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Empowering Your Chemical Supply Chain Beyond Boundaries...

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From dynamic warehouse management systems to air cargo destinations, establishments worldwide are on the lookout to broaden their services.

In this issue, we showcase Etihad Cargo’s latest innovations exclusively discussed by Stanislas Brun, Chief Cargo Officer at Etihad Airways. We speak to the Founder and CEO of SolitAir, Hamdi Osman. His carrier aims to connect over 50 Global South cities within a six-hour flying radius from Dubai.

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Contributor’s opinions do not necessarily reﬂect those of the publisher or editor and while every precaution has been taken to ensure that the information contained in this magazine is accurate and timely, no liability is accepted by them for errors or omissions, however caused. Articles and information contained in this publication are the copyright of Signature Media FZ LLE & SIGNATURE MEDIA LLC and cannot be reproduced in any form without written permission.

We also highlight Dutch logistics and agri-tech experts, who’s visit to the KSA and the UAE focused on understanding local gaps, building partnerships, and aligning European innovation with Middle Eastern priorities. Savoye keeps us updated on its software breakthroughs. We also find out how Asyad Express is changing the face of non-stop delivery in Oman.

Hellmann Worldwide Logistics offers a fascinating discovery of fashion logistics while companies like Blue Yonder and HWArobotics showcase the latest from their respective portfolios. As temperatures soar across the region, we are delighted to bring you the latest from Scania and Diamler, two leading international transportation entities. All this besides the latest news from the world of supply chain, makes this a loaded edition of the magazine.

As always, every link in the chain tells a story. Read on.

Abigail Mathias Editor

abigail@signaturemediame.com www.globalsupplychainme.com

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Flying into the future: Etihad Cargo’s innovations in air freight

Etihad Cargo is the air freight division of Etihad Aviation Group, offering fast and reliable cargo solutions worldwide. They provide services for general cargo, temperature-sensitive shipments, valuable goods, live animals, and even luxury cars. Their SkyStables service ensures safe transport for horses, while FreshForward specialises in shipping perishable goods. Speaking exclusively to Global Supply Chain, Stanislas Brun, Chief Cargo Officer at Etihad Airways discusses various digital and international advancements that gives the carrier an edge over others.

Etihad Cargo’s transformation is built on agility, innovation and a relentless focus on customer centricity. Our recent structural changes, announced in May, bringing cargo commercial and operations together, were implemented to drive customer excellence. This restructuring enables us to scale operations in line with market demand, while reinforcing our commitment to customer-centricity and operational excellence.

The investments we have made in various digital advancements, including Etihad Cargo’s SmartTrack as an industry-leading tracking solution, are not just operational milestones, but reflect a core principle in how we are shaping the future of air cargo around customer needs.

As we look to the next five years, we remain focused on smarter, strategic growth across our network. Etihad Cargo continues to invest in expanding both its footprint and capacity to support the evolving needs of global trade. This year alone, we have announced 17 new destinations, further extending our global reach. In Europe, for instance, we recently enhanced our summer schedule by introducing additional widebody capacity, offering 660 tonnes of weekly space, along with an extra 200 tonnes of freighter capacity each week.

(From left to right): Leonard Rodrigues Director of Revenue Management and Network Planning at Etihad Cargo, Stanislas Brun, Chief Cargo Officer at Etihad Airways, Mr Luo Guowei, Party Committee Member and Deputy General Manager of Hubei Airport Group Company and Chairman of Hubei International Logistics Airport Company, Mr Li Wei, Deputy General Manager of Hubei International Logistics Airport Company.

During Air Cargo Europe in Munich in June 2025, we also announced strategic partnerships with SF Airlines offering more connectivity and capacity to our customers; these are partnerships that reinforce our commitment to strengthening connectivity within the cargo world. Looking ahead, we are looking forward to growing our fleet further and to the10 new Airbus A350 freighters starting in 2028, expanding our fleet from 5 to 15 dedicated cargo aircraft by the end of the decade.

As the cargo and logistics arm of Etihad Airways, Etihad Cargo proudly represents Abu Dhabi on the global cargo stage. We see our role vital in advancing the emirate’s vision to become a leading logistics and trade hub, bridging the East and the West through innovation, strategic connectivity and world-class service.”

Etihad Cargo launches SmartTrack, the industry’s first real-time smart shipment tracking solution

The cargo carrier recently launched SmartTrack, a game-changing premium service that gives customers real-time access to shipment location and condition

data, raising the bar for transparency in global air freight. Unveiled at Air Cargo Europe 2025 in Munich, SmartTrack positions Etihad Cargo as the first carrier globally to implement this type of advanced smart tracking solution.

Developed in partnership with Tag-N-Trac, SmartTrack leverages cutting-edge smart label technology to deliver comprehensive end-to-end shipment monitoring. The label is equipped with cellular, GPS, Bluetooth and Wi-Fi connectivity, capturing real-time data on exact location, temperature and humidity, shock, tilt and light exposure. This makes SmartTrack the ideal solution for mission-critical and condition-sensitive cargo, including pharmaceuticals, electronics and high-value goods.

SmartTrack is designed with a focus on both efficiency and sustainability. The smart label, which can remain active for up to 30 days, features minimal packaging and eliminates the need for return logistics.

SmartTrack will be fully integrated into Etihad Cargo’s digital platform and mobile app and aims to provide customers with a tailored, intuitive interface featuring live maps, milestone updates and access to

Antonoaldo Neves, Chief Executive Officer, Etihad Airways and Li Sheng, Vice President of SF Group and Chairman of SF Airline, during the announcement in Munich at Air Cargo Europe.

full sensor data. This digital experience is supported by Etihad Cargo’s centralised control tower, which delivers 24/7 operational oversight and proactive performance monitoring, ensuring transparency and service excellence at every stage of the journey.

“This launch represents a transformation in how we deliver even more peace of mind to our customers,” said Stanislas Brun, Chief Cargo Officer at Etihad Airways. “By combining simplicity, intelligence and automation, we are reinforcing our commitment to smarter, more transparent logistics.”

“When Etihad Airways’ cargo team asked us if we could deliver an air cargo visibility digital solution in three months, we were up

for the challenge. We knew we were setting a new standard in cargo visibility with our smart label-based RELATIVITY platform, empowering Etihad with the information they need, when they need it, across the globe,” said Venu Gutlapalli, CEO of Tag-N-Trac.

Following extensive field testing across major global trade lanes, the SmartTrack label has demonstrated consistent, highaccuracy performance across both air and ground transport.

SmartTrack will be available to customers via the Etihad Cargo website and mobile app from October 2025, as part of the airline’s broader digital transformation strategy focused on innovation, operational excellence and exceeding evolving customer expectations.

Etihad Cargo signs strategic agreement with Ezhou Huahu Airport to strengthen access throughout Asia-Pacific

n Partnership to establish Ezhou Huahu Airport as one of Etihad Cargo’s core hubs in China n The agreement will boost connectivity across China, the Middle East, Europe and Africa

Etihad Cargo recently signed a strategic cooperation agreement with Ezhou Huahu Airport during Air Cargo Europe 2025, reinforcing the carrier’s commitment to expanding access across Asia-Pacific and unlocking greater trade potential between China and global markets.

BRUN, Chief Cargo Officer at Etihad Airways

STANISLAS

“Ezhou Huahu Airport is already recognised across China for its outstanding capabilities and world-class logistics infrastructure. This partnership will amplify Ezhou Huahu Airport’s strengths across Europe, the Middle East and Africa.”

The agreement was signed by Stanislas Brun, Chief Cargo Officer at Etihad Airways, Mr Luo Guowei, Party Committee Member and Deputy General Manager of Hubei Airport Group Company and Chairman of Hubei International Logistics Airport Company, and Mr Li Wei, Deputy General Manager of Hubei International Logistics Airport Company. The signing took place at the Etihad Cargo stand and marks the start of a long-term collaboration between the two organisations.

As part of the agreement, Etihad Cargo will strengthen its strategic presence at Ezhou Huahu Airport, which will serve as a key gateway within its broader China network. This complements the carrier’s ongoing operations in Shanghai (PVG) and Shenzhen (SZX), ensuring nationwide access and greater flexibility for customers.

“Ezhou Huahu Airport is already recognised across China for its outstanding capabilities and world-class logistics infrastructure,” said Stanislas Brun, Chief Cargo Officer at Etihad Airways.

“This partnership will amplify Ezhou Huahu Airport’s strengths across Europe, the Middle East and Africa. It represents an exciting opportunity to accelerate the development of more connected, efficient logistics solutions and those not yet engaging with this corridor risk being left behind.”

The partnership will focus on increasing flight frequencies, opening new routes and building joint solutions for cross-border e-commerce, cold chain logistics and highvalue manufacturing. The integration of Ezhou’s hub warehouse with Etihad Cargo’s global network will create a seamless twoway trade channel, strengthening market access for Chinese exports while enhancing inbound logistics flows.

Etihad Cargo currently operates four Boeing 777 freighters per week to Ezhou Huahu Airport. The airport, which opened in 2022, is Asia’s first dedicated cargo airport and includes 135 aircraft stands, dual 3,600-metre runways and the capacity to handle 3.3 million tonnes of cargo annually. Located in Hubei Province, it offers

unrivalled domestic reach and growing international connectivity.

Mr Luo Guowei, Party Committee Member and Deputy General Manager of Hubei Airport Group Company and Chairman of the Board of Hubei International Logistics Airport Company, said: “This partnership is an important step in the airport’s global growth. Etihad Cargo’s strategic network and hub in Abu Dhabi offer new pathways for China’s exporters and we look forward to building stronger links across continents. We are also exploring opportunities to collaborate further with stakeholders in Abu Dhabi and identify areas for long-term, mutual benefit.”

Etihad airways and SF Airlines sign cargo joint business agreement to expand global air freight network n The joint business will provide Etihad Airways and SF Airlines customers with greater access to new destinations and expanded service offerings, strengthening trade and logistics links between the Middle East, China and beyond.

Etihad Airways and SF Airlines, China’s leading air cargo carrier, recently signed a Joint Business Agreement (JBA) to enhance their cargo operations, expand network capacity and offer customers greater flexibility and service options.

The agreement was signed today by Antonoaldo Neves, Chief Executive Officer, Etihad Airways and Li Sheng, Vice President of SF Group and Chairman of SF Airlines. Through the agreement, Etihad Airways and SF Airlines will collaborate on a metalneutral basis to jointly market and integrate their airfreight services. The partnership is designed to foster incremental growth and create a seamless, shared network that offers customers an expanded range of destinations, increased cargo capacity and enhanced service efficiency.

As part of the JBA, Etihad Airways and SF Airlines will enhance customer choice by expanding network connectivity and capacity across key trade lanes. Both carriers will also invest in improving service

quality and operational efficiency, ensuring a consistently elevated customer experience.

The partnership enables coordinated pricing strategies and alignment of service standards, delivering a streamlined and competitive offering. Additionally, the collaboration will support the strategic allocation of routes, sales efforts and client portfolios, allowing for joint decision-making and driving operational synergies.

With the growth of cross-border e-commerce, time-sensitive shipments and specialised logistics services, the partnership between Etihad Airways and SF Airlines will offer greater flexibility and tailored solutions to meet evolving customer needs. The joint business will focus on key cargo product verticals, including Etihad Cargo’s SecureTech and PharmaLife solutions, which support the movement of high-value electronics, sensitive equipment and temperature-controlled pharmaceutical goods.

Antonoaldo Neves, Chief Executive Officer, Etihad Airways, said: “This business agreement marks an important step in Etihad’s strategy to strengthen global connectivity and deliver greater value to our customers. By working closely with SF Airlines, we are expanding our service offerings, optimising operational efficiency and enhancing our competitive position in the air cargo industry.”

Li Sheng, Vice President of SF Group and Chairman of SF Airlines, added: “This agreement represents a significant milestone for SF Airlines as we continue to build our international network. Partnering with Etihad Airways enables us to increase capacity and gain greater market access, offering customers enhanced services. Together, we will drive innovation and efficiency to meet the growing demand for high-quality logistics solutions.”

