust an AI output. That result didn’t surprise me. If anything, it confirmed something that has been core to how we develop at AGR for a long time: transparency has to be built into the product, not added afterwards. It becomes even more important with AI. When we designed AI Sales History, we were asking planners to trust something quite complex: building a sales history for an item based on the behaviour of comparable items. We could simply have surfaced the result. Instead, we show how we got there. Planners can see which comparable items were selected, why they were selected, the weightings applied and how the resulting sales history was constructed. They can question the matches, adjust the inputs if they disagree, and every override is logged so the reasoning remains traceable. That matters because this isn’t just an interesting AI recommendation. The sales history feeds directly into things like safety stock, reorder points and opening order quantities. If a planner can’t understand where the numbers came from, it’s very difficult for them to confidently own the decisions that follow. For me, this is one of the most important principles as we bring more AI into inventory planning. Transparency isn’t a feature of our AI strategy. It’s folded into how we build the product. 👉 https://lnkd.in/eNsHgh2a

Bus operators need fare equipment that can stay useful as vehicles and services evolve. That means looking beyond the initial purchase: vibration resistance, serviceable components and integration with onboard systems all shape the long-term value. Standards such as ITxPT provide a common framework for connecting devices. A shared driver interface also helps keep the cab manageable. Arrive’s Nexio console brings multiple onboard applications onto one display. The aim is practical: equipment that is easier to support and a working environment that asks less of the driver.

Most planners don’t spend their day planning. They spend it collecting signals. Emails. Teams. ERP updates. WhatsApp messages. Supplier escalations. Excel files. Modern supply chains are drowning in operational noise. We built Horizon Signals to change that. Instead of forcing planners to chase information, Horizon automatically connects systems, understands operational signals, and surfaces only what actually needs action. Because planners should work on decisions. Not notifications. #KnowYourWorth #WorkOnWhatsWorth #HorizonSignals #DecisionExecutionPlatform

Åhléns raised their average delivery fee by 29.9%, and their conversion rate went up 1.4%. I hear the opposite assumption from retailers across the UK and the Nordics all the time: increase the delivery price and you lose the sale. Many e-commerce teams never find out whether thats true, because changing the delivery fee for all shoppers at once seems like a risk few want to take. Zubair Bhatti, Last Mile Manager at Åhléns AB, tested a higher delivery price on part of the traffic instead. When the delivery fee went up, shoppers didn't abandon the purchase, they simply moved to a different delivery option. That finding now shapes how Åhléns prices and ranks the options at checkout. Year over year results from tests Åhléns designed and ran in Ingrid, measured in Ingrid Analytics: +29.9% average delivery fee; +2.3% cart value; +1.4% conversion. Zubair says: "Test your assumptions first, because those are often too old to keep carrying on. Let the customer be the voice of the change" The full story, including the test that changed his mind about pre-selecting store pickup: https://lnkd.in/ebCzfFmn Is there a delivery checkout convention you have never tested? ⚫

Wat was het weer gezellig druk tijdens het Amsterdam Dance Event! Ik hou enorm van de drukte en reuring op het water tijdens deze dagen. GVB had een speciale feestpont ingezet, met Dj’s aan boord, door de dreunende beats hoorde je die al van verre aankomen. De reizigers op mijn pont konden er ook wat van. Er werd volop gezongen en gedanst. Op een gegeven moment liepen ze zelfs de polonaise. Vijf dagen lang voeren mijn collega’s en ik af en aan tussen Amsterdam CS, het NDSM-terrein en de Buiksloterweg. De ponten zaten bomvol. Op de drukste momenten hadden we wel 300 mensen aan boord. Ook midden in de nacht! Op de kades stonden duizenden feestgangers te wachten. Gelukkig hielden de pontwachters de boel goed in de gaten en verliep het op- en afstappen soepel. Daardoor konden wij ons helemaal op het varen concentreren. En dat was wel nodig ook, want vrijdag en zaterdag hadden we veel regen en wind. Zaterdag was het zelfs code geel. Vooral bij het aanlanden was het oppassen geblazen. Eén flinke windvlaag en je pont raakt uit koers. Na een geslaagde aanlanding kreeg ik applaus van de reizigers. Dat maak je ook niet elke dag mee. Samen met mijn collega Bart Tazelaar kijk ik terug op drie mooie diensten. Het was hard werken, maar we hebben ook een hoop lol gehad. En nu weer business as usual.

