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Juleaften nærmer sig! 🎄📦 Eller … sådan føles det i hvert fald altid for mig, når kalenderen rammer E-handelskonferencen! På torsdag den 8. oktober går det løs, og du finder mig naturligvis på Bring Danmarks stand. 🎙️ Kl. 10:00 optager vi LIVE podcast sammen med Daniel Kjær Friis fra YouWe ApS og min gode kollega Kristoffer Hedman 💪 Her går vi i dybden med et af de spørgsmål, jeg ofte får: "Hvorfor i alverden skal en fragtleverandør blande sig i checkout og webshop-plugins?" Svaret er simpelt: Du kan have Danmarks flotteste shop og de skarpeste priser, men hvis fragtvalget er uoverskueligt, pakkeshoppen forkert eller checkouten hakker, så smutter kunden lige før målstregen. I podcasten åbner vi maskinrummet og taler om: - Hvorfor leveringspræferencer og checkout hænger uløseligt sammen med din konvertering. - Hvad vi lærte, da vi byggede vores checkout-plugin. - Hvordan standardiserede plugins gør hverdagen markant nemmere for både udviklere og shops. Resten af dagen nørder jeg videre på standen med alle jer, der vil snakke: ✅ De små checkout-friktioner, der i stilhed koster ordrer ✅ Valgfrihed i fragt uden at overvælde kunden ✅ Og selvfølgelig: Hvad sker der med checkout, når AI-agenter begynder at handle for os? 🤖💳 Ses vi på torsdag? Smid et "Ses!" hvis du kigger forbi til en kaffe og en snak om checkout og agentic commerce ☕ 👇 #ehandel #checkout #ehandelskonferencen #cro #bringdanmark

Which routes haven’t been possible because the “right” vessel didn’t exist? That’s the question Boreal asked. https://lnkd.in/d2i9xd6f Traditional ferries are often too big, too energy-intensive and too expensive to run frequently. And when the service isn’t attractive, demand stays low. A fleet of smaller, nimbler electric hydrofoil vessels changes that equation: faster trips, more frequent departures and the ability to connect places that previously didn’t make sense by water. That thinking led Boreal to order not one Candela P-12, but 20. Read about it in our jointly-written white paper (in link above) and then ask yourself: Which water route in your city or region should exist – but doesn’t today? #PublicTransport #ElectricFerries #MaritimeInnovation #Hydrofoils

What if the most valuable ferry routes are the ones we haven’t been able to operate yet? That question is at the heart of our new white paper with Boreal: https://lnkd.in/dJcGNndM Boreal has ordered 20 Candela P-12s, with the first vessels scheduled for delivery in 2027. Their ambition goes beyond replacing existing ferries. Smaller, efficient vessels could make direct connections between homes, workplaces and transport hubs viable. In Drammen, a pilot showed how existing piers and temporary charging can let a city test a route before committing to permanent infrastructure. It also found particularly strong expected use among people who currently travel by car. For cities and public transport authorities, the question is which new connections the waterways could make possible.

Five predictions for European beverage distribution by 2030. Hold me to them. 1 — The pallet stops being the unit of trade. When compliance runs as software, shipping one bottle across a border is routine. Market entry becomes a test measured in bottles, not a bet measured in pallets. 2 — The importer of record becomes a platform role. A handful of pan-European infrastructure players hold authorisations across many markets, serving hundreds or even thousands of brands on shared software — while traditional importers consolidate upward around big volumes. 3 — Brands take back their data. By 2030, a serious brand expects to see its own sell-through and pricing in every market, and picks partners on transparency, not just reach. 4 — The first fully agentic transactions become normal. A bar's system notices it's running low and places the order — no human on either side. What stays human is the decision to stock the brand at all. 5 — The relationship premium goes UP. When everyone has efficient administration, the differentiator is what you do with the freed time. The winners redeploy it into the market. The losers take it purely as a cost cut. One thread ties them together: the century-old link between volume and viability in this industry is breaking. That concludes the week — all five pieces on my profile. Thank you for reading along. Now: which prediction is wrong? The comments are open, and it's Friday. 🥂 #BeverageIndustry #FutureOfDistribution