This strategic collaboration is expected to generate significant business efficiencies, support revenue growth and enhance customer satisfaction. By combining their strengths, Etihad Airways and SF Airlines are better positioned to offer world-class air cargo solutions that respond to the evolving demands of the global logistics industry.

From Dubai to the world — SolitAir elevates global cargo

Dubai-based air cargo carrier, Solitair specialises in middle-mile logistics. It operates Boeing 737-800 freighters with a 23-tonne capacity. It supports e-commerce, pharmaceuticals, perishables, dangerous goods, oversized cargo, and high-value shipments and aims to connect over 50 Global South cities within a six-hour flying radius from Dubai. Speaking exclusively to Global Supply Chain, Hamdi Osman, Founder & CEO, SolitAir, discusses the ambitious growth of this carrier.

Global Supply Chain: What inspired you to start SolitAir?

Hamdi Osman: I spent 34 years with FedEx and when I retired a decade ago, I thought my journey in this industry was complete. However, the world changed dramatically in 2020 and by 2021, air cargo emerged as a saviour for the airline industry, sustaining it through challenging times. That shift captured my attention and likely the attention of many airline CEOs globally. A few of my colleagues and friends who lead airlines reached out, asking if I could assist on the cargo side. It felt like it was the right time to revisit this space. As I looked

deeper, I realised that certain areas of the industry were fragmented, and others needed innovation.

With my experience, expertise and the talented team I’ve assembled over the past six to eight months, I believe SolitAir can address these gaps. This vision has been in the works for two and a half years and the progress we’ve made in just the last few months reinforces my belief that there’s significant potential for SolitAir to grow and make a meaningful impact in the industry.

GSC: How has the increase in flights boosted your operations in the region and what more is planned for the coming months?

HO: In December 2024, we launched scheduled daily cargo flights between Dubai and Riyadh, addressing the growing demand for reliable logistics solutions between these two major hubs.

In addition to Riyadh, SolitAir currently serves Dhaka (DAC), Mumbai (BOM), Erbil (EIA), Benghazi (BEN), Nairobi (NBO) and Johannesburg (JNB).

Very soon, SolitAir will be servicing Almaty, Ahmedabad, Bengaluru, Istanbul, Sulaymaniyah, Beirut, Kuwait, Bahrain,

Colombo, Delhi, Karachi, Lahore and Male.

In the Indian market, we aim to establish connections with the above-mentioned major cities, focusing on sectors like pharmaceuticals and technology.

We have appointed GAC Shipping (India) Private Limited as our cargo sales agent.

GAC’s extensive network and local market expertise are expected to enhance SolitAir’s reach and service quality across India.

In addition, by the end of 2028, our aim is to have full coverage across Africa. This means establishing five operational hubs and covering 22 cities within the continent.

Beyond that, we aim to establish our presence across the Indian subcontinent, the ‘-Stan’ countries, the GCC region and the broader Middle East, stretching as far as Istanbul.

Our aim is to be the fastest – both on the ground and in the air – ensuring quick turnarounds and delivering the speed and service that our customers demand today.

Our growing fleet currently includes four Boeing 737-800 BCF freighters. These aircraft operate out of our 220,000-squarefoot cutting-edge logistics facility at DWC. Three more aircraft will join our fleet by the end of August 2025. We aim to have a fleet

of 20 aircraft by 2027, facilitating our goal to connect over 50 cities within a six-hour flight radius from Dubai.

Our versatile fleet is optimised for reliability, efficiency and the safe transport of specialised cargo, including temperaturesensitive pharmaceuticals, e-commerce shipments and hazardous materials.

GSC: What is the biggest challenge that SolitAir has overcome in the market today?

HO: In the early stages, we had a business plan that included starting with three aircraft. However, due to unforeseen circumstances, we only received one aircraft. We then had to wait an additional two months for the second aircraft and finally, after three months, the third aircraft arrived. This was not the ideal scenario and it forced us to adapt quickly and use all our expertise and know-how to look at different business opportunities.

Our team worked together, showing remarkable resilience in navigating both the external pressures and internal challenges that arose.

Our ability to adapt and push SolitAir forward despite these challenges is a testament to the team’s dedication, resourcefulness and strong problemsolving skills.

GSC: How do you foster innovation within SolitAir?

HO: SolitAir is leveraging advancements in technology and digitalisation to enhance cargo handling in several keyways:

• Real-Time Tracking: SolitAir utilizes advanced tracking systems to provide realtime visibility of shipments. This technology enables customers to monitor their cargo throughout its entire journey, ensuring transparency, reliability and improved customer confidence.

• Automated Handling Systems: At its state-of-the-art facility at Al Maktoum International Airport, SolitAir will be employing automated cargo handling systems. These systems will help streamline the loading and unloading processes, reducing handling times, minimising errors and improving operational efficiency.

• Data Analytics: SolitAir leverages data analytics to optimize its operations. By analysing data on cargo volumes, routes

and delivery times, the company can make informed decisions that improve efficiency, reduce costs and enhance service quality.

• Digital Platforms: SolitAir has integrated digital platforms to facilitate seamless booking, tracking and management of shipments. These platforms provide customers with easy access to information and services, improving the overall customer experience and enhancing operational transparency.

• Sustainability Initiatives: The company is also exploring the use of sustainable technologies, such as electric ground handling equipment, fuel-efficient and electric aircraft, to reduce its environmental impact.

These technological advancements and digitalisation efforts enable SolitAir to provide fast, reliable and efficient cargo handling services, meeting the growing demands of the e-commerce sector and other industries.

GSC: What trends do you believe, will shape the industry in the next five years?

HO: As the global road and sea transportation networks continue to evolve, air cargo is expected to remain a critical and trusted mode of transportation. The growth of e-commerce and international trade distribution will drive continued demand for air cargo services.

Our growing fleet currently includes four Boeing 737-800 BCF freighters. We aim to have a fleet of 20 aircrafts by 2027, facilitating our goal to connect over 50 cities within a six-hour flight radius from Dubai.

Additionally, the ongoing trade tensions and potential trade wars in the coming years could further stimulate growth in the air cargo industry, as businesses may increasingly rely on air transportation to navigate uncertainties and maintain supply chain flexibility. This will help ensure that the industry remains dynamic and resilient.

GSC: How does SolitAir differentiate itself from competitors?

HO: At SolitAir, solving the unsolvable is our specialty. We set ourselves apart by providing tailored, end-to-end logistics solutions for even the most complex challenges. Our expert team is dedicated to creating unique programs that go above

and beyond expectations, whether it’s managing multi-sector routes or handling urgent, high-stakes shipments.

What truly differentiates us is our ability to combine flexibility with expertise. By leveraging a global network of trusted partners and the versatility of our fleet, we provide shipping solutions for unconventional routes such as Bangladesh to Hong Kong or Dubai to the Maldives.

We’re not just solving logistics problems; we’re actively listening to our clients’ needs and tailoring solutions to fit their specific requirements. For example, our recent launch of a multisector bespoke solution connecting DWC-DAC-HKG-DAC-DWC demonstrates our commitment to thinking outside the box and addressing specialized client needs with precision.

In addition, our exclusive focus on the middle mile ensures unparalleled speed and reliability for airport-to-airport cargo movements, delivering goods within 6 to 12 hours across high-demand routes, enabling businesses to meet tight supply chain deadlines with confidence, precision and speed. We further improve our operational efficiency by implementing streamlined customs clearance processes and leveraging advanced tracking technologies, resulting in a 98+% on-time delivery rate.

At SolitAir our ambition is to become the fastest air cargo service – both on the ground and in the air – with quick turnarounds, seamless logistics and unmatched service speed, meeting the evolving demands of its customers.

With a clear mission, strategic growth plan and unwavering commitment to excellence, we are poised to transform air cargo logistics across multiple regions, making a lasting impact on global trade.

GSC: What’s your strategy for scaling SolitAir while maintaining quality and innovation?

HO: At SolitAir, strategic partnerships and collaborations form the backbone of building a sustainable and high-performing air cargo airline. From the outset, we recognized that launching a new airline – especially one committed to efficiency, reliability and innovation, required deep industry expertise and strong alliances with market leaders.

We have carefully selected partners that bring a specialised expertise and advanced technology, ensuring a strong operational foundation.

We have established strategic partnerships across multiple domains to enhance operational efficiency, safety and market reach. A collaboration with a leading maintenance, repair and operations (MRO) software provider enables the airline to optimize maintenance schedules, reduce downtime and control costs, ultimately improving overall efficiency. In the area of safety, quality and risk management, the integration of a top-tier safety and compliance platform ensures centralised documentation, streamlined processes and adherence to regulatory requirements – critical factors for fleet expansion and operational excellence.

Additionally, partnerships in airworthiness management and flight planning play a pivotal role in strengthening safety measures, improving operational efficiency and supporting the airline’s scalability. Furthermore, SolitAir’s strategic alliances with cargo sales agents in key markets such as India, Kuwait and Bahrain are instrumental in expanding its reach, maximizing capacity utilization and reinforcing its presence in high-growth regions.

In the rapidly evolving global logistics industry, having the right strategic alliances allows us to stay agile, innovate and stay ahead of the curve, delivering scalable and efficient solutions to meet the growing air cargo demands of the Global South.

GSC: Have there been any unexpected challenges in expanding into new markets?

HO: The challenges we face are often opportunities in disguise, such as:

• Requests for expansion into new markets: We frequently receive requests to operate in countries that fall outside the scope of our Phase 1 operations. While this presents a challenge, it also highlights growing interest in our services and we are actively working on evaluating and planning future expansions to accommodate these requests.

• High demand and aircraft shortages: We are seeing high demand from customers in the sectors we currently serve.

However, due to a shortage of narrow-body aircraft, we are temporarily unable to fully accommodate all requests. To address this, we are exploring options to expand our fleet and improve our operational capacity to meet customer needs in the future.

GSC: How does SolitAir balance innovation with practicality in product development?

HO: A defining feature of SolitAir’s operations is its embrace of digital innovation. We recently onboarded the PPS Flight Planning system, which allows for real-time, fuelefficient route planning and OASES MRO software, enhancing maintenance turnaround times and fleet readiness. These tools enable us to maintain ontime performance (OTP) while ensuring regulatory compliance and safety, crucial elements in competitive cargo corridors. Additionally, we are exploring the integration of electric aircraft into our fleet. The airline will sign agreements with manufacturers for the delivery of electric freighters, with the first expected to be operational in the Middle East by the end of the decade. This move aligns with global efforts to reduce carbon emissions in aviation.

GSC: What advice would you give to someone looking to enter this industry?

HO: The best piece of advice I have learnt on my journey is to ‘Keep the MAIN thing, the MAIN thing.’

• Networking: Building strong relationships is essential for success.

• People, people, people: Invest in your team, care for them and they will help take your company to new heights.

• Always keep customer expectations at the forefront. This approach is key to success. This philosophy is why SolitAir has already surpassed expectations, delivering excellent operational results and strong projected financial outcomes.

• Keep it simple (KIS): Simplify everything, stay true to yourself and tell a story with every message. This ensures clarity and understanding.

• I live by the motto ‘Kill them with kindness.’ I don’t make enemies, I make friends. This is vital for the younger generation to understand. Kindness costs nothing but its value is immeasurable.

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Resilience in modern logistics: Leveraging real-time data for supply chain stability

By Borhene Ben Arab, Henkel Head of Logistics Procurement IMEA and Global Procurement Logistics Resilience Workstream Lead

Today, supply chain disruptions have become universal. From COVID-19 to the Suez Canal blockage, from regional maritime security incidents to labour disputes at major shipping hubs, logistics networks face unprecedented challenges globally. According to the Allianz Risk Barometer 2025, cyber incidents (38%), business interruptions (31%), and natural catastrophes (29%) top the list of global business risks. The question is no longer whether disruptions will occur, but how to build networks resilient enough to weather them.