SAP IBP for demand planning doesn't win because it's the best fit for planners. It more often than not wins because procurement already has an SAP contract. Planners then go with it, and they spend the next year and a half rebuilding Excel workarounds around it, because changing one parameter needs a consultant and a change request. The tool that wins the RFP is not the tool that ends up getting used. This isn't really only about SAP, but it's what happens whenever procurement criteria are written around "fits our existing landscape" instead of "will the people who use it every day actually use it." If you're evaluating planning software right now, ask a different question than your RFP template does: not "does this integrate with what we already have," (which all modern systems do!), but maybe something like "will a planner still be using this, unmodified by a consultant, in eighteen months?" #supplychain #planning #sapibp #ERP #IT #AI

A logistics team can buy better software and still spend its afternoons copying information between systems. The ERP holds the order, the carrier portal holds the schedule, and the forwarder's email explains why the shipment will miss it. Each has part of the picture. A person has to piece it together, work out what changed and update everyone else. That person has become the Human API: the connection that keeps otherwise disconnected systems working together. For years, it was the most practical arrangement available. But it keeps skilled operators busy moving information when they could be acting on it. AI can handle that coordination now, giving people the facts they need to decide sooner. More here:

4.4%. That's how much the National Retail Federation expects U.S. retail sales to grow in 2026, reaching $5.6 trillion. That's encouraging. But the number I find interesting isn't necessarily the 4.4%. Its what businesses will have to navigate to get their share of it. Consumers are still spending, but not equally. Costs remain a concern. Labor conditions are changing. And uncertainty has become something businesses have learned to operate alongside rather than wait out. For small and midmarket businesses especially, growth in this environment isn't just about selling more. It's about knowing what to buy, where demand is changing, where your cash is tied up and when to adjust. That's one of the reasons I'm so curious about where inventory intelligence is heading. Better forecasting and visibility won't eliminate uncertainty. But they can help businesses make much better decisions. There is opportunity in that 4.4%. The question is who will be ready to capture it. For a practical place to start, Cin7's demand planning guide explains how to turn expected demand into a plan for what to stock and when to buy. It's worth a read: https://lnkd.in/eRpPuxSY

Meet me at Logistik & Transport | Svenska Mässan in Gothenburg on November 3-4. Discover Exotec's end-to-end warehouse automation solution, see the Skypod System in action, and explore how it supports more flexible, efficient and scalable operations. Our experts will be there to answer your questions. #Exotec #Logistik&Transport #WarehouseAutomation #Intralogistics

Já vi muito gestor de frota voltar de evento com o caderno cheio de anotações e nenhuma mudança na operação. Não é falta de vontade. Quando você volta sozinho, a ideia precisa ser vendida de novo para o time, para a diretoria, para quem não estava lá. E muita coisa boa se perde nesse caminho. Quando o time vai junto, isso muda: - Cada pessoa assiste, conversa e conhece gente diferente - Todos voltam com o mesmo repertório e a mesma leitura do que precisa mudar - A decisão começa dentro do evento, não depois dele No Frota Summit 2026, o conteúdo passa por gestão preditiva, tecnologia e inteligência artificial aplicada à frota, visão estratégica, tendências do setor, liderança e networking. Para quem decide, é repertório para defender escolhas com mais segurança. Para quem está crescendo na área, é a chance de enxergar a operação por outro ângulo e construir uma rede que dura muito além do dia do evento. Por isso preparamos o Ingresso em Grupo: A partir de 3 pessoas, por R$ 215 cada. Leve o seu time. A carreira de cada um agradece, e a operação também. https://lnkd.in/eUgw_YSf #FrotaSummit2026 #GestãoDeFrotas #GestãoPreditiva #Logística #Liderança