In 2010, the Netherlands had 75 breweries. Today it has 740. Now the number that should worry everyone: between 2016 and 2022, Dutch breweries grew 179%. Sector turnover grew 8%. That is the whole story of European beverage in three numbers. An explosion of brands chasing roughly the same volume. France went from ~500 breweries to 2,500+. The UK added over two thousand. Europe now has more than 10,000 — and openings are now mirrored by closures. Here's what I see every week: those brands are rarely dying because the liquid is bad. They're dying because the route to market never materialised. A traditional distributor's cost structure — reps, back office, credit desk — is largely fixed per brand. So distributors rationally concentrate on volume, and new brands are told to come back when they're bigger. You can't get bigger without distribution. You can't get distribution without being bigger. And the obvious escape — crossing a border — runs straight into excise, EMCS and VAT, fixed costs only volume justifies. The brands that most need to internationalise are exactly the ones nobody will internationalise. The gap isn't more distributors. It's distribution economics that work at small scale. Read more below ... If you run a brand: what is your honest experience finding distribution in a new market?

Wie viel kann sich im E-Commerce zwischen dem Erhalt eines Reports und der tatsächlichen Umsetzung einer Entscheidung verändern? Bestellungen kommen und gehen. Bestände verändern sich. Die Nachfrage schwankt. Daten zu haben, ist eine Sache. Die richtigen Daten zum richtigen Zeitpunkt zur Verfügung zu haben, eine andere. Genau darum geht es in meinem neuesten kurzen Video. Video unten ansehen ▶ Wie nah an Real-time sind die Daten, die Sie heute für Ihre Fulfillment-Entscheidungen nutzen?

Forecasting soll Unternehmen dabei helfen, besser zu planen. Doch was passiert, wenn die Prognose falsch ist? Zu viel Bestand. Zu wenig Bestand. Unnötige Lagerkosten. Verpasste Umsätze. Im letzten Video meiner kurzen Serie beschäftige ich mich mit der Frage, ob ungenaue Prognosen E-Commerce-Unternehmen mehr kosten könnten, als ihnen bewusst ist. Video unten ansehen ▶ Damit geht meine kurze Videoserie zu Ende. Ich habe mich mit Omnichannel, Technologie, Echtzeitdaten, internationaler Expansion, Bestandsmanagement und Forecasting beschäftigt. Welches dieser Themen stellt Ihr Unternehmen aktuell vor die größte Herausforderung? Wenn Sie die Serie hilfreich fanden, würde ich mich freuen, von Ihnen zu hören. Und wenn es weitere Themen gibt, über die Sie gerne mehr erfahren würden, lassen Sie es mich gerne wissen.

Robotaxis are no longer something we talk about using in the future - they are becoming part of how people move around cities today. And 2026 will be a major turning point. Today, we’re taking an important step forward. Uber is partnering with Verne and Pony.ai to launch the first commercial robotaxi service in Europe, starting soon in Zagreb. But this is just the beginning. Across Europe, we’re building momentum with leading AV partners as we prepare to bring autonomous rides to more European cities later this year. Our approach is simple: build an open platform where the best AV technology and strong local operators come together to give millions of people access to autonomous vehicles. Today, we work with more than 25 AV companies globally, completing millions of autonomous trips every year on Uber. Europe has a unique opportunity to lead in shaping how autonomous mobility is deployed - responsibly, at scale, and in a way that benefits cities. Excited to see Zagreb lead the way. 🇭🇷 https://lnkd.in/ert6bBy6

𝗜𝗻𝗱𝗸ø𝗯 𝘀𝗶𝗱𝗱𝗲𝗿 𝗼𝗳𝘁𝗲 𝗹𝗶𝗴𝗲 𝗱𝗲𝗿 𝗶 𝗺𝗶𝗱𝘁𝗲𝗻. Salg vil have alt på lager så de kan levere høj service og skabe glade kunder. Finans vil have så lidt som muligt på lager, mindre bundet kapital er kapital, der kan frigøres til vækst og investering. Begge har ret. Men indkøb og supply chain, der skal balancere de operationalle valg, mangler ofte at kunne synliggøre konsekvenserne af disse valg. Så samtalen ender ofte blindt, og alt med at blive behandlet ens. Samme service. Samme logik. Samme beslutninger. Men i en kompleks forretning giver det ikke mening. Nogle kunder og varer skal have høj service. Andre skal ikke. Spørgsmålet er bare: Hvordan differentierer man det – konkret i et komplekst og dynamisk marked. Det kræver samspil mellem forretningen, mennesker og teknologi.