In 23 years of navigating supply chains across the MENA region, I’ve witnessed firsthand how volatility shapes logistics strategy. My experience managing operations in Nigeria—perhaps one of the world’s most unpredictable markets— taught me that even the most meticulously planned supply chains can be upended overnight. From sudden port closures to unexpected regulatory changes, from security challenges to currency fluctuations, each crisis reinforced a crucial lesson: resilience isn’t merely a business buzzword, it’s survival.

From reactive to proactive resilience

Traditional supply chain management focuses primarily on cost optimisation. However, recent years have demonstrated this approach alone is insufficient. Modern logistics require a paradigm shift from reactive crisis management to proactive risk anticipation. Leading organisations now implement comprehensive “360-degree” risk assessment frameworks providing visibility into both internal and external risk factors. These frameworks quantify three key dimensions: market risks, supplier risks, and demand profile risks. By assigning numerical values to these factors, organisations can objectively prioritise mitigation efforts.

Real-Time Data: The foundation of resilient logistics

At the heart of this evolution lies real-time data. Without timely information flowing through digital systems, even sophisticated resilience frameworks remain theoretical. Real-time data enables:

Early Warning Systems: Digital dashboards aggregating data from diverse sources allow logistics teams to identify risks before they cascade into disruptions.

2 Decision Support Tools: When disruptions occur, network visibility enables rapid scenario analysis. Digital “resilience toolboxes” suggest mitigation strategies tailored to specific market conditions.

3 Continuous Learning: Organisations with mature data capabilities build repositories of supply chain knowledge, with machine learning continuously improving predictive capabilities.

A multi-dimensional resilience strategy

Effective resilience strategies employ several complementary approaches:

Strategic differentiation: Organisations develop targeted strategies for each risk zone in their assessment matrices. High-risk lanes warrant premium service agreements and strategic inventory buffers, while lower-risk areas benefit from lean inventory modeling.

Supplier collaboration: Forward-thinking companies integrate resilience metrics into supplier selection. The “Most Resilient Award” concept considers resilience scores alongside cost and service quality when allocating business.

Technology integration: Digital platforms unify previously siloed data, from sustainability ratings to cyber risk assessments providing comprehensive views of market conditions and enabling automated reporting.

The Future of Supply Chain Resilience

Looking ahead, the most resilient supply chains will not only withstand disruptions but thrive amid uncertainty. Adaptive resilience incorporating machine learning will enable self-healing networks that automatically reconfigure when disruptions occur.

For GCC logistics leaders, building such resilience isn’t merely defensive—it’s a competitive advantage. As my years in volatile markets have taught me: when disruption is constant, those who anticipate change will always outperform those who merely react to it.

Cold Storage, Hot Opportunity: The GCC’s Logistics Transformation

As the Gulf Cooperation Council (GCC) nations continue to diversify their economies and improve food security, logistics has emerged as a key enabler for achieving national development goals. A recent fact-finding mission to Saudi Arabia and the United Arab Emirates (UAE) held from May 25–29, 2025, shed light on the growing significance of cold chain and post-harvest solutions in shaping the future of regional supply chains. The trade mission was organised by Nienke Gelderloos, Agricultural Advisor UAE at the Consulate General of the Kingdom of the Netherlands.

Organised to understand local gaps, build lasting partnerships, and align European innovation with Middle Eastern priorities, the trade mission included visits to leading market players such as KEZAD, DP World, Florius Flowers, and Lulu Hypermarkets, as well as meetings with government bodies like MEWA and MISA. The delegation also reviewed local initiatives aimed at harnessing technology—from AI-based supply chain monitoring to blockchainenabled traceability—to overcome longstanding challenges in agrifood logistics. Dutch logistics and agri tech experts, backed by insights from the Dutch Ministry of Agriculture commissioned 2025 Desk Study Report on business opportunities for Dutch agrifood companies in the GCC, explored innovative strategies designed to meet the region’s pressing food security and sustainability needs.

Logistics Transformation in a Climate of Challenge

The GCC’s arid climate, with annual rainfall often measuring less than 100 mm, has long complicated domestic agricultural production. Extreme weather patterns coupled with water scarcity force the region to import up to 80% of its food. These inherent limitations have also contributed to staggering food loss rates—ranging between 30% and 40%—even before products reach local consumers. While low labour costs are a regional advantage, fragmented supply chains and under-skilled workforces further stress the sustainability of food distribution.

Both Saudi Arabia and the UAE are addressing these hurdles through ambitious national strategies. Saudi Vision 2030 is

championing investments in high-tech agriculture and intelligent logistics hubs, including groundbreaking projects like NEOM. Similarly, the UAE National Food Security Strategy 2051 promotes climatecontrolled logistics hubs and digital innovations to streamline food traceability.

Forecasts indicate that Saudi Arabia’s cold chain market, valued at $3.8 billion in 2023, is predicted to grow at a compound annual growth rate (CAGR) of 12–15%, while the UAE market could reach $4.8 billion by 2027. The dual focus on technological upgrades and efficient resource management is central to transforming the region’s supply networks.

Cold Chain: A Strategic Necessity, Not a Luxury

In a region where importing the majority of food is the norm, ensuring food safety while minimizing waste has become a strategic imperative. Cold chain solutions—from pre-cooling and grading to temperaturecontrolled transportation—play a pivotal role in maintaining high-quality perishables. The 2025 Desk Study Report highlights that enhanced cold storage is not only critical for reducing post-harvest losses but also vital for supporting local agricultural initiatives, especially as the Middle East grapples with food security challenges.

During the trade mission, delegates observed that rural cold storage and temperature-controlled transport remain underdeveloped in Saudi Arabia. Regulatory hurdles, particularly for small and medium enterprises (SMEs), further compound these difficulties. Although the UAE boasts stateof-the-art free zone infrastructure, challenges such as high energy consumption and inconsistent inter emirate regulations continue to hamper efficiency. These vulnerabilities affirm that cold logistics systems are a strategic investment rather than a luxury.

Dutch Solutions for GCC-Specific Challenges

Dutch companies have earned a global reputation for their expertise in agri logistics and sustainable innovation. Amid the GCC’s dynamic market, these firms are uniquely positioned to address critical challenges by introducing technologies such as solarpowered refrigeration, modular cold storage

units, and AI driven supply chain monitoring. Importantly, blockchain-enabled traceability systems promise enhanced transparency throughout the food distribution network—a key factor in today’s market where quality control and food safety are paramount. Beyond technology, the holistic approach of Dutch innovators extends to digitalising import handling and refining last mile delivery. With rising investments in controlled environment agriculture (CEA) and aquaculture, the adoption of renewable energy-driven solutions is

proving essential. Whether through eco friendly packaging or circular economy practices like waste valorisation, Dutch expertise is rapidly becoming indispensable for the GCC’s quest to build robust, sustainable cold chain networks.

Regional Integration and the Cold Chain Corridor Vision

A key highlight from the trade mission was the emerging vision of regional cold chain corridors. Aligned with the broader Gulf Railway project, these corridors are

intended to offer seamless, multimodal transport solutions across national borders—uniting disparate segments of the GCC market. By integrating temperature controlled warehouses and enhancing digital monitoring systems, the envisioned corridors could serve as vital arteries in an interconnected logistics network.

Public private partnerships (PPPs) are being actively explored to realize this corridor vision, offering opportunities for joint investments by both Dutch and regional stakeholders. The integration of digital cold chain solutions—such as real time monitoring and AI powered route optimisation—further reinforces the feasibility of a pan GCC logistics network. This strategic initiative is set to bolster food distribution and supply chain efficiency in a region where market shifts are being driven by rapid urbanisation and evolving consumer preferences.

UAE: A Gateway to Regional Logistics Leadership

Among the GCC nations, the UAE has established itself as a dominant logistics hub. Featuring world class centres such as Jebel Ali, DWC, and KEZAD, the country is at the forefront of cold chain innovation. Investments in IoT enabled warehouse monitoring, automated customs clearance, and the emergence of thematic hubs—such as FoodTech Valley—have positioned the UAE as a prime location for pioneering digital transformations in logistics.

However, to fully leverage these technological advancements, there remains a need for greater regulatory harmonisation and the adoption of sustainable energy practices across emirates. With the

upcoming World Cold Chain Expo Dubai set to take place in September 2025, the stage is set for global collaboration that can help localise Dutch innovations further. This melding of international expertise with regional ambition is expected to rapidly transform the logistics landscape.

A Cold Chain Future, Warming Regional Partnerships

The May 2025 trade mission provided a clear demonstration of strategic alignment

between Dutch innovation and Gulf ambition. As the UAE and Saudi Arabia accelerate their logistics agendas, the opportunities for knowledge transfer, investment, and collaborative ventures are immense. Enhanced investments in cold storage, digitalisation of supply chains, and sustainable logistical solutions will not only secure food supply but also drive economic growth across the region.

Dutch firms are now encouraged to build local alliances, engage proactively with regulators, and customise their offerings to suit the region’s unique climatic and cultural conditions. Moreover, with domestic production on the rise through initiatives like greenhouse farming and vertical agriculture, the efficient management of post harvest solutions will be crucial. With advanced technologies and strong partnerships at its core, this agenda marks a turning point toward a more resilient and sustainable agrifood sector in the GCC.

UAE and Netherlands trade relations

The Netherlands has taken significant steps to strengthen trade and investment ties with the UAE. Currently, around 350 Dutch companies operate in the UAE, spanning sectors such as water, energy, food, and infrastructure. In 2022, the UAE emerged as the second largest trading partner of the Netherlands in the Arab world, accounting for 16% of its total regional trade. Over the past 26 years, Dutch exports to the UAE have grown at an annualised rate of 7.44%, soaring from $434 million in 1995 to an impressive $2.8 billion in 2022. Top export products include broadcasting equipment, integrated circuits, and concentrated milk—each reflecting the dynamism and deep rooted collaboration between the two regions.

Nienke Gelderloos Agricultural Advisor UAE

Consulate General of the Kingdom of the Netherlands Habtoor Business Tower, 31st floor | Dubai Marina | United Arab Emirates Mobile: +971 50 458 9790

Savoye’s smart logistics evolution: Driving automation and AI across the GCC

From software to robotics, Savoye’s Middle East strategy integrates innovation with practical solutions, meeting the region’s rising demand for high-performance logistics.

In a dynamic logistics landscape defined by e-commerce growth and technological transformation, Savoye has positioned itself at the forefront of automation, software integration, and smart warehousing solutions across the UAE and the broader GCC.

Anas Hammoudeh, Regional Automation & Software Sales Manager at Savoye Middle East, speaks to Global Supply Chain Editor, Abigail Mathias about how the company is addressing regional challenges and shaping the future of logistics.

Meeting demand in a growing market

“The UAE continues to lead the GCC in logistics innovation,” says Hammoudeh. “It remains the home base for regional distribution due to its infrastructure, growing population, and high e-commerce penetration.” He notes that customer expectations are becoming increasingly sophisticated, citing local examples like ultra-fast delivery platforms where orders arrive in under 15 minutes—achievements made possible only through advanced logistics operations.

Competition is intensifying across the region, especially with Saudi Arabia’s growing logistics ambitions. Still, the UAE retains a unique edge. “Companies often set up their regional headquarters here, which leads to robust warehousing demand,” says Hammoudeh. “This drives faster technology adoption, particularly in automation and AI.”

The rise of intelligent logistics

Savoye’s evolution in the Middle East reflects the broader digital transformation in warehousing. “Customers today are more informed,” explains Hammoudeh. “They’re no longer hearing about automation for the first time—they’ve seen it, experienced it, or know others who have.”

As a result, demand is now focused not just on implementing automation, but doing so intelligently. “Software is key,” he says. “We’re seeing increasing interest in AI—not just as a buzzword, but as a real operational tool.”

Savoye’s investment in AI-driven modules, such as forecasting, dynamic decision-making, and predictive inventory planning, is being developed not for future promise, but realtime application. “Our goal is not just to say we use AI, but to let AI become a functional

manager in the warehouse—processing internal and external data, detecting trends, and making autonomous decisions.”

