A synthesis of executive interviews across automotive, tech, consumer and logistics: what’s working, what isn’t, and what leaders should do next.
Over the past few years, I’ve interviewed senior leaders across automotive, tech, consumer and logistics. Different industries, same message: supply chain has moved from back office to boardroom. Here’s a plain-English summary of what works, what doesn’t, and what to do now.
Supply Chain Strategy
Supply chain now shapes revenue, margin and the customer experience. Treat it as a competitive capability, not a cost line. The leaders who win show P&L impact, not just activity.
People first
Performance starts with people: safety, fair pay, good tools and leaders who don’t micromanage. Trust, and promises kept, move work forward faster than any system.
Data before “digital”
Before buying AI, fix the basics: clean, shared data and clear Source–Make–Deliver ownership. If the data and process logic are shaky, automation only scales the noise.
Standardise and collaborate
“One way, best way” beats local tweaks. Shared standards (including emissions reporting) and genuine OEM–supplier/LSP partnerships cut waste, reduce risk and speed decisions. Contracts should reward innovation, not just the lowest rate.
Learn across sectors
Bring automotive’s rigour and cost discipline, and borrow retail/FMCG speed and customer proximity. Cross-industry learning is often the quickest route to workable ideas.
Sustainability as an operating metric
Carbon is becoming a monthly KPI. Many “green” moves such as higher fill, better network design, smarter modes, also save money. Make CO₂ a decision input, not a press release.
Electrification is redesign, not reinvention
EVs change weight, safety and charging needs; batteries bring dangerous-goods constraints. Most networks can adapt with yard and process redesign. Expect a long overlap of ICE and BEV fleets and plan service, parts and logistics accordingly.
The sticking points
Fragile tiers: Chips, chemicals and upstream constraints exposed shallow visibility and slow run-out decisions.
Silos and legacy systems: M&A adds data debt; “digital” fails without discipline.
Outbound pinch: Finished-vehicle logistics is tight, specialised and fragmented; complexity is rising.
Talent gaps: We need leaders fluent in software and operations.
Carbon accounting: Methods are inconsistent; audit-ready standards are still maturing.
EV infrastructure: Public and compound charging lag; battery DG rules limit premium expedites.
Geopolitics and infrastructure strain: Shifting trade lanes and congested ports/rail/roads add cost and risk.
What works: the practical playbook
Measure like finance: Build certified baselines for cost, service and CO₂; track progress as you track cash.
Run end-to-end: Daily tier reviews, shared KPIs and inventory positions, and systematised run-out decisions.
Think global, act local: Central standards; agile regional execution.
Redesign flows, don’t just squeeze: Fix the data model and core process logic rather than hunting 2–3% productivity at the edges.
Invite partner ideas and pay for them: Gain-sharing and flexible contracts unlock better answers.
Protect what matters: Prioritise sold orders over stock moves to reduce noise and waste.
Be EV-ready: Charging, battery handling, temperature and fire protocols, training, and reverse logistics for packs/modules.
Tell the P&L story: Link availability and service to revenue, loyalty and margin.
Where the opportunity is
AI for planning and exceptions once the data foundation is sound.
Cleaner, smarter ocean shipping now (routing/port-call optimisation); alternative fuels as they scale.
More regional, flexible networks with smaller asset footprints.
Used-car logistics and hybrid sales models as direct and dealer channels converge.
Circular, pooled packaging to raise density and cut cost/CO₂.
Cross-OEM collaboration on standards, lanes and capacity where it makes sense.
What leaders should do now
Lock in data discipline and make Source–Make–Deliver ownership explicit.
Treat sustainability as cost, risk and growth, not a side project.
Upskill teams in analytics and software; hire for “bits + atoms.”
Align incentives with partners so innovation pays for both sides.
Plan for the dual-fleet decade and design EV logistics deliberately.
Keep the board narrative simple: revenue protected, margin lifted, risk reduced.