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83% of companies have spent $3M+ on planning automation. Gartner's forecast for what that buys by 2030... 5% of them letting AI make even 1 in 10 planning decisions. Most people are reading that as an AI problem. I think it's a hiring problem. Think about the last good planner you hired. Smart, fast, great references. Did you hand them the quarterly S&OP on day one? No. You gave them the boring stuff. Safety stock on C-items. The reorder that happens every Tuesday. You watched. When they were right 40 times in a row, you stopped checking. When they were wrong, they could tell you why. Small decisions. Visible reasoning. A track record. Now look at how most AI planning gets rolled out. Big go-live. The board deck says "autonomous." The system touches the decisions that matter most on day one, with reasoning nobody on the floor can follow. Planners override it. The overrides become the real plan. And a $3M system becomes a very expensive suggestion box. The most useful number I saw last week wasn't Gartner's. It was Hormel's. Their planning COE lead said deployment overrides dropped 52% where they put functional champions in place. People moved that number. Not a new model. My read: the autonomy curve won't be bent by better algorithms. It'll be bent by the companies that track override rate as seriously as forecast accuracy, and start AI on the decisions nobody wants to make anyway. AI earns autonomy the way a new hire does. One boring decision at a time. What's the one planning decision in your org you'd happily never touch again? P.S. I'm having 5 conversations this month with supply chain leaders who are mid-rollout and watching their planners override the system. No pitch, just comparing notes on what's actually working. DM me "override" if that's you. #PlanningWithAI #SupplyChainPlanning

How well do your #supplychain #tools work together? One finding from A.P. Moller - Maersk’s research with Financial Times Longitude stood out to me: #resilience #frontrunners use fewer monitoring tools than #followers, yet report more complete #realtime #visibility. This prompts me to ask how well risk information supports teams in making decisions and taking action. - Do teams receive risk information in time to respond? - Does it provide enough context to assess the potential impact and decide what to do? - As the situation evolves, can they reassess the risk and adjust their response? 🔎 How does your supply chain resilience compare with your peers? Take our Supply Chain Resilience Test—just 10 simple questions: https://lnkd.in/eQYiSuwH For me, the #value of #visibility lies in helping teams understand their exposure, prepare earlier and adapt as conditions change. That is what I would look for when evaluating how #technology supports #resilience. #SupplyChain #Resilience #Leadership

Building our next-generation platform from the ground up was one of the most important decisions we’ve made as a company. We didn’t make it lightly. Today you’ll see why. We’ve spent nearly two decades helping distributors, manufacturers, and retailers plan. Over that time, what they need from us has grown: more SKUs, more locations, more volatility, and less room for error. Today they need an AI engine that takes their business to the next level. The thesis was simple. Build an AI-native foundation on Databricks that scales as our customers’ business grows, with intelligence layered in from the start, not added on top. Then hold it to one standard: a plan is only as good as its precision, and precision is what shows up in service levels and working capital. I’m proud of the Blue Ridge team that built it. Now our customers get to put it to work. Sign up for an early look, and you’ll get a seat at our live walkthrough: https://hubs.li/Q04BQHvb0 #BlueRidgeNextGeneration #SupplyChainIntelligence #BlueRidge

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]

Alla som ringer mig behöver inte en specialtransport. Ibland handlar samtalet om en enstaka extra bred last. Ibland om helt vanligt gods som ska gå regelbundet. Jag hjälper till med båda, för bakom Ahola Special finns en koncern med bredare kapacitet än bara specialtransporter. Ahola har funnits på den svenska marknaden sedan 1970-talet. Sverige är med andra ord ingen ny marknad för oss. Vi har arbetat här i flera decennier. Vi är fortfarande ett familjeföretag, med samma långsiktiga syn på kundrelationer. Ett samarbete med Ahola innebär en partner som kan ta ett bredare ansvar än en enskild transport. Berätta vad du planerar, så ser vi tillsammans hur vi tar det säkert i mål. Nina Collin Area Manager, Northern Sweden Mobile: + 46 76 00 57 321 Email: [email protected]

Forward-thinking transit authorities are successfully unifying fare collection mechanisms with universal accessibility. Integrating inclusive features from the start simplifies implementation. This proactive approach reduces long-term operational costs and strengthens public legitimacy. Equity in public mobility remains a fundamental service obligation. Every rider requires equal network access regardless of their preferred payment method. Designing transport platforms around inclusive principles creates immediate operational value. Trust infrastructure guarantees reliable service and inclusive access from the very first day. When physical devices and digital interfaces accommodate all passenger groups natively, access becomes seamless across the entire network. At Arrive, we see that building equity into core specifications protects public trust and lowers the lifetime cost of operations.