Tailored solutions for diverse needs

Savoye’s portfolio caters to businesses at different stages of growth. “Startups or expanding SMEs often begin with software like our Odatio WMS,” says Hammoudeh. “They might still operate manually but are ready to integrate intelligence into their workflows.”

Larger enterprises, on the other hand, are seeking space optimisation and scalability.

These players are adopting shuttle systems, robotics, and ASRS (Automated Storage and Retrieval Systems), tailored to the nature of their goods—whether pallets in manufacturing or cartons in e-commerce.

“We’re also introducing next-gen systems like four-way shuttles and exploring drones for stock-taking and outdoor deliveries,” he adds.

System integration as a strategic advantage

What sets Savoye apart in the regional market is its ability to act as a one-stop integrator. “We manufacture our own equipment and software, but we’re also open integrators,” Hammoudeh explains.

“That means we can incorporate third-party technologies into turnkey solutions, tailored exactly to customer needs.”

The linchpin of this flexibility is Savoye’s proprietary Warehouse Control System (WCS), which Hammoudeh describes as “the glue that holds everything together.” With this control layer, Savoye can blend its technologies with others—ensuring seamless, unified operations.

“We don’t just sell tech; we build solutions,” says Hammoudeh. “From initial consultation through implementation and support, our local teams in the UAE and Saudi Arabia are there every step of the way.”

High-impact results and ROI

The impact of Savoye’s approach is tangible. “Customers using Odatio WMS and our automation systems report four to five times increased picking efficiency, inventory accuracy of up to 99.9%, and operational cost reductions of up to 80%,” notes Hammoudeh. These improvements often result in a return on investment within just three to five years.

Recent regional projects reflect this success. Savoye’s turnkey solution for UAEbased retail giant Apparel Group includes both its automation and software divisions, serving as a prime example of end-to-end delivery. Another major collaboration with Saudi Arabia’s Geidea Logistics integrates shuttle systems with the Odatio WMS.

Looking ahead

Savoye’s presence in the region is now wellestablished, with more announcements expected soon. “We’ve built a full operational footprint in the Middle East— not just sales, but implementation and support,” says Hammoudeh. “We’re not a flyin team. We’re partners walking the journey with our customers.”

Industry events such as Seamless Middle East also play a critical role. “For both customers and providers, it’s a powerful forum,” he says. “With focused themes like home delivery logistics, these events help customers cut through the noise and find technologies that truly fit their needs.”

As Savoye continues to deepen its regional roots and expand its capabilities, Hammoudeh remains confident in their path forward: “The future of logistics in the Middle East will be shaped by those who can combine innovation with real-world execution. That’s exactly what we’re doing at Savoye.”

Deloitte Middle East advances AI integration with launch of Global Agentic Network

The strategic initiative advances AI-powered digital workforce solutions to drive intelligent automation, future-ready operations, and transformative growth across the region

Deloitte has launched its Global Agentic Network, a strategic initiative designed to scale AI-driven digital workforce solutions for organisations around the world, with significant potential to transform business operations across the Middle East.

As AI adoption accelerates in the region, Deloitte’s agentic AI offering provides a futureforward solution that combines intelligent automation with human expertise. Through its global network spanning EMEA, Asia Pacific, and North America - and with a growing regional focus in the GCC - Deloitte is bringing AI-powered agents to enterprises looking to drive operational efficiency, accelerate growth, and reimagine how work gets done.

Agentic AI refers to software agents capable of autonomously executing tasks, orchestrating workflows, and adapting based on input from users or other systems. These agents, powered by large language models and machine learning, are designed to learn and evolve - making them ideal for complex, dynamic business environments.

In the Middle East, where government and private sector agendas alike are emphasising digital transformation, the Global Agentic Network supports national strategies for AI innovation and economic diversification. Deloitte is already supporting regional clients in sectors such as energy, government, and financial services to implement agentic solutions that streamline decision-making, improve efficiency, and unlock value at scale.

“The Middle East is on a rapid trajectory toward AI-led transformation, and Agentic AI is a game-changer for how businesses operate,” said Yousef Barkawie, Deloitte Middle East Gen AI Leader. “At Deloitte, we’re helping our clients navigate the world of AI transformation by architecting and building the capabilities and trust needed for them to scale out their AI deployments and transform at the core. Our

AI generated picture: For illustrative purposes only.

clients are finding new efficiencies in their ways of working, streamlining their operations, and reimagining their entire value chains. This is an exciting moment to help shape what the future of work looks like in our region, especially as governments and industries double down on innovation and futurereadiness.”

The Global Agentic Network includes alliances with leading technology platforms and the launch of solutions like Zora AI, Deloitte’s suite of proprietary AI agents that can autonomously perform complex business functions. These tools are already being

deployed within Deloitte’s own operations, as part of the firm’s broader ambition to become an AI-fuelled organisation by 2030.

The network also supports Deloitte’s commitment to upskilling its workforce and embedding AI into its core services, allowing the firm to deliver faster, more insightful, and more adaptive solutions to clients.

As part of this global initiative, Deloitte Middle East is accelerating local AI capabilities and working with clients to responsibly integrate agentic AI into their transformation journeys, bridging the gap between traditional automation and true enterprise intelligence.

Smarter Logistics, Stronger Future

Founded in 1979 and joining ClMC Group in 2014, we are a proud member of ClMC TlANDA and a global leader in intralogistics and material handling solutions. With 40+years of expertise and 1000+ large-scale projects, we provide customized automation system solutions for industries including 3PL, retail, express, pharmaceuticals, FMCG， petrochemicals, new energy, F&B, cold storage, and CHS.

Our systems ensure faster order fulfillment, higher accuracy, and smarter space utilization—empowering businesses for greater success. Innovation Drives Your Success.

Our solutions are designed to adapt to your unique needs, del ivering measurable improvements in productivity and speed.

3 Reasons to Choose CIMC TIANDA Automation Solutions

Seamless Integration: Enhance your warehouse with our automated storage systems and robotic picking solutions.

Advanced Control: Real-time monitoring and predictive analytics to optimize performance.

Scalable Solutions: Adapt to growing demands with flexible, customizable systems.

We are excited to introduce Aron Schiller, our new Sales Director for the GCC and MEA regions, who brings over 11 years of experience in supply chain automation and intralogistics.

He has built a strong track record in e-commerce, manufacturing, retail, wholesale logistics, as well as pharmaceutical and medical distribution centers.

HWArobotics drives MENA’s intralogistics innovation with smart automation

Over the past few years, the Middle East and North Africa (MENA) region has witnessed a dramatic shift in logistics and warehousing dynamics. With the eCommerce boom, retail modernisation, rapid expansion in FMCG, and transformation of aviation and airport services, intralogistics has taken centre stage in industrial growth strategies.

Amid this regional acceleration, HWArobotics, a global leader in shuttle ASRS (Automated Storage and Retrieval Systems), has strategically expanded into the MENA market to help integrators and customers achieve operational excellence and futureready automation.

Entering the MENA region: Timing the transformation

HWArobotics made its formal entry into the MENA region in March 2025, backed by a decade-long legacy of innovation and global success. With more than 15,000 shuttle systems sold globally by 2025, our transition into this fast-growing region was timely and strategic. As a technologydriven OEM, our objective was clear: to support regional systems integrators with high-performance, scalable, and proven automation hardware and software.

Dubai was chosen as the regional hub, aligning with the UAE’s National Industrial Strategy 2031 and Saudi Arabia’s

Vision 2030. These national initiatives are pushing sectors like logistics, eCommerce, cold storage, and aviation toward full digitalisation and robotics-led optimisation.

Market Focus: Sector-specific growth and innovation

HWArobotics is actively supporting projects across six core sectors in MENA:

1eCommerce:

With eCommerce sales projected to hit $50 billion in MENA by 2025, our shuttle systems are enabling fast, accurate, and scalable order fulfillment. Tote shuttle systems like the SLS300 and SLS400 Series offer high-speed, high-density storage with flexibility for variable tote sizes,

crucial for SKU-heavy operations.

2Retail: In both modern supermarkets and omnichannel fulfillment centers, our goods-to-person picking systems are solving last-mile and omnichannel complexity. The SLS500 Series is especially impactful in buffering and sorting roles, where high throughput and smooth order flow are critical.

3FMCG: Temperature-sensitive goods require fast, reliable handling. Our fourdirectional pallet shuttle, the FPSS1500 Series, meets these demands with lithiumpowered, high-speed operations for palletlevel automation.

4Frozen and cold storage: With the rise of fresh food delivery and frozen food consumption, our systems are deployed in controlled environments, leveraging kinetic energy recovery and 5G/Wi-Fi/ WAP communications for smart energy management and low-carbon impact.

5Aviation and airports: Airports today are not just transit hubs—they are logistics centers and retail zones. Our tote and pallet ASRS solutions are supporting retail distribution within airports and even helping revolutionize baggage handling with modular automation platforms.

63PLs and Mega hubs: MENA’s emergence as a global logistics hub—fueled by investments in ports, dry ports, and free zones—is creating demand for ultrascalable automation. Our SLS600 Series, a 3D four-directional shuttle, is designed for exactly this environment, offering dense, multi-directional storage for lowthroughput, high-diversity operations.

Empowering integrators:

The OEM partner model

Unlike vertically integrated players, HWArobotics operates on an OEM-first model. This means we equip regional and global system integrators with advanced robotics modules and software to help them deliver full intralogistics solutions. Our offerings include:

• Tote Shuttle Systems: High-speed tote handlers (SLS300), variable-size capability (SLS400), and sorting/buffering modules (SLS500) & (SLS600).

• Pallet Shuttle Systems: The FPSS1500 Series for four-directional pallet automation.

• Software Suite: Including WMS, WCS, and Order Processing Systems (OPS/WES).

• Goods-to-Person Systems: Fully integrated ASRS + picking + conveyor + OPS solutions.

This approach ensures flexibility and localisation, while maintaining best-in-class global technology standards.

Driving the MENA intralogistics boom to 2030

The intralogistics sector in the MENA region is forecasted to grow at a CAGR of 13–15% through 2030, outpacing global averages. This is fueled by several megatrends:

• Urban population growth and smart city initiatives.

• GCC-wide investments in national logistics strategies (e.g. Saudi Arabia’s $40B logistics masterplan).

• Digitalisation mandates, including AI, IoT, and data-driven supply chains.

• Labour cost inflation, driving the need for automation.

• Sustainability goals, requiring more energy-efficient operations.

By 2030, over 40% of warehouse operations in the region are expected to involve some form of automation—shuttles, robotics, or ASRS—versus under 10% in 2020. HWArobotics is at the forefront of this transition, offering modular solutions that scale with customer needs and budget.

Engineering for the region: Built to perform

All HWArobotics systems are designed with durability, precision, and flexibility in mind:

• Up to 12 million cycles of service life.

• ±1mm positioning accuracy, thanks to high-performance servo motors and imported rails.

• Communications-ready with 5G, Wi-Fi, and WAP.

• Use of lithium batteries and supercapacitors for sustainable energy management.

• Support for multi-temperature environments, including frozen zones.

• Independent controller R&D, ensuring security and performance stability. Additionally, our shuttle lifts and goods lifts support vertical scalability—critical in landconstrained warehouses and mega facilities.

Building trust and seeing results

Since its launch in the MENA region, the company has achieved recognition and partnerships with key industry players. At regional exhibitions such as IntralogisteX MEA and MIITE UAE, it has showcased full stack capabilities and won accolades for innovation and performance.

The company is also proud to support small and large-scale integrators alike acting as the hardware backbone behind some of the most ambitious automation projects now underway in Riyadh, Dubai, Jeddah, and Cairo.

The future is automated, local, and modular

As MENA races toward a fully digitised supply chain ecosystem, intralogistics automation is no longer optional—it is a competitive imperative. HWArobotics is proud to be part of this journey, not as a one-size-fits-all provider, but as a modular enabler, empowering local integrators, national strategies, and end-user excellence.

We believe that the combination of smart robotics, local customisation, and OEM empowerment will define the future of warehousing and logistics in the region.