#Supplychain #disruption has a cost. And that #cost is growing. A.P. Moller - Maersk’s latest research with Financial Times Longitude found that companies reported losing an average of 5.1% of revenue due to supply chain disruption, compared with 3.9% in our previous study. That makes #resilience a commercial #priority. Disruption affects sales, customer satisfaction and the ability to grow. For business leaders, the question is where to focus: which vulnerabilities deserve attention first, and where could investment make the greatest difference? 🔎 How does your supply chain resilience compare with your peers? Take our Supply Chain Resilience Test—just 10 simple questions: https://lnkd.in/eQYiSuwH What stands out in your results? Feel free to message me. I’d be happy to discuss your priorities, exchange good practices and share relevant risk trends and data to support the conversation. #SupplyChain #Resilience #Leadership Toni Fondevilla, Ivy Boyer, Lasse Berg Sørensen, Neil Ashby, Marijn Visser, Gaëtan Van Exem, Lars Schmeltzer, Nishant Sharma, Dimitris Armenakis, Lars Karlsson, Regine Picard, Daniella Carvalho Pinto, Claus Mølholm Hansen, Robert Newman, Kyra Mercer CSCP, GEANINA SINCU, Charlotte Rudolph, Gülderen Yılmaz, Sonia Ferreira, Jeffrey Guss, Wilna Louw, Sophie Widing, Yumeko Kato, Somin Lee, Josue Alzamora, Christopher Cook, Julio Andres Diaz, Emily Diaz, Maria Diaz-Nunes

🤔 What separates #supplychain #resilience #frontrunners from #followers? A.P. Moller - Maersk’s research with Financial Times Longitude found that 95% of frontrunners treat #anticipating #disruption as a strategic priority, compared with 62% of followers. For me, this raises a leadership question: how embedded is #resilience in the #decisions your business makes every day? The differences extend beyond planning. Frontrunners report more complete real-time visibility, update risk plans more frequently and work closely with logistics partners. Tools matter. So does connecting information, teams and partners—and using those connections to act as conditions change. 🔎 Where does your business stand? Explore how your supply chain resilience compares with your peers through 10 simple questions: https://lnkd.in/eQYiSuwH Did your results match your expectations? I’d welcome a conversation about your strengths and opportunities to improve. Message me to exchange good practices and explore what emerging risk trends and data could mean for your supply chain ;) #SupplyChain #Resilience #Leadership

Shopper, retailer, and carrier intelligence are now in one system: Ingrid ⚫️ launched Agentic DeliveryOS. So who owns delivery at your company? Chances are if you ask around in your business you’ll probably get several answers. E-commerce owns the checkout options. Logistics owns the carriers and cost per parcel. Customer service owns tracking and returns. Finance sees the invoices. Each team runs its own stage well, but the delivery outcomes shoppers experience fall between the stages, and nobody owns the whole picture. Was the delivery option they wanted there? Did the parcel arrive on the promised date? That gap increases as agentic commerce enters the mainstream. McKinsey and EuroCommerce report that 61% of European shoppers already use AI to discover and compare products. AI agents build their shortlist before anyone reaches checkout, still the only place in which most delivery information appears. Delivery orchestration is the natural next step in agentic AI: real-time intelligence that reasons about the order in front of it. Retailers testing this now are setting the benchmark the rest of the market will reference. Cellbes is one of them: using AI to price delivery against real shipment cost rather than a fixed threshold, they increased delivery revenue by 23% and net delivery profit by 10%. Agentic DeliveryOS will run on real-time intelligence like that. It connects decisions across the whole delivery operation, from what each shopper sees and what’s promised to how every order is fulfilled and returned. Already today, Ingrid uses that intelligence to: → predict when orders will arrive; → rank delivery options based on real costs and commercial goals; → let teams understand and configure their delivery operation through conversational AI. Every outcome adds to what the system knows, so the next decision is better informed than the last. That means more personalised delivery, stronger commercial results and operations that increasingly run themselves. Find our more here: https://lnkd.in/exxJCnW3