Vous nous avez probablement vus dans les rues de Paris (Notre campagne est LIVE !), mais vos équipes, elles, ne restent pas toujours à Paris. Paris, Londres, New York, Tokyo… Quand vos équipes voyagent, ça peut vite se compliquer : plusieurs prestataires, différentes applications, des factures dans plusieurs devises et peu de visibilité sur les dépenses. Et si vous pouviez gérer tous ces déplacements internationaux avec une seule solution ? À Paris, vos équipes peuvent réserver un taxi parisien (Business Taxi) directement depuis l’application Uber . À Londres, New York ou Tokyo, elles utilisent cette même application pour commander un Uber. Une expérience familière pour les collaborateurs. Une gestion centralisée pour l’entreprise. C’est tout l’esprit de notre campagne « Sinon, passez à Uber for Business » : simplifier les déplacements professionnels, en France comme à l’international, avec des Business Taxi qui peuvent emprunter les voies réservées, la gestion des trajets, des repas et plus encore, et les dépenses centralisées au même endroit. https://lnkd.in/eMFsR7tk

CargoLink mocno urósł. Dziś z systemu korzystają setki firm oraz tysiące spedytorów i przewoźników. Mimo to świadomie powiedzieliśmy klasycznemu rebrandingowi: NIE. Oto dlaczego podjęliśmy taką decyzję: 1. Tożsamość i zaufanie w TSL tworzy się latami. Nasza sygnatura od lat pojawia się na tysiącach dokumentów przewozowych w całej Polsce. Stała się dla naszych klientów rozpoznawalnym symbolem stabilności. 2. Klienci nie szukają wizualnych rewolucji. Widzieliśmy na rynku przykłady firm oprogramowania, które z dnia na dzień, bez pytania użytkowników o zdanie, wywracały interfejs czy branding do góry nogami. 3. Wolimy inwestować w rozwój systemu i w ludzi. Żaden rebranding ani kosmetyczna zmiana logo nie rozwija funkcji, z których korzystają na co dzień nasi klienci. Prawdziwy rozwój to ewolucja produktu i realne wsparcie dla klienta. Jakie macie do tego podejście w B2B? Kiedy Waszym zdaniem rebranding ma głęboki sens, a kiedy staje się tylko zmianą dla samej zmiany? #CargoLink #TSL #TMS #transport #spedycja

Hay funcionalidades de un software que se entienden mejor en cinco minutos de uso que en veinte diapositivas. Desde el departamento marketing de Imperia SCM me propusieron un reto: desarrollar varias herramientas gratuitas para que cualquier profesional pudiera probar algunas de las funcionalidades de nuestro software de planificación. La idea me gustó. Nos daba la oportunidad de enseñar con un caso práctico cómo resolvemos problemas que aparecen en el día a día de nuestros clientes. Una de esas herramientas es el Optimizador de Carga de Contenedores. El punto de partida era una pregunta muy concreta: ¿cómo distribuyo los productos de mis pedidos entre los contenedores que tengo disponibles? Para desarrollarla, había que ir más allá de sumar metros cúbicos. Puedes tener espacio libre y que una referencia no quepa por sus dimensiones. O alcanzar el límite de peso cuando todavía queda sitio. Con esa lógica, desarrollé una herramienta en la que puedes introducir tus productos, las cantidades que necesitas transportar y los contenedores disponibles. A partir de ahí, genera una propuesta de distribución y permite visualizarla en 3D, comprobar la ocupación de cada contenedor y detectar qué unidades se han quedado fuera. La IA nos ayuda a desarrollar este tipo de soluciones mucho más rápido. Pero sigue siendo necesario definir bien el problema, las restricciones que debe respetar el cálculo y cómo presentar el resultado para que sea útil. Ese era también el reto de estas herramientas: que alguien pudiera introducir sus datos, probar distintas configuraciones y entender cómo un software puede ayudarle a tomar una decisión que hoy le cuesta tiempo y esfuerzo. En el vídeo os enseño cómo funciona. Y si queréis probarla con vuestros propios pedidos, podéis acceder gratis aquí: https://lnkd.in/ek22PGZz