With a track record of more than 15,000 shuttle robots shipped globally, and a growing team and footprint across MENA, HWArobotics is here to accelerate the next leap in automated intralogistics.

HWArobotics recently won ‘Best Newcomer in Technology’ at the Transport, Logistics Middle East, TLME Achievement Awards 2025.

By Umer Saleem, Vice President Business Development

& Sales MENA Region, HWArobotics.

The Impact of automation on warehouse efficiency and profitability

By Rami Younes, General Manager, Swisslog Middle East

Warehouse operations form the backbone of modern supply chains, yet many businesses continue to rely on outdated, manual processes. Although these methods may seem cost-effective in the short term, the long-term impact can be significant. As global supply chains become more complex and customers expect faster, more accurate service, the failure to embrace automation quietly undermines a company’s competitiveness, efficiency, and profitability.

Automation not only reduces human error and speeds up operations but also enables real-time decision-making. Despite these benefits, many organisations hesitate to invest, often underestimating the hidden cost of inaction.

Why automation is more than a tech upgrade

Warehouse automation serves as a powerful catalyst for business growth by replacing manual tasks with intelligent systems that boost operational efficiency, reduce costs, and provide the flexibility needed to scale. For example, automated storage and retrieval systems (AS/RS) play a key role in minimising picking errors and increasing

throughput, directly addressing some of the most labour-intensive and error-prone processes.

Beyond these improvements, automation offers real-time inventory visibility and datadriven decision-making, which enable more accurate demand forecasting and quicker responses to supply chain disruptions. Without these capabilities, companies risk falling behind more agile, digitally advanced competitors. Given that labour costs often exceed 50% of total warehouse expenses, with order picking alone accounting for up to 55% of those costs, automating core processes like picking and packing can significantly reduce overhead while improving both speed and accuracy.

Understanding the price of standing still

The cost of doing nothing is not always obvious, but it’s significant. Manual processes tend to be slower, less accurate, and more labour-intensive. This leads to higher overheads, longer fulfilment cycles, and reduced order accuracy, directly impacting margins and customer satisfaction.

Labour shortages compound the problem. In many markets, finding and retaining warehouse staff is becoming increasingly difficult, with annual turnover rates in warehousing reaching as high as 43%. Automation is not about replacing people, it’s about complementing them. By automating repetitive tasks, businesses can better utilise their workforce, reduce reliance on temporary staff, and ensure operational continuity during peak seasons. Moreover, 63% of organisations have already adopted technology to monitor and assess supply chain efficiency, underscoring the clear shift toward digital transformation.

The price of missed opportunities

Perhaps the greatest cost of inaction lies in missed opportunity. As competitors embrace automation to enhance speed, capacity, and responsiveness, companies that delay may struggle to keep up with rising customer expectations. They risk

losing out on new business, especially in high-growth areas like e-commerce and omnichannel fulfillment, where speed and precision are essential. High-performing supply chains are already yielding tangible returns: according to Deloitte, 79% of these companies report above-average revenue growth within their industries.

Moreover, inefficient warehouse layouts and poor space utilisation often force companies to invest in new facilities prematurely. Automation technologies such as vertical storage or dynamic slotting can maximise existing space, deferring or eliminating the need for costly expansions.

A recent breakthrough in warehouse automation now allows for the simultaneous handling of dry, chilled, and frozen goods within a single AutoStore system. This tri-temperature capability, already operational in Europe, reduces delivery times, optimises footprint, and cuts energy costs, offering a glimpse into the future of smart warehousing. This trend is mirrored in the global logistics robot market, which is projected to exceed $12 billion by 2025, growing at a compound annual rate of 23.7%.

The bottom line: inaction has a price

When evaluating automation, it’s essential to look beyond initial capital costs. Consider the full picture, labour costs, error rates, fulfilment speed, customer satisfaction, and scalability. Every delayed order or mispicked item comes at a cost. Every inefficient process risks losing a customer. With over 60% of warehouses expected to adopt automation by 2026, companies that hesitate risk falling further behind.

The impact of inaction may not be immediate, but over time, shrinking margins, rising operational pressures, and customer churn will take their toll. By factoring in the true cost of doing nothing, decision-makers can build a more accurate ROI model and make smarter, futurefocused investments. In an increasingly competitive landscape, the greatest risk isn’t change, it’s doing nothing.

Forklifts: A key component in modern operations

When it comes to material handling, forklifts form a vital part of operations. Used for lifting, transporting, and stacking heavy loads, they improve efficiency and safety in warehouses, construction sites, manufacturing plants, and even emergency response operations. Global Supply Chain discusses this with Bassem Albermawy, Deputy Director – Industrial Equipment Division, Al Shirawi Enterprises LLC.

GSC: What are the different types of forklifts available?

BA: STILL offers a very wide range of material handling equipment types to suit various industrial needs and each handling application requirement as follows:

• Electric Forklifts: Ideal for indoor use, zero emissions, low noise and high performance.

• Diesel/LPG Forklifts: Suited for outdoor and heavy-duty tasks.

• Power Pallet Trucks: Used for horizontal transport of pallets, quite compact and agile.

• Pallet Stackers: Used for vertical lifts of pallets, compact and

convenient for tight areas.

• Reach Trucks: Designed for high-rack storage in narrow aisles with maximised storage.

• Tow Tractors: For towing multiple trailers efficiently.

• Very Narrow Aisle Trucks “VNA”: Operate in very tight warehouse layouts.

• Order Pickers: Optimised for picking goods at different heights, low, medium and high-level order-picking.

GSC: How has forklift technology evolved over time?

BA: Material handling equipment has evolved a lot over the past decades and particularly with STILL the technology has effectively developed. Giving the below examples:

• Electrification: Shift from internal combustion engines to electric models for sustainability.

• Enhanced Ergonomics: Suspension seats, adjustable controls, and visibility-focused cabins.

• Autonomous Operation: Introduction

of iGo systems for automated forklifts, especially the most advanced autonomous order picker “OPX iGo neo”

• Automated Guided Vehicles (AGVs): The recent technology of no-operator that ensures highest precision and maximized handling efficiencies with zero handling errors.

• Energy Efficiency: Use of Lithiumion batteries and pioneered system of “Blue-Q” energy-saving technology.

• Telematics: STILL’s FleetManager provides real-time monitoring, access control, and diagnostics.

GSC: How do forklifts work, and what are their key components?

BA: Basic working principle that forklifts use a hydraulic system to lift and lower loads and mobilise the goods from one point to another in the most efficient way, driven by electric motors or internal combustion engines (ICE).

Key components in most forklifts:

• Mast and Carriage: Vertical assembly for lifting loads.

• Hydraulic System: Pumps and cylinders for load handling.

• Power Unit: Electric (battery) or ICE (engine).

• Drive Unit & Wheels: Provide traction and steering.

• Operator Compartment: Includes steering, pedals, dashboard (e.g. the advanced STILL Easy Control).

• Counterweight: In rear, balances lifted load in front.

GSC: What are the differences between electric, diesel, and gas-powered forklifts?

BA: Electric models are most favoured in indoor application in industries like food, pharmaceutical and logistics for clean, quiet operation and highly productive operation.

While diesel and LPG forklifts are mainly used in outdoor application and extended working hours.

GSC: What are the load capacities and limitations of forklifts?

BA: STILL forklifts typically range from 1.0 to 8.0 tons in capacity in electric forklifts and up to 18 tons in diesel operated forklifts. Limitation of forklifts are focused on:

• The load capacity to ensure handling it safely,

• The residual capacity which is the dynamic formula between lifted weight in relation to lifting height,

• Loads/goods dimensions and orientation of handling

• Area of usage where the loads/goods need to be handled, so, considering the area of manoeuvrability

GSC: What are the primary safety concerns when operating a forklift?

BA: Safety is of utmost importance. These are some concerns:

• Tip-overs (most common and dangerous)

• Collisions with pedestrians or objects

• Load falling due to improper handling

• Blind spots or poor visibility

• Battery/equipment failures (especially in electric trucks)

GSC: How can companies ensure forklift safety in the workplace?

BA: Safety can be improved by looking over the following:

Bassem Albermawy, Deputy Director –Industrial Equipment Division, Al Shirawi Enterprises LLC.

• Training & Certification: Operators must be trained per local regulations.

• Daily Inspections: in Al Shirawi Enterprises with STILL we support in training our customers’ operation team on the daily checklists.

• Pedestrian Safety: Use of warning lights, mirrors and safety zones.

• Speed Control: of the equipment in assigned zones where pedestrians and forklift traffic is high.

• Systems: like Curve Speed Control adjust speed during cornering, which is embedded in STILL trucks as standard safety feature.

GSC: What are the emerging technologies in forklift design and functionality?

BA: Some innovations include:

• Lithium-ion battery systems: Faster charging, longer lifespan, maintenance-free.

• Fuel-cells: the most innovative and highly anticipated technology to dominate the MHE market

• Autonomous Navigation (iGo): AGVs that follow pre-defined routes without operators.

• Smart Fleet Management (FleetManager): Cloud-based diagnostics, usage stats, and access control.

• Active Load Stabilisation (ALS): Reduces mast oscillations when placing loads at higher altitudes.

• Ergonomic Enhancements: Joystick controls, panoramic roof panels, touchscreen dashboards, enhanced all-around visibility.

Powering the future of global logistics: ASYAD Express

Speed, efficiency and reliability are the core aspects of any delivery service. In a competitive world where time means money, express services are rushing to offer customers the competitive advantage over other players. Our Editor caught up with Jason Ashbrook, VP Commercial, Asyad Express who was in Dubai for Seamless 2025. He offers a keen insight into the customer-driven innovations at his organisation, and more.

Abigail Mathias: What does Seamless 2025 represent for your business?

Jason Ashbrook: We are really excited to be at Seamless and Home Delivery Middle East 2025. It is one of the region’s top events for logistics and e-commerce. For us, it’s a chance to connect with partners, showcase how we’re helping businesses grow through smarter logistics, and share our vision for scalable, customer-driven innovation.

Our participation also showcases Asyad Express’s role in supporting Oman’s strategy to become a leading logistics hub for the region, aligned with Oman Vision 2040. With strong support from Asyad Group, we’re backed by a powerful logistics network across the GCC, including multimodal infrastructure and multiple ware-house locations in Oman, the UAE, and KSA.

We’re here to show that we’re ready to support e-commerce growth at every level.

AM: How does Asyad Express differentiate itself in the logistics and e-commerce space?

JA: Asyad Express stands apart by delivering true end-to-end fulfillment tailored for the GCC’s e-commerce demands all within a single, integrated ecosystem: Comprehensive Fulfillment

From receiving and warehousing to order preparation, delivery, and reverse logistics, Asyad Express offers a fully unified system. Our fulfillment model removes

fragmentation and gives brands visibility, control, and speed without the burden of owning infrastructure.

Built for speed and scale

• We provide 48h delivery across Oman

• Same-day and next-day delivery in major UAE cities

• 1–3 day delivery across the GCC.

• Our UAE hub at JAFZA, alongside Omani multimodal gateways in Salalah, Sohar, and Duqm, ensures scalable fulfillment with express reach.

Tailored for high-demand verticals

We support brands in dynamic sectors like beauty, wellness, fashion, FMCG, and subscriptions through:

• Custom pick, pack, and kitting

• Personalised gift messaging

• Stock buffering for surges

• Full reverse logistics and re-fulfillment

• Cash-on-Delivery handling

• Tech-enabled, customer-centric

• Real-time inventory tracking

• Integration-ready APIs

• Full visibility from checkout to delivery

Our customers always stay informed, and brands stay in control. As part of Asyad Group, we are embedded into Oman’s national logistics backbone, ports, free zones, dry ports, and freight corridors, connecting sea to shelf with unmatched efficiency.

AM: Who are your key customers, and how are you helping them scale in the region?