*We're growing our team and looking for motivated Multi-Drop Van Drivers to join DHL eCommerce UK* If you're someone who enjoys being on the road, takes pride in delivering great service, and wants to be part of a business that connects customers and communities every day, we'd love to hear from you. ✅ Competitive pay ✅ Up to £2,000 bonus available ✅ The backing of one of the world's leading logistics brands ✅ Opportunities to develop your career with a growing business It's a fantastic time to join our team as we continue to invest in our network, our people, and the service we provide to customers across the UK. Take a look at the role and apply today: https://lnkd.in/eDXeDz4w #DHL #DHLeCommerceUK #LogisticsJobs #DriverJobs #MultiDropDriver #Careers #NowHiring

Looking forward to FreightWaves F3 next week in Chattanooga! 🙌 Excited to reconnect with industry friends and cheer on our CEO, Robert Nathan as he joins the powerhouse Julie Van de Kamp for a fireside chat on operational leverage and the future of freight. Plus Envoy AI will have a special announcement for the next generation of logistics leaders. 👀 Think hands-on experience, support for their education, and a path to becoming the next “bosses of machines” in the era of AI. If you’ll be there, let’s connect! #F3 #EnvoyAI #FutureOfLogistics

Rozmawiam na co dzień z właścicielami firm transportowych i spedycji, słucham ich problemów i przekładam te rozmowy wprost na to, co zmieniamy w systemie. CargoLink nie opiera się na jednej efektownej funkcji. Opiera się na tym, że zlecenie, dokumenty i faktura działają razem jako jeden, spójny proces. To, co budujemy, wynika z realnych wyzwań branży TSL, nie z założeń na papierze. #CargoLink #TSL #TMS #transport #spedycja

Zajmuję się w CargoLink łączeniem zarządzania i procesów. Pilnuję terminów i dbam o to, by każda funkcja była przemyślana od A do Z, zanim trafi do klientów. Najbardziej cenię w tej pracy jedno: mogę przekładać miłość do porządku na Waszą oszczędność czasu. Jestem dumna z tego, jak poukładany i spójny jest cały proces w CargoLink. To on daje Wam pełne poczucie kontroli nad codzienną pracą. Uważam, że dzięki temu porządkowi Wasza praca staje się stabilna i przewidywalna. #ProductManagement #ZarządzanieProduktem #TSL

Our new platform at Blue Ridge is here: the next generation of supply chain planning. What I'm most proud of is how much of the power this puts in the Planner's and Procurement team's hands. They can finally see themselves in the system that conforms to their way of working. They can see what changed, understand why with Blu, our Generative AI, in plain language, get a recommendation, and act on it, all in entirely configurable workflows. And when the business changes, they can reshape that workflow on their own. That started with a lot of conversations with Blue Ridge Partners about how they make decisions. Then we built a new foundational platform so all of it stays ultra fast and epically scalable. Hats off to this team, and I cant wait to see what our customers accomplish with it. https://hubs.li/Q04BQHvb0 #SupplyChainIntelligence #BlueRidge #BlueRidgeNextGeneration