𝗘𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗶𝘀 𝘁𝗵𝗲 𝗲𝗻𝗲𝗺𝘆 𝗼𝗳 𝘆𝗼𝘂𝗿 𝘀𝘂𝗽𝗽𝗹𝘆 𝗰𝗵𝗮𝗶𝗻 𝗼𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻 𝗲𝗳𝗳𝗼𝗿𝘁𝘀! 𝗬𝗼𝘂𝗿 𝘀𝘂𝗽𝗽𝗹𝘆 𝗰𝗵𝗮𝗶𝗻 𝗶𝘀 𝗮 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗲𝗻𝗴𝗶𝗻𝗲 - not just a reporting and delivery function. In business and life, 50/50 tends to create blurred ownership and slower decisions. Treating everything equally, feels fair but is rarely optimal. Nature itself hates 50/50. Optimization usually thrives at the edges, not in the median. 𝗣𝗼𝘄𝗲𝗿 𝗹𝗮𝘄𝘀! A power law is a relationship where output ∝ inputᵏ - or in simpler terms: small differences in input creates massive differences in outcome. None of your business is average; one item is enormous, a few are meaningful and many are irrelevant. Power laws show up everywhere — including your ERP data: • A few SKUs drive most revenue • A few SKUs drive most profit • A few SKUs drive most capital binding • A few suppliers drive most risk • A few decisions drive most long-term outcomes 80/20 is just the polite version. In reality, it’s often 95/5. In power-law worlds: • The mean is misleading • The median is tiny • Planning for “the average SKU” is not applicable This is why: • Service levels can have hidden costs that hollow out profit • Inventory increases overall but without improving availability • treating everything equally feels fair but performs terribly The real strategic shift is when you stop asking: "How do we improve everything a little?” and start asking “𝗪𝗵𝗶𝗰𝗵 𝗳𝗲𝘄 𝘁𝗵𝗶𝗻𝗴𝘀 𝗲𝘅𝗽𝗹𝗮𝗶𝗻 𝗺𝗼𝘀𝘁 𝗼𝗳 𝘁𝗵𝗲 𝗿𝗲𝘀𝘂𝗹𝘁?” Segmentation should be strategic, not an academic procurement exercise. This is where complexity reduction unlocks real cash!

A mobilidade corporativa deixou de ser apenas sobre chegar de um ponto ao outro. Durante o Wine Night 99 para Empresas, compartilhei uma reflexão que tem guiado muitas das minhas conversas com nossos clientes: hoje, uma viagem não termina quando o colaborador chega ao destino. Ela continua na experiência, na produtividade, na segurança e na eficiência da operação. Uma das descobertas da pesquisa proprietária da 99 para Empresas com o Datafolha foi que 93% das empresas consideram a mobilidade corporativa essencial em algum nível para o negócio. Esse dado mostra uma transformação importante: a mobilidade deixou de ser uma simples etapa operacional e passou a ser uma decisão estratégica. Mais do que escolher uma rota, as empresas precisam construir uma jornada que faça sentido para quem usa, para quem administra e para quem decide. Foi muito especial compartilhar esses insights em uma noite de conexão, boas conversas e troca de experiências. Obrigada a todos que estiveram conosco nessa construção. #MobilidadeCorporativa #Gestão #Inovação #99ParaEmpresas

In de industrie draait de productie op volle toeren, maar de opslag houdt dat tempo niet altijd bij. Regelmatig zien wij bedrijven met dat knelpunt. Voorraad blijft net iets te lang liggen, of een seizoenspiek vraagt om meer ruimte dan er beschikbaar is. Bij 3PLogistics lossen we dat het liefst dezelfde dag nog op, niet pas volgende maand. Met zo'n 40.000 palletplaatsen verdeeld over verschillende magazijnen kunnen we snel schakelen, ook bij tijdelijke groei. De kracht zit niet alleen in de vierkante meters. Die zit ook in het meedenken: past crossdocking beter, of is tijdelijke buffering al genoeg? Die vraag wordt liever vooraf gesteld dan achteraf.

Many retailers I talk to have a delivery problem they've never properly recognised. E-commerce owns conversion. Operations owns cost. Delivery, the bit in between, usually belongs to no one. So the problem grows piece by piece. Checkout in one system, tracking in another, a handful of carriers each with their own setup, and returns off on their own, nothing joined up. It looks fine, because everyone is doing their job. But delivery promises stay the same for every shopper, tracking goes quiet after "order confirmed", and what you learn about carrier performance never makes it back to checkout. These are small gaps on their own, but together, they cap what delivery could be earning you. The fix is consolidation: one connected view where checkout, tracking and returns inform each other, so every decision gets a bit smarter than the last. Here's what it looks like in practice. NA-KD grew delivery revenue by 82%, and Nelly saved around £123K. Both teams got there by testing what actually made the difference, guided by delivery data instead of assumptions. That's the shift I care about, turning delivery from a cost you absorb into a lever you can pull. If your delivery is scattered across different tools today, it's worth asking what that's quietly costing you in revenue, margin or trust you can't yet see. ⚫ https://lnkd.in/eQ7sDNGT