Gdyby transport przebiegał zawsze zgodnie z planem, projektowanie systemów TSL byłoby proste. Transport żyje nagłymi zmianami. Zmiana adresu rozładunku w trakcie trasy, zmiana waluty zlecenia, anulowany fracht czy korekta stawek to nie wyjątki - to codzienność operacyjna. Jako Project Manager spędzam dużo czasu na analizowaniu skrajnych scenariuszy (edge cases). Podczas projektowania funkcji pytam zespół: co się stanie, jeśli użytkownik zmieni dane w momencie, gdy faktura jest już wystawiona, a dokument POD właśnie spłynął od kierowcy? Dobre oprogramowanie nie służy do blokowania pracy ani wyświetlania komunikatów o błędzie. Dojrzały system polega na tym, że przewidujemy że przewidujemy nieprzewidywalne -zanim dotknie ono użytkownika. #ProductManagement #ZarządzanieProduktem #TSL

En dagligvarebutik kan ikke sætte hverdagen på pause 🛒 Det bliver særligt tydeligt, når butikken skal bygges om, kølerummet skal renoveres, eller der pludselig opstår problemer med kølekapaciteten. Varerne skal stadig opbevares korrekt, medarbejderne skal kunne arbejde, og kunderne skal helst mærke så lidt som muligt til det, der foregår. De forventer stadig fyldte hylder, kolde varer og en butik, der fungerer. Derfor handler opgaven ofte om at finde en løsning, der kan holde driften i gang, mens arbejdet står på. Nogle gange er det en standardcontainer til inventar eller varer. Andre gange er det en køle-/frysecontainer, der midlertidigt overtager butikkens kølekapacitet. Fælles for løsningerne er, at de ikke skal gøre opmærksom på sig selv. De skal bare fungere. Det synes jeg egentlig er meget sigende for den del af mit arbejde. De bedste løsninger er ofte dem, kunderne aldrig opdager, fordi butikken kan fortsætte næsten som normalt. #boxit #containerleje #opbevaring

A big day at CitySwift. Today we're sharing the results of our work over the last year with Transport for London and London's bus operators. London runs one of the largest and most complex bus networks in the world: 650+ routes and 5 million customer journeys every day. For the first time, TfL and its operators are working from one shared data platform to plan, simulate and prove the impact of changes before they reach the road. The results so far: ✅ Passenger Journey times on optimised routes down 1.5% on TfL's Journey Time Metric, which is an average of 27 seconds saved on every passenger journey ✅ Over 40% of the network reviewed and optimised on the road ✅ 200 routes improved at no additional cost ✅ More than 25 million hours expected back for passengers over 3 years, valued at £230M+ 27 seconds on a single trip doesn't sound like much. Across millions of journeys a day, it adds up to time people get back for work, family and everything else. A massive thank you to the teams at Transport for London, and especially Lorna Murphy and Nick Owen for leading the rollout. Thank you also to London's bus operators: Arriva UK Bus, Transport UK London Bus, Go-Ahead London, Stagecoach London, First Bus London, Metroline Ltd and Uno. You adopted the platform quickly and worked collaboratively to unlock the benefits. Watch Lorna and Nick talk about the programme in the video below, and read the full case study here: https://lnkd.in/dg_zeMX5 #PublicTransport #Buses #London #TfL