JA: We work with a wide range of businesses, from small startups launching their first product to some of the world’s biggest e-commerce platforms. Whether it’s a local beauty brand or a company from the UK entering the GCC, we help them scale with logistics that are flexible, fast, and techenabled. We’re proud to support names like Amazon, Shein, iHerb, and Mumzworld, but just as proud to support the next wave of fast-growing SMEs.

Our platform gives businesses a single point of access to our GCC express net-work, removing complexity and helping them focus on growth. It’s all about lowering costs, improving delivery performance, and creating a smooth customer experience.

AM: Why should businesses choose Asyad Express over other regional or international logistics providers?

JA: As part of Asyad Group, we’re built on Oman’s strategic location and strong logistics infrastructure, which gives us a real advantage in connecting Asia, Europe, and the Gulf. We have direct access to Oman’s ports, dry ports, and road networks, which means we can move goods faster, clear customs more efficiently, and give our clients full visibility every step of the way. At the end of the day, we’re not just delivering products, we’re helping businesses grow. That’s why many global and regional e-commerce brands already trust us to fulfill their orders across the GCC.

And we’re ready to do the same for others looking to scale in this region.

AM: What message would you share with potential partners or customers, or those looking to start a new e-commerce business?

JA: Whether you’re a startup, an SME, or a global brand, Asyad Express can help you grow faster and deliver more reliably across the region. Our fulfillment and reverse logistics services are built to make scaling simple, from managing inventory and deliveries to handling returns efficiently. We work with everyone from emerging brands to major names like ASOS, and Landmark, with the same focus on speed, reliability, and customer success.

The region is moving fast, and we’re here to help businesses keep up, stay ahead, and reach new markets with confidence.

Jason Ashbrook VP Commercial, Asyad Express

From runway to retail: Hellmann’s innovative fashion logistics solutions

In the fast-paced world of fashion, timing is everything. As consumer trends shift overnight and global markets demand near-instant fulfilment, supply chains must operate with surgical precision. Hellmann Worldwide Logistics has positioned itself as the strategic partner of choice for fashion brands looking to stay ahead of the curve. With the increasing demand for fast and flexible logistics, it provides services that help brands keep up with shorter collection cycles and evolving retail trends. Ashique UzZaman, Fashion Logistics Director, IMEA offers valuable insight into the dynamics of fashion logistics.

GSC: What supply chain strategies has Hellmann adopted for fashion logistics?

AU: At Hellmann, fashion logistics is more than just moving goods — it’s about keeping pace with ever-changing trends and rising consumer expectations. Our approach centres on flexibility, speed, and smart integration.

With a strong presence in 61 countries, we blend global reach with local expertise to deliver customised solutions across every touchpoint — from replenishment and warehousing to transport. In the IMEA region, we manage a vast manufacturing network across India, Bangladesh, Pakistan, and Sri Lanka, supporting some of the world’s leading fashion and textile brands.

Our end-to-end services are built to respond quickly to seasonal shifts. From garment-on-hanger (GOH) transport and e-commerce fulfillment to quality inspections and store deliveries, every step is optimised — powered by RFID-enabled warehousing and seamless omnichannel logistics.

We also focus on sustainability with lean, eco-conscious practices that help brands move faster and greener.

GSC: Tell us more about ‘Fashion Box’ and any other innovations created by your company.

AU: The Fashion Box is one of our proudest

innovations, a smart, sustainable answer to the challenge of transporting GOH without creases, repackaging, or delays. It is suitable for highend fashion where presentation is important.

Made of lightweight wood and durable, triple-corrugated cardboard, it’s fully recyclable, reusable up to five times, and fits perfectly into aircraft lower decks, no special equipment needed. It handles both GOH and flat-packed garments.

Beyond that, we’ve heavily invested in digital tools such as Smart Air & Ocean tracking, a next-gen TMS, and real-time booking platforms to give customers end-to-end visibility and control.

It’s innovation with a purpose — faster bookings and better service.

GSC: With changing consumer expectations and increasing demand for speed and sustainability in fashion logistics, what key trends are shaping the industry today and how is Hellmann adapting to stay ahead of these shifts?

AU: Fashion logistics in 2025 is evolving fast and we’re evolving with it. Today’s consumers want faster deliveries, and seamless experiences across all channels.

We’re seeing a major shift toward omnichannel logistics, automation in warehousing, and diversification of supply chains due to global disruptions. In response, Hellmann is doubling down on:

• Innovation: Our Fashion Box and store-level packing reduce waste and time-to-market.

• Digitalisation: Real-time dashboards and tracking tools improve transparency.

• Sustainability: We’re committed to low-carbon, lean logistics.

• Omnichannel efficiency: We support fashion brands across retail, e-commerce, and wholesale — all in one flow.

• Agility: Our supply chain solutions are designed to flex with market shifts.

GSC: Hellmann has built a strong presence in key manufacturing hubs like Bangladesh and Sri Lanka. How does this regional setup support global fashion brands in optimising their upstream supply chain operations?

AU: At Hellmann, our deep-rooted presence in South Asia is key to delivering agile, cost-effective fashion logistics. In Sri Lanka, we’ve partnered with MAS Holdings to form Hellmann MAS Supply Chain Ltd (HMSC) — a 4PL solution designed for demanddriven (pull) models. From repacking and labeling to e-commerce fulfillment, we streamline operations and help brands respond faster to market needs. Located in the Katunayake Export Processing Zone, HMSC ensures rapid access to both air and sea routes for faster time-to-market.

In Bangladesh — one of the world’s leading apparel producers — Hellmann supports global supply chains with over 30 years of local expertise. Our strategically located facilities in Dhaka and Chattogram handle everything from air freight and container consolidation to GOH transport, palletisation, and barcode scanning. Our bonded Gazipur Quality Control Centre is equipped with year-round humidity control and epoxy flooring to ensure product integrity.

Backed by strong regional hubs and trusted partnerships with top global brands, we support seamless logistics across major fashion trade lanes — from APAC to Europe and the Middle East.

Through our specialised fashion logistics solutions, including hybrid Sea-Air transport via Dubai, we connect production hubs like China, Vietnam, and Bangladesh to key global markets. This flexible model offers faster delivery than sea freight and lower costs than full air freight — keeping brands competitive, agile, and always in style.

GSC: Fashion is driven by fast-changing seasonal trends and high consumer expectations. How does Hellmann ensure flexibility and speed in handling time-sensitive shipments, especially during peak seasons?

AU: Peak season in fashion is highstakes, and we’re built to deliver under pressure. Here’s how we ensure to keep the fashion supply chain moving:

• With our long-term partnerships with airlines, we secure priority cargo access.

• For time-sensitive shipments, we can arrange air charters

• Block space sea freight

• We forecast volumes and prealign capacity with carriers.

• Our facilities use RFID-enabled systems for faster, more accurate handling.

• Local support, global reach: Our hubs in key regions like Sri Lanka and Bangladesh make coordination seamless. It’s all about ensuring brands stay on-shelf, on-trend, and on time.

GSC: Sea-Air logistics through Dubai is gaining popularity among fashion brands. How does Hellmann’s SeaAir product, combined with valueadded services like quality checks, labeling, and re-packaging, create a competitive advantage for fashion clients using Dubai as a global hub?

AU: Our Sea-Air solution through Dubai offers the best of both worlds — the affordability of sea freight with the speed of air. It cuts transit time from Asia to Europe or the US significantly, without blowing the budget.

But what truly sets us apart is our value-added service stack: in-transit quality checks, labeling, repackaging, GOH handling — all in a free-zone environment designed for fashion logistics. Plus, we top the global charts. In 2024, Hellmann ranked No. 1 in Sea-Air volume and customer count through Dubai, thanks to our highly skilled team and consistently strong performance. GSC: How are logistics providers reducing their carbon footprint and making fashion supply chains more eco-friendly?

AU: Sustainability isn’t a buzzword — it’s a necessity. At Hellmann, we’re reducing our carbon footprint in multiple ways:

• Greener transport: Sea-Air, electric vehicles, and rail are becoming key.

• Smart route: We use digital tools to minimize fuel usage and maximise efficiency.

• Eco-friendly warehousing: Our facilities use solar power, LED lighting, and smart systems to cut energy use.

• Sustainable packaging: Rightsized, recyclable, and reusable materials are now standard.

• Carbon tracking & offsetting: We help brands monitor and neutralise their emissions.

Every step is geared toward building a fashion supply chain that’s fast — and future-ready.

GSC: What aspects of the container freight stations are incorporated in your shipments?

AU: Our container freight stations (CFS) are an essential part of our logistics infrastructure. They allow us to manage both Full Container Load (FCL) and Lessthan-Container Load (LCL) shipments, optimising space and cost for clients.

Integrated with multimodal solutions — including sea, air, and rail, our CFS setups streamline operations, from customs clearance to cargo consolidation.

With our Smart Ocean digital platform, customers get real-time updates on shipment status, estimated arrivals, and potential delays, all while tracking emissions.

We also provide full documentation support, IMO 2020 compliance for marine emissions, and use EDI tools for faster, more efficient logistics. It’s a smarter, greener way to ship and a big part of why customers trust us to move their most time-sensitive cargo.

Acme celebrates 50 years across four key industry events

This year Acme celebrates a remarkable milestone, 50 years of delivering intelligent, scalable solutions that power the region’s most advanced warehouses and supply chains. This legacy, built on trust, local expertise, and continuous innovation, was front and centre during an actionpacked May, as Acme Intralog participated in four major trade shows across the GCC. From showcasing Acme Plus, Acme’s warehouse execution software platform, to presenting a range of UAE-made automation solutions, these events not only marked the company’s ongoing commitment to regional industry goals but also offered a glimpse into what the next 50 years may hold.

“Trade shows are more than product showcases: they are platforms to exchange ideas, foster partnerships, and reaffirm our commitment to innovation,” said Navin Narayan, CEO of Acme Intralog.

Acme is a UAE-based technology company with 50 years of regional experience, specialising in intelligent material handling and warehouse automation. Since 1975, Acme has delivered advanced intralogistics systems combining locally manufactured hardware with in-house developed software to maximise efficiency and reduce costs. Solutions include AS/RS, tote and pallet handling, sortation, and end-to-end factory automation, serving sectors like logistics, F&B, retail, FMCG, and pharma. With a manufacturing facility in Dubai, in-house R&D, and regional service teams, Acme designs, builds, and delivers customised solutions with comprehensive after-sales support. Acme also supplies industrial components through global partners, including belting, pneumatics, and sensors.

Showcasing UAE-made excellence: Acme’s May trade show roundup

Make it in the Emirates (May 19-22, Abu Dhabi)

As a long-time UAE manufacturer, Acme joined this national initiative to highlight the power of local innovation. Visitors explored models of Acme’s Automated Storage & Retrieval Systems (AS/RS) for pallet handling, showcasing the company’s UAE-made capabilities for efficient warehouse automation. Additionally, a robotic pick-and-place demo was featured at the Emirates Development Bank stand, highlighting collaborative efforts to accelerate Industry 4.0 initiatives through advanced automation and financial support.

2

Seamless Middle East (May 20-22, Dubai)

At Seamless 2025, Acme exhibited in the newly launched Home Delivery Middle East section, highlighting its growing role in fulfilment automation. The event was the stage for Acme Plus, the company’s hybrid Warehouse Management and Control System. Built in-house, Acme Plus combines real-time data insights with physical system orchestration, showing how software and hardware operate hand in hand to optimise operations.

The stand also drew attention with an interactive, AI-powered game featuring partner Cognex’s advanced barcode scanners, offering visitors a fun, hands-on experience with real warehouse technology.

Adding to Acme’s presence at the show, Atanas Khagerian, the company’s VP Sales, joined the opening panel discussion on the road to innovation and how technology is transforming logistics operations.

50 Years of Acme – a legacy built on trust

Saudi Warehousing & Logistics Expo (May 27-29, Riyadh)

At the Saudi Warehousing & Logistics Expo in Riyadh, Acme showcased Namla 2X, its latest two-axis shuttle system for highthroughput pallet storage. Designed to move pallets across both rows and lanes, the solution enables fast, space-efficient storage in high-density environments, which is particularly suited to the region’s trend towards taller, more complex warehousing.