🦊 Order-to-cash automation was never this easy. Hyperfox brings the AI-native Customer Operations to your manufacturing, distribution and wholesales company. Connected to your ERP (yes even SAP), GDPR-proof and EU-based! May the fox be with you! #orderautomation #ainative #customeroperations #supplychain #hyperfox

Booth 1530 - Flanders Expo Gent is dé plek om alles te ontdekken over hoe we met Hyperfox jouw bestellingen automatisch verwerken, van je mailbox tot in je systeem. Kom ons ontdekken op Transport & Logistics 2026 op 22 en 23 september!

Grrrreat news from the lowlands! When a new drop sells out in minutes, checkout is the last place shoppers should hesitate, so Patta Exclusive Sneakers BV. has decided to join Ingrid 🇳🇱 Founded in Amsterdam in 2004 out of love and necessity, Patta has grown from a single sneaker store into one of Europe's most influential streetwear brands, with a community that follows every drop across the continent. Delivery is the next part of that experience. Patta runs on Shopify, and the goal is to give shoppers a clear picture of their delivery long before they reach the payment step. What Patta is building with Ingrid: ➔ Delivery promises and shipping costs on the product page, not waiting until checkout; ➔ Clean checkout where delivery reads as part of the customer journey; ➔ Localized delivery options in every market; ➔ InPost integration and adding locker deliveries. Tomas Overtoom, Business Growth Manager at Patta Exclusive Sneakers BV., shares: “We’re improving the checkout flow with dynamic rates, clear PDP delivery promises, localized lockers, and every carrier mapped out in one slick view; this makes delivery an effortless part of the Patta journey.” Welcome, Patta ⚫

A few years ago, at Materna IPS, we put self-bag-drop automation live at a major European airport, and I still remember the first morning it actually went live. The morning peak there had been difficult for years, with people and bags backing up toward the entrance for a good hour every day, and on that first morning it simply did not happen. People moved through, the line never built up, and by the time the peak was over there was very little to report. I have thought about that a lot since, because we tend to picture operational technology as a launch, something you switch on and then stand back to watch. In practice a lot of it shows by what stops happening, such as a queue that no longer forms, a complaint that no longer comes in, or a shift that staff no longer dread. The new units were visible enough, of course. The old counters came out, the self-service row went in, and anyone walking through the terminal could see that something had changed. What stayed with me though was the morning itself, which had stopped needing to be managed, and that is still the first thing I look for when someone asks whether an operational project has worked. #TravelTransformation

Most conversations I have about modernising an airport start with something visible, such as a new app, a better set of dashboards, a predictive tool for turnaround, or an AI pilot that someone wants to run. All of it is worthwhile, but follow any of it far enough down and you reach the same question, which is whether the data underneath can be trusted. This is the part of airport modernisation that gets the least attention and decides the most. An airport runs on dozens of systems that grew up separately, covering flights, passengers, baggage, stands and staff, each with its own view of the day and few of them agreeing with each other in real time. When a decision has to be made in the moment, whose number is right? Often nobody is quite sure, so it gets made on instinct. What changes that is one connected, real-time picture of the operation that all those systems draw from and feed back into, held in an open foundation rather than in a single vendor's closed box. The part most people underestimate is the meaning, because connecting data is not only about piping it between systems, but also about agreeing what it represents, so that a delay or a gate change carries the same context everywhere it lands. Get that right and new capabilities stop being one-off projects, because you are adding them to a foundation that already holds. It is also the only honest way to be ready for AI, since a model is only ever as good as the operational data feeding it. The airports that move fastest over the next few years will be the ones that did the groundwork of getting their operational data connected and trusted first. Do you agree?