On 5 October, Vueling brought back the Barcelona–Madrid shuttle. Two flights a day, Monday to Thursday, because business travellers asked for it. It’s part of a pattern I keep seeing. Europe’s airline groups are handing business routes to their low-cost airlines. Transavia took over Air France’s domestic flights at Orly in March. Now Vueling flies the most famous business route in Spain. Which made me go back to 1974. The original Puente Aéreo had one promise. Turn up, get on the next plane, no booking. Iberia kept it with 13 flights a day each way and four reserve flights on top. For its first years, that route didn’t have a loyalty programme. The promise did the job. So what does the shuttle flyer get on Vueling today? → Avios once you’re past the entry tier, and since last October Vueling flights count toward Iberia Club status too. The low-cost shuttle sits inside the group, not outside it. → Vueling Club, relaunched in February, with tiers built on spend. Plus is 2,000 euros a year, which a weekly flyer reaches within the year. → At Plus, a free switch to an earlier flight the same day, in the app. The closest thing to 1974 on the low-cost side. That’s a good set for a low-cost airline, and more than most of them offer. What stayed in 1974 is the guarantee. Four reserve flights a day meant you always got on. Nobody runs a route like that anymore, and no programme promises a seat when the flight is full, Iberia’s included. Fair enough. But the idea underneath it still works. Back then the airline took the risk, with four spare planes. Today it could be the flyer who takes it, by committing to the route for the season rather than one flight at a time. A seasonal pass could do that, and it would give the airline the one thing a ticket never does. It tells you in advance who’s coming back. Vueling Club scored 2.6 out of 5 in our new Caravelo Loyalty Scorecard on Europe’s group-owned low-cost airlines. Full breakdown 👇 https://lnkd.in/ecCzQ_wZ

A buying team at a mid-sized wholesale distributor runs a weekly exception report. On a busy week, it has 300 items on it. They look at maybe forty. Not because they are not trying. Because properly reviewing an item - pulling the forecast, checking the lead time, looking at the stock position, understanding why it was flagged - takes fifteen to twenty minutes. At 300 items, that is not a review. It is a selection process, and the criteria for selection are usually proximity to crisis. There is a second problem inside this one. Even the forty items that do get reviewed are often reviewed superficially, because the planner does not have time to understand why the flag was raised - they just act on the fact that it was. 82% of planners say they will not trust an AI output without a clear explanation of the logic behind it. If the flag does not come with reasoning, the review is not really a review. Item Advisor fixes both. One click per item gives the planner forecast logic, risk, ABC classification, lead time position, and item health, written in plain language with a recommendation. The review that took twenty minutes takes two - and it is an actual review, not a rubber stamp. The exception list does not get shorter. But the proportion of it that gets proper attention does. 👉 https://lnkd.in/evtXDZR9

A retailer launching 200 new lines ahead of the Christmas range has a planning problem most systems quietly ignore. No sales history. No baseline. Just a blank field where the forecast should be. The usual fix is a manual estimate - copy a similar product, apply a gut-feel adjustment, and move on. It works for ten items. At 200, it becomes the single biggest source of forecast error in the business, and nobody knows until the markdowns start. New Item Forecast builds that opening estimate from comparable items that have actually sold - matching on attributes, price point, category, and demand behaviour. The planner gets a starting point grounded in real data rather than a copied cell. We asked planners what they needed from AI before they would trust it. 80% said they required the ability to review and override recommendations before acting. New Item Forecast is designed around exactly that - the AI produces the starting forecast, the planner examines it, adjusts it, and owns the decision. What changes is not who decides. It is what they are applying judgement to.👉 https://lnkd.in/e6G6XkqJ

Bij ons hoeft niemand langs drie schijven voor een simpel antwoord. Een vraag over een lading gaat rechtstreeks naar onze warehouse manager. Een vraag over transport gaat naar de planner. En als het net iets anders ligt, komt het gewoon bij ons terecht. Die platte structuur is bewust. Grote logistieke spelers zijn vaak ingericht op enorme volumes en vaste routines. Wij zijn groot genoeg om dat volume aan te kunnen. Tegelijk zijn we klein genoeg om snel te schakelen als iets afwijkt van het standaardproces. Voor klanten met net iets specialere wensen maakt dat nogal een verschil.