15 years ago, JoseLuis Vilar 🤓 and I went to our first World Aviation Festival. It was held in the basement of the Sofitel at Heathrow T5. There were about 200 of us. The airport location meant everyone could fly in, do their meetings, and fly straight out again. Back then, the word “World” in the name was doing a lot of heavy lifting. We were young (well, early thirties, let’s be fair), sharing dinner tables with people who had been running airlines longer than we had been working. It was small and a bit rough around the edges, but the conversations were raw and honest. That’s what kept us coming back year after year. And the event grew with us. Bigger venues, booths and the big names followed, all the way to ExCeL London and beyond. Over time it became what the name had always promised. Credit to Terrapinn for building that. And after that many editions, you notice when something changes… Lisbon this year felt different, and I think everyone in the room could feel it. Some of the biggest names in PSS and distribution weren’t there (no Amadeus, Sabre…), and fewer people walked the halls. IMO, there was less wandering and more intent. Meetings were booked weeks ahead, with people who came ready to talk. I don’t know yet where WAF goes from here. Maybe it finds its way back to something smaller and more intimate, closer to that first basement. Or maybe it becomes something none of us have seen yet. Either way, the reason we keep coming back hasn’t changed. It’s still the conversations. So see you next year :)

Does your airline status still count when you fly the same group's low-cost airline? Europe's three biggest airline groups each run one loyalty currency across a family of airlines. We scored all three programmes, and only 0.3 separates first from last. 📊 Miles & More 3.0, Flying Blue 2.8, Avios 2.7 out of 5. All three unified the currency. None of them unified the experience, and you notice the moment you board the low-cost airline. → On Eurowings, a Frequent Traveller only gets the lounge on the pricier Smart fare, and the second checked bag starts at Senator. → On Transavia, only Flying Blue's top two tiers get anything, and only on the French side. The Dutch side recognises no Flying Blue status at all. → On Vueling, members earn Avios like everyone else, but Vueling Club status counts nowhere else in the group. Three groups, one shared decision. The passenger in the cheapest seat gets the currency, but not the relationship. I don't read that as a mistake. Frequent flyer programmes were built for the top 5 to 10% of passengers, and someone flying three times a year on a low-cost ticket was never going to reach Senator. If I ran one of these groups, I wouldn't stretch the status ladder down to them. I'd build them something that doesn't need status at all, with clear terms and a price they can plan around. Right now, none of the three has. Full breakdown 👇 https://lnkd.in/e_XUDreg

One stolen password is all it takes. Over the last few months, we've seen cyber attacks disrupt some of the world's biggest organisations. I saw a post recently asking people to spot the difference between: .com .corn At first glance, I didn't notice it. That got me thinking about how much harder its becoming to spot genuine threats. AI is making phishing emails, fake login pages and social engineering attacks increasingly convincing, and the gap between what's real and what's fake is getting smaller. Every business relies on software and every employee relies on access. This makes every login a potential entry point. I've recently found myself paying more attention to how businesses manage access to critical systems and data. Conversations around cyber security increasingly come back to one thing: who has access to what? EazyStock supports Single Sign-On (SSO), allowing users to access the platform using their existing company credentials while reducing the number of passwords that need to be managed. If cyber security is on your agenda, here's a quick a guide covering practical steps to strengthen security across your supply chain: https://lnkd.in/en5wqzjZ

Den gröna omställningen handlar inte bara om vad som tillverkas i fabrikerna, utan också om hur godset rör sig. Jag arbetar som Area Manager för norra Sverige. I Norrbotten byggs nu anläggningar som kräver komponenter som är för stora, för breda eller för tunga för vanlig trafik. Allt fler kunder frågar redan i offertskedet hur transportens miljöpåverkan beaktas. Hos oss är miljöhänsyn en naturlig del av transportplaneringen. Det innebär att vi utbildar våra förare i sparsam körning, väljer fordon med lägre bränsleförbrukning och utrustning som är rätt dimensionerad för varje transportuppdrag samt använder förnybara drivmedel med lägre utsläpp. För dig som kund innebär det att de stora leveranserna kommer fram säkert och enligt överenskommen tidplan, och med minskad miljöpåverkan. Berätta om dina behov, så planerar vi en lösning tillsammans. Nina Collin Area Manager, Northern Sweden Mobile: + 46 76 00 57 321 Email: [email protected]