I stopped by the warehouse today, and the flags caught my eye just like they always do. I like to keep both German and US flags hanging in our warehouse, because it sums up our family's story and IFF's history in a nutshell. You see, I grew up in a German home, but in an American town. That meant two languages at the dinner table, football on TV and calling Oma back in Germany to get the Bundesliga scores 🏈⚽️ Because back in 1977, my parents left Germany for the United States when my dad, Peter, was offered the Southeast Regional Manager role at a multinational freight forwarder. Once they made the move, my mom found her footing fast while staying home with us kids (which, between me and my sister, was probably tougher than running the Southeast 😅) and dad worked long days in his new role. He already had a wealth of experience, he understood freight inside and out, but moving to a new country meant starting fresh in other ways. He built a strong network, got to know the local industry, and found his footing here in the U.S. The big move really paid off in 1983, when dad decided to take the leap and start his own company, IFF. Mom joined the team and when we were old enough, so did my sister Katrin and I. So here's the major lesson I learned from my parents, that the flags serve as a constant reminder of too 'if you’ve got a dream, chase it'. I’m glad they did and I hope to pass that same courage on to my kids someday and to generations ahead 🙂

Most CEOs have a board keeping things on track. I’ve got something better: my mom 😅 She’s been with IFF since the early days, starting in book keeping and now running receivables like a hawk. If you’re late paying, let’s just say… as a kid I used to threaten “Don't make me get my mom.” Turns out, even grown-ups don’t want that smoke. Honestly, it might be scarier than the IRS. In all seriousness though, thanks mom for everything we love having you around ❤️

SMM week 1-4th September. Time to see who's actually walking the talk on greener shipping. Greener shipping only scales if it also makes economic sense. Not "someday" sense but sense today, for the owner staring at a P&L. Efficiency tech as air lubrication, wind-assist, hull appendages, coatings etc. pays off regardless of which fuel eventually wins. Solid business case. But let's be honest: not every solution works for every vessel or trade pattern. You're going to kiss a few frogs 🐸 before you find what actually moves the needle for your fleet and trade. That's where data why data matters. Without reliable vessel data, you're guessing which frog is a prince. With it, you can measure what actually saves fuel, drop what doesn't, and put real numbers behind the next investment instead of a hunch. At SMM, I'm looking for exactly that sweet spot where tech and data crates value now, not just decarbonization stories for 2050. Come say hello to my colleagues and me at GTT Marine Stand B6.525 Danelec Ascenz Marorka Vessel Performance Solutions #SMM2026 #GTTMarine #Digitalisation #MaritimeSafety #VesselPerformance #Shipping #EnergyTransition #Decarbonization #Maritime #NetZero2050 #DataDrivenDecisions #MaritimeDigitalization #ShippingInnovation #SmartShipping #MaritimeTechnology #ShipTech #drycargo #tankershipping #martimeindustry #chartering #fleetperformance #voyageoptimization

SMM 2026 is a wrap 🐸 Feet are sore, head is still spinning, new business cards are plenty, and the conversations were really great. Before the show, I said you'd have to kiss a few frogs before finding what actually moves the needle for your fleet. A week in Hamburg later, here's the update: the industry is ready to make change - but everyone's kissing from a very different pond. 📋 Some are just getting started, working with very limited data 📊 Others are deep into in-house spreadsheets, held together by formulas only one or two people still know how to manage 📡 Some are already live-streaming vessel data at 1Hz 🤖 And a few are far down the road with full AI-powered solutions Wherever you sit on that scale, one thing doesn't change: no frog turns into a prince without clean, reliable data. It's the raw material every meaningful decision - human or AI-assisted - actually runs on. We are ready to help you in any Pond... Bonus info Johnny M. Garrett Jr. American Bureau of Shipping (ABS) and I meet first time 12 years ago in Singapore when we had girls in the same school - still in contact still in business this is shipping... GTT Marine Vessel Performance Solutions Ascenz Marorka #SMM

Yesterday marked a major milestone for Holman and the next evolution of work efficiency as we officially launched Holman Robotics. With Holman Robotics, we’re helping organizations embrace automation that’s built around their business — integrating design, funding, and lifecycle management to deliver solutions that take on the dirty, dull, and dangerous work while people focus on what drives growth and innovation. From moving goods and lifting materials to maintaining facilities and monitoring operations, our automation partnerships are designed to enhance safety, precision, and performance in the real environments where work gets done. Continue learning more here: http://bit.ly/3LmLAdM

Patients notice the details. It's something I've seen again and again working with CROs and pharma companies on clinical trial materials - and it all feeds into whether a patient trusts what's in front of them. That trust matters just as much as the science. One global CRO was running multi-region trials - over 20 language variants, hundreds of site-specific orders, customs and logistics across multiple countries. Getting that right meant tapping into 45 years of Greens expertise. The result? Site queries dropped by 96%. Read the full story here: https://lnkd.in/eCqCaiFp If patient materials are on your mind for an upcoming trial, I'm always happy to talk it through.