Have you noticed the world drifting apart? Since the pandemic and the rise of AI, it can feel like humans are becoming more disconnected than ever. But my recent guest on Unpacking Success, CEO of Omoda and Assem - Jan Baan, is drawing a line in the sand on detachment. Because what matters to his customers matters to him. And customers, for now, are still human. Tune in to the full episode to watch our conversation - trust me, it's not one to miss. #AI #Business #Retail

When most people think about delivery, they see the final step. But in reality, it’s only one part of a much larger, more connected process. Before a parcel reaches a doorstep, it moves through freight, warehousing, hub transfers, planning, and coordination. Each step is interconnected, and each one influences the outcome. Over time, I’ve noticed a common pattern: as businesses grow, this operational layer becomes increasingly complex. Higher volumes, tighter timelines, and more coordination often place significant pressure on internal teams. The natural response is to scale internally, more vehicles, more resources, more overheads. But growth doesn’t always require building more complexity. There is real value in working with systems that are already structured to scale, designed to bring clarity, efficiency, and control across the entire flow of movement and delivery. Because ultimately, operations should enable growth, not slow it down. We’re here to support the way your business is growing. Let’s discuss.

Delivery is often seen as the final step, simple, straightforward, and easy to manage. But behind the scenes, it’s rarely that simple. Coordinating drivers, managing routes, handling delays, dealing with failed deliveries, keeping track of volumes… it quickly becomes a complex operation. As businesses grow, so does this complexity. More orders mean more pressure on teams, more moving parts, and more room for things to go wrong. What starts as a manageable process can easily turn into a daily operational challenge. The reality is, delivery isn’t just about getting a parcel from A to B. It’s about having the right structure, coordination, and system in place to keep everything running smoothly. And sometimes, managing all of this internally isn’t the most efficient way forward.

Ticket Vending Machines remain a critical part of modern public transport networks. As agencies expand open payments, mobile ticketing and account-based systems, the need for accessible and reliable physical points of sale remains. A well-designed TVM supports far more than ticket purchases. It helps distribute passenger demand across multiple channels. It reduces pressure on customer service teams. It improves station flow during peak periods. It provides an essential option for riders who prefer or require in-person transactions. The challenge for transit agencies today is making these capabilities available without consuming valuable station space. This is why at Arrive we're seeing growing demand for compact, flexible TVMs that combine a small footprint with modern payment and ticketing capabilities. The objective is straightforward: faster transactions, smoother passenger flow and easier access to the network. Ultimately, every improvement in the ticket purchasing experience contributes to a more efficient journey for riders and a more effective operation for transit agencies.

𝗢𝗻𝗲 𝘀𝘁𝗼𝗹𝗲𝗻 𝗽𝗲𝗿𝗳𝘂𝗺𝗲 𝗯𝗼𝘁𝘁𝗹𝗲 𝗰𝗮𝗻 𝗿𝘂𝗶𝗻 𝗮 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗹𝗮𝘂𝗻𝗰𝗵. The transport order said “samples”. A few cartons going to a creative agency. During our DONE Guard review, the system flagged the sender and destination as a potential risk. My team then asked the customer what the samples were for. An unreleased fragrance collection. If a bottle went missing and appeared online, the problem wouldn’t end with a cargo claim. The brand could lose the chance to reveal its own product. In accordance with the DONE Guard procedure, we checked the carrier’s history and confirmed the driver’s identity. We briefed the driver on the security requirements, put guarded overnight parking in the order and had our Track&Trace team follow the journey through to delivery. The cartons reached the agency without incident. The brand got to announce the collection on its own terms. As a Team Leader, that’s the risk I want my team to catch: the one you won’t find by looking at the cargo value. If a shipment like this is on your desk, contact us at [email protected] donedeliveries.com

In 2012, I was trying to convince the freight industry that pricing could be automated. Most people thought I was early. Some thought I was wrong. At the time, Julie Van de Kamp was at U.S. Xpress, Inc. and the first super user of our tech. Now Julie is Chief Customer Officer SONAR and the Anchor on FreightWaves Today. I’m building Envoy AI where Ellie, our AI freight operator, turns insight into action Looking forward to sitting down with Julie at F3 in Chattanooga, Oct 27–28, to talk about what it takes to be early twice. The winners won’t be the companies that replace those people. They’ll be the ones that give every operator a team of AI behind them. One person, ten times the freight. That’s the labor layer. It’s the largest untapped asset in logistics.