With demand for automated storage on the rise in Saudi Arabia, Acme’s exhibit reflected its continued focus on developing scalable, locally optimised systems for the Kingdom’s evolving logistics needs.

4IntraLogisteX

(May 27-28, Abu Dhabi)

At the inaugural IntraLogisteX Abu Dhabi, Acme presented models of its highdensity pallet AS/RS, illustrating how smart system design can maximise space while streamlining warehouse operations.

On the second day, Emprade Ebrahim, Director of Planning, delivered a technical session on tailoring AS/RS solutions to different operational needs, emphasising the impact of custom design on long-term performance.

Since 1975, Acme has evolved from a reliable local supplier into a regional technology leader, delivering integrated warehouse automation, from physical systems to proprietary software. With over 5,000 installations and operations across the UAE, Saudi Arabia, India, Germany, and Colombia, Acme continues to shape intralogistics through in-house R&D, engineering, and software development.

This year’s 50th anniversary is more than a celebration of longevity; it reflects Acme’s enduring commitment to solving real-world intralogistics challenges with solutions tailored to local needs and built to scale.

“We are proud of the relationships we have built over the decades. They are the foundation on which we innovate, every single day,” shared Narayan.

The Next 50

As intralogistics continues to transform, Acme looks ahead with a clear goal: to lead with intelligent automation and modular software that empower businesses to adapt, grow, and compete. From smart data-driven platforms to engineered systems built in the UAE, Acme’s next chapter is grounded in the same principles that shaped its first 50 years: customer focus, reliability, and solutions built to evolve.

AI-powered NLP for smarter logistics

Natural Language Processing (NLP) is revolutionising supply chain optimisation by enabling AI systems to interact with users in a more intuitive way. AI-powered NLP models, such as Large Language Models (LLMs), help translate complex supply chain problems into actionable insights, improving efficiency. Global Supply Chain Magazine speaks to Yahyah Pandor, Vice President and General Manager – MENAT at Blue Yonder to uncover developments.

GSC: What is the primary goal of natural language interaction in AI systems for supply chain optimisation?

Yahyah Pandor: The goal of natural language interaction in AI systems is to dramatically simplify how supply chain teams engage with technology, enabling faster and more intuitive decisions without the need for technical expertise. Blue Yonder recently launched five AI agents that enable businesses to see, analyze, decide, and act with machine speed and precision, even amid disruptions and evolving geopolitical situations. One such agent is our Shelf Ops Agent, which allows users to edit large-scale planograms using simple, conversational instructions. This means planners can swap products, generate custom reports, or analyse performance using natural phrasing – rather than deciphering complex interfaces. It reduces time spent on manual tasks and improves productivity, ultimately helping supply chain teams focus more on strategic decision-making.

GSC: What are the impacts of real-time labour reallocation on employees?

attendance, and shift swapping with ease and in an employee-friendly way, increasing attendance and improving the employees’ flexibility and experience. This also enhances customer satisfaction and delivers a better in-store shopping experience. In the warehouse, it also ensures that people, equipment and robots are forecasted and allocated appropriately, ensuring the best resources are assigned to the most appropriate tasks, freeing up people to do more strategic tasks and to complete their tasks in less time. Gamification and incentives help strengthen employee engagement and improve performance. In addition, our recently launched Warehouse Ops Agent leverages advanced machine learning capabilities for resource task prioritization and swapping

YP: Real-time labour reallocation helps warehouse teams adapt more efficiently to constantly shifting operational priorities. Blue Yonder offers solutions that address a broad spectrum of workforce, labour and resource management challenges in both the store and the warehouse, helping to optimize workforce productivity and reduce labour costs. It ensures labour needs are forecasted and allocated appropriately so that managers and employees can manage schedules,

to enable intelligent reallocation of labour, equipment, and robots based on urgency, content type, and staffing levels. This allows warehouse leaders to manage workloads more effectively, optimise the resources at hand, reduce bottlenecks, and maintain consistent throughput. For employees, this can lead to better workload balance, fewer delays, and clearer task prioritization. The result is a more structured and responsive working environment. The system also helps prevent burnout by aligning human resources with real-time needs rather than static schedules.

About the author: With over 25 years of experience in business technology, Yahyah Pandor has cultivated a distinguished career. In his current role at Blue Yonder, Pandor plays a crucial part in enabling retailers, manufacturers, and logistics service providers to confidently navigate the complexities and disruptions of modern supply chains. He most recently served as the Chief Information Officer at Fine Hygienic Holding, a prominent brand in the region, where he was a key member of the leadership team. His extensive background also includes senior leadership roles at globally renowned companies such as Oracle and Cap Gemini Consulting, where he focused on the retail sector. He was nominated among the Top 50 CIOs in the MENA region by the prestigious CIO awards from IDG and was consistently ranked among the Top 10 CIOs in the region from 2021 to 2023 by CIO.com.

GSC: Describe some other trends in workforce management technology.

YP: Workforce management is evolving rapidly in supply chain environments, where flexibility and real-time responsiveness are imperative. In retail, Blue Yonder’s focus has been on solutions that enable workers to take more ownership of their shifts while giving their managers the comprehensive oversight needed to ensure location-tolocation requirements are met. Across warehouses and distribution centers, the focus has been more on optimization of complex, fast-moving processes, as well as work prioritization, assignment and reallocation. One key trend that has helped in both cases is the use of AI and machine learning to reallocate labour in real-time, based on order volumes, trailer arrivals, resource disruptions, or outbound risks. Additionally, our next-generation warehouse management solutions enable robotics performance tracking, where autonomous mobile robots (AMRs) are monitored alongside human labour to ensure productivity and utilization. These innovations reflect a broader shift where workforce management is no longer about planning labour in advance but instead, continual optimization – at machine speed.

GSC: What is the primary function of autonomous supply chain agents?

YP: Autonomous supply chain agents are designed to sense problems, analyse them, and act with minimal human intervention – again, at machine speed. Blue Yonder’s AI agents operate across core supply chain functions, including inventory, logistics, shelf management, warehousing, and network operations. These agents proactively identify mismatches in supply and demand, highlight ways to reroute shipments to avoid disruptions, suggest adjustments to labour deployment, and even recommend changes in sourcing or production strategy. Their primary role is to drive resiliency and profitability by eliminating lag time between detection and action, which is an increasingly important need in today’s volatile and highstakes environment.

GSC: Take us through the end-to-end planning and execution of a project handled by Blue Yonder.

YP: A typical Blue Yonder project begins by aligning the customer’s strategic goals, such as improving service levels, reducing waste, or increasing supply chain resiliency with the right technology stack. Our Supply Chain Advisory team guides customers through planning workshops to define priorities and establish transformation roadmaps, while remaining a strategic advisor throughout their entire lifecycle. Blue Yonder offers deep industry, solutions and data science expertise to guide customers through their digital transformation journeys and adoption of Blue Yonder’s solutions and AI agents. The team helps customers cut through supply chain complexity, tackle tough challenges, avoid potential missteps, and keep ahead of what’s next. Each implementation project has phased go-lives along the way to ensure proper change management and technology integration, ensuring customer success. Moreover, Blue Yonder continuously supports ongoing optimization of a customer’s supply chain activities for both present and future needs.

GSC: Describe some of the innovations released at ICON 2025.

YP: ICON 2025 marked a major leap forward for Blue Yonder’s AI-driven supply chain platform. Among the most notable innovations were five autonomous AI agents: Inventory Ops, Shelf Ops, Logistics Ops, Warehouse Ops, and Network Ops. These agents were developed to handle decisionmaking across the supply chain to not just identify issues but autonomously resolve them in real time. To support rapid adoption of these agents, we also launched the Agent Activation Advisory to help companies deploy them in as little as 6–12 weeks. We also introduced our intelligent, AIpowered Cognitive Solutions that operate at machine speed, scale, and precision. These solutions allow businesses to autonomously coordinate tasks, decisions, and workflows across all parts of their supply chain from planning to execution to returns management. Underpinning these solutions is a new supply chain knowledge graph, built in collaboration with Snowflake and RelationalAI, which gives AI agents the ability to understand and reason with complex multi-enterprise data.

GSC: Businesses are adopting ecofriendly practices to reduce their environmental footprint. What are some of the processes adopted by Blue Yonder?

YP: Blue Yonder has made sustainability a core pillar of its platform strategy. Earlier this year, we acquired the business of Pledge, a provider of accredited CO₂ emissions reporting for logistics operations. This allows Blue Yonder customers to gain Scope 3 emissions visibility across their operations and those of trading partners, aligned with global frameworks such as the GLEC and ISO 14083. This data integrates directly into our Blue Yonder Platform, enabling smarter, emissions-aware decision-making and helping businesses reduce empty miles, streamline returns, and hold suppliers accountable.

We also introduced a new sustainability offering, called Sustainable Supply Chain Manager, to simplify CO2 emissions calculations and provide customers with visibility to their sustainability impact during planning. The Sustainable Supply Chain Manager integrates carbon and waste management with supply chain management, which is new and extremely valuable to the industry. This integration will help Blue Yonder customers reduce waste and pollution while cutting costs – a win-win for the business and the environment.

GSC: What are some of your company’s plans for the next five years?

YP: We remain focused on transforming the supply chain from a reactive, manual process into a proactive, autonomous system that runs at machine speed. In the next five years, we will continue expanding our AI-powered solutions, integrating them further into planning, execution, and returns. A key area of investment will be sustainability: building on our Sustainable Supply Chain Manager and the Pledge acquisition, we’ll continue looking for ways to deepen capabilities around carbon measurement, waste reduction, and ESG compliance. Through our Supply Chain Advisory, we’ll also guide businesses on AI adoption and digital transformation, all with a strong emphasis on operational value and regional collaboration across the Middle East, Europe, and the Americas.

Weather resilience: a logistics operational imperative

By Renny Vandewege, General Manager of Weather and Climate at DTN

As global supply chains adjust to the effects of tariffs and geopolitical stress, logistics organisations continue to contend with another a less discussed but equally disruptive force: the weather.

Extreme weather brings with it a long list of operational and financial risks, from factory shutdowns to shipment delays to power outages to shortages in raw materials. Logistics organizations have always been aware of weather impacts to their operations, but extreme weather, directly or indirectly, is making them reevaluate their risk strategies. Weather events anywhere in the world–hurricanes, tornadoes, all the way down to flash floods caused by sudden heavy rains–can disrupt every link in the supply chain. Finding ways to prepare for them and manage them is more than just a safety measure: it’s an operational imperative.

Risk-aware companies are expanding their weather preparedness strategies to include secondary and upstream stakeholders, ensuring continuity even as the frequency and impacts of indirect disruptions continue to rise. The savviest organisations embed weather risk into operational planning three ways:

• By building supply chain-centric weather risk plans that account for third-party vulnerabilities.

• By designating a weather risk communicator to align contingency protocols with company-specific thresholds.

• And by integrating real-time weather analytics into core platforms to visualize and respond to risks faster and more effectively.

Logistics providers who utilise decisiongrade weather information can anticipate disruptions, optimize routing, protect drivers from harm, and meet rising insurer and regulator demands for resilience-by-design.

Optimisation requires granularity

Everyone can access a weather forecast, but logistics companies need far more to optimise operations and safety. Granular weather data gives logistics companies the ability to be aware of conditions for specific locations and

adapt protocols according to risk.

For example, conditions on the same airport campus can vary drastically. The east side might experience 25 mph gusts affecting high-profile vehicle operations while winds at the western terminals remain relatively calm at 8 mph.

Hyperlocal weather intelligence— including real-time wind shear measurements, visibility conditions across different sections of runways, and precise precipitation timing—directly impacts loading procedures, fueling operations, and cargo transfer scheduling.

Optimise Routing

Advanced weather modeling and forecasts can inform supply chain decisions in other ways, such as more efficient shipping and transportation choices. By using integrated weather data, shippers can establish a route before deployment and alter it later based on changing conditions. Knowing that there are bottlenecks at ports, ships could adjust their speed and route, rather than sitting idle in the harbor, which ultimately saves time and fuel.

The same can be applied to road transportation. Companies can leverage granular weather data integrated with their own routing systems to optimize fuel usage, time on the road, and delivery times. For instance, hyperlocal weather forecasts for bad weather conditions on specific parts of roads give companies the ability to dynamically delay dispatch times or reroute deliveries. This saves time and money and improves the overall level of safety for the operation.

Weather as a strategy

Weather intelligence is not just for the moment of impact: it is also a highly effective strategy. Predictive climate models using historical and real-time meteorological data offer the ability to forecast potential

disruptions weeks or months in advance. These models help logistics providers anticipate seasonal risks—such as hurricanes, droughts or severe winter storms—allowing for strategic inventory planning.

Adapting to long-range forecasts of 10 –15 days out enables logistics companies to stay on the course or adjust before weather conditions force a decision.

Research shows that nearly every organisation views climate risk as a looming threat over the next five years. Many logistics operators have already felt the effects of more frequent and extreme weather disruptions. Embedding weather risk and advanced data into their operational planning can help them become more resilient, both now and in the future.

About the author:

Renny is the General Manager, Weather and Climate Intelligence, at DTN, where he develop strategies and solutions to provide weather intelligence to customers in a wide range of industries; he has also led a team of more than 200 operational meteorologists providing real-time information from the DTN global weather rooms.

Scania unveils Super 11 engine for high-performance transport

With a compact footprint, up to 7 percent fuel savings and Scania’s signature engineering intelligence, the new Super 11 engine expands the Super powertrain portfolio to meet the needs of weight-sensitive and energy-efficient applications.

• Scania expands its Super powertrain portfolio with the launch of the Super 11 engine.

• The Super 11 engine is 85 kg lighter than the Super 13 and delivers up to 7% better fuel efficiency than the 9-litre engine.

• The engine targets weight-sensitive, energy-efficient transport and offers operators efficiency, performance, and more flexibility without compromising on quality.

• Super 11 is available in three performance steps: 350, 390, or 430 hp, meets Euro 4, 5, and 6 standards, and shares 85% of its parts with the proven Super 13 engine.

Scania’s latest innovation, the Super 11 engine, brings a new level of performance and flexibility to the 11-litre segment. Positioned between the established 9-litre and 13-litre engine platforms, the Super 11 offers up to seven percent improved fuel efficiency compared with Scania’s current 9-litre engine, and is 85 kg lighter than the Super 13 engine. This allows transport operators to increase their payloads in weight-critical operations without compromising on power, fuel efficiency or reliability.

“This engine opens new possibilities for energy-efficient and cost-effective transport. It’s lighter, leaner and more flexible, yet it still carries the strength and reliability for which Scania is known. It’s a smart choice for operators who need to balance performance, payload and sustainability in their daily work,” says Ayyoob Zarmehri, Product Manager, Trucks Sales and Marketing at Scania.

Engineered with fuel economy and durability in focus

Available in three performance steps – 350 hp (1,800 Nm), 390 hp (2,000 Nm) and 430 hp (2,200 Nm) – the Super 11 complies with Euro 4, 5 and 6 emission standards. It

delivers performance across a wide range of transport applications, from urban logistics to regional haulage.

The Super 11 also benefits from sharing 85 percent of its components with the tried and tested Super 13 engine, maintaining Scania’s engineering DNA while being tailored to a different operational fit.

Maintenance intervals are up to 30 percent longer than Scania’s 9-litre engines when using LDF-5 engine oil, which helps operators increase uptime and reduce overall service costs.

Innovative technology beneath the surface

The Super 11 features various key improvements that are the result of years of testing of technical innovations. The new engine is equipped with Scania’s own cam phaser technology for variable valve timing, enabling real-time engine thermal management and improved combustion performance. This is combined with new engine software and balance shafts for reduced vibration and a robust engine brake, which offers up to 344 kW through Scania’s Variable Valve Brake (VVB) system. It all adds up to an engine that delivers

a smoother, more comfortable driving experience. Scania’s patented turbo dosing system also improves AdBlue usage and further enhances engine efficiency.

Cleaner operation from day one

The impressive fuel efficiency savings and lighter weight are already compelling arguments for the new engine’s sustainability credentials, but a further element is that the Super 11 is compatible with both HVO and FAME. This enables operators to lower their emissions footprint without investing in new infrastructure. It is a solution that supports both operational goals and long-term sustainability targets.

One engine, multiple applications

Compact, lightweight and powerful, the Super 11 is designed for a wide range of transport operations, including:

• Tipper and bulk transport

• Fuel and volume goods transport

• Refuse collection and temperaturecontrolled transport

• General cargo

• Hooklift and Flatbed with crane

• Recovery and fire engines

The Super 11 engine will be available for purchase from June 2025.

“The Super 11 engine represents the next generation of intelligent transport. It combines the best of Scania’s engineering with the efficiency and adaptability that today’s operators demand. Whether in the city or out on longer routes, this engine is built to perform – mile after mile,” says Ayyoob Zarmehri.

Etihad Rail and ADPIC Sign MoU to drive strategic infrastructure alignment in Abu Dhabi

Etihad Rail, the developer and operator of the UAE’s national railway network, has signed a Memorandum of Understanding (MoU) with the Abu Dhabi Projects and Infrastructure Centre (ADPIC) at the Abu Dhabi Infrastructure Summit (ADIS) 2025. This agreement is set to enhance strategic alignment, effective planning, and coordinated execution of infrastructure projects, thereby supporting Abu Dhabi’s broader development objectives.

Intro: Etihad Rail, the developer and operator of the UAE’s national railway network, has signed a Memorandum of Understanding (MoU) with the Abu Dhabi Projects and Infrastructure Centre (ADPIC) at the Abu Dhabi Infrastructure Summit (ADIS) 2025. This agreement is set to enhance strategic alignment, effective planning, and coordinated execution of infrastructure projects, thereby supporting Abu Dhabi’s broader development objectives.

Text: The MoU was witnessed by His Excellency Mohammed Ali Al Shorafa, Chairman of Abu Dhabi Department of Municipalities and Transport, and signed by His Excellency Shadi Malak, CEO of Etihad Rail, and His Excellency Maysarah Mahmoud Eid, Director General of ADPIC.

The collaboration will focus on several key areas, including knowledge exchange for studies, designs, engineering plans, and development strategies related to Etihad Rail’s projects. Under the terms of the MoU, both parties will work to identify potential areas to integrate infrastructure projects, ensuring alignment with Abu Dhabi’s fiveyear capital projects plan.

Commenting on the signing, H.E. Shadi Malak said: “This collaboration with ADPIC marks a pivotal step forward in our mission to develop world-class railway infrastructure for the UAE, aimed at enhancing the lives of our citizens and communities. With the unwavering support and guidance of our Chairman, His Highness Sheikh Theyab bin Mohamed bin Zayed Al Nahyan, Etihad Rail is committed to delivering projects that align with the nation’s broader development goals, enabling the transportation landscape, to be more efficient and accessible. Furthermore, this MoU reflects a shared ambition to

deliver integrated, future-ready infrastructure that supports Abu Dhabi’s emergence as a globally competitive, connected, and sustainable capital.”

H.E. Maysarah Mahmoud Eid, Director General of ADPIC, added: “This strategic partnership with Etihad Rail exemplifies ADPIC’s commitment to unified and optimized capital project delivery across Abu Dhabi. By aligning our infrastructure planning and governance frameworks, we’re ensuring every project contributes meaningfully to national priorities while enhancing budget efficiency. This collaboration will drive private sector participation, strengthen our focus on liveability outcomes, and advance sustainability standards—all critical elements in building a resilient, future-ready Abu Dhabi that improves quality of life for its residents while supporting the Emirate’s long-term economic vision.”

Moreover, the MoU aims to foster private sector engagement and investment

opportunities around Etihad Rail’s stations and assets. This initiative will drive joint research and innovation in key areas such as urban planning, infrastructure, and project management, ensuring the development of cutting-edge solutions. Additionally, the MoU seeks to enhance capacity building through the creation of joint training programs, annual knowledge-sharing sessions, and active participation in relevant events, conferences, and forums. These efforts collectively aim to strengthen collaboration, drive innovation, and promote sustainable growth within the rail sector.

This collaboration not only accelerates the delivery of state-of-the-art projects but also establishes a robust framework for sustainable growth and economic diversification. By leveraging collective expertise and fostering private sector engagement, both entities aim to create a resilient and future-ready infrastructure that will serve as a cornerstone for Abu Dhabi’s continued development.

30 years of partnership and progress

Daimler Truck Middle East Africa and Manufacturing Commercial Vehicles (MCV) in Egypt recently marked a significant milestone: three decades of successful collaboration.

At the heart of this moment was a plaque handover ceremony—a simple yet deeply symbolic gesture, reflecting decades of collaboration, trust, and shared success.

The plaque was presented to Eng. Karim Ghabbour, Founder of MCV, by Andreas von Wallfeld, Head of Daimler Truck Overseas, and Michael Dietz, President and CEO of Daimler Truck Middle East Africa, in recognition of a longstanding partnership built on mutual respect and a shared vision for the future.

MCV is a longstanding and valued partner for both Mercedes-Benz Trucks and Buses in Egypt, where they serve as the clear market leader in both segments. Their commitment to quality and customer service has consistently elevated our presence in the market.

On the bus side, MCV is a global partner, with operations supporting over 40 markets worldwide a reflection to their capabilities and the strength of our collaboration.

Their six locations across Egypt serve as essential hubs for sales and service, providing comprehensive support and ensuring that our vehicles continue to meet the highest standards on the road.

This 30-year journey reflects our shared commitment to excellence and the company’s purpose: “For all who keep the world moving.”

Additionally, the commercial vehicle market in the Middle East and North Africa (MENA) is projected to grow significantly, reaching USD 18.72 billion by 2035. This growth is driven by infrastructure expansion, fleet modernization, and increased regional trade. Companies are also focusing on fleet electrification, alternative fuel integration, and smart mobility technologies to improve efficiency and sustainability.

The two entities are expanding their regional responsibilities to cover 59 markets across the Middle East and Africa. This move strengthens their commitment to delivering Mercedes-Benz Trucks, Buses, and FUSO commercial vehicles while ensuring top-tier service and support.

Additionally, Daimler Truck is introducing the latest Mercedes-Benz Actros and Arocs models to over 40 markets in the region. These trucks are designed for long-distance haulage, construction, and off-road use, catering to the diverse needs of businesses operating in challenging environments.

Diamler Truck Middle East Africa (DTMEA) is the regional hub overseeing all commercial vehicle operations for Diamler Truck in the two regions and is based in the UAE. As one of the five global regional centres worldwide, DTMEA manages the full commercial vehicle portfolio for some of the industry’s most renowned brands, including Mercedes-Benz Trucks, Mercedes-Benz Buses, FUSO Trucks and Buses, Freightliner and Western Star.

Cruiser 360: Unlocking Every Aisle with 4-Way Intelligence

n As warehouses get denser and supply chains grow more complex, agility in storage systems becomes essential. Enter Cruiser 360—Addverb’s 4-way pallet shuttle engineered to navigate tight spaces, unlock cross-aisles, and transform how pallets move across multi-level racking systems.

Unlike traditional shuttles that operate in just two directions, Cruiser 360 glides forward, backward, left, and right— making full use of every cubic inch of warehouse space. This four-directional capability enables seamless movement across highway and cross-aisles, drastically reducing the number of access aisles required and maximizing storage density.

Powered by a high-performance battery, Cruiser 360 runs on customized rails and is fully integrated with the Warehouse Management System (WMS). It autonomously calculates the most efficient route for pallet retrieval and placement, minimising transit time and improving throughput.

But flexibility doesn’t stop at movement. With the assistance of pallet lifts, Cruiser 360 can transfer goods across levels, making it a powerful solution for automated multi-tier storage. Whether operating in full automation mode or during manual

KlasJet

intervention for maintenance, the shuttle ensures reliability through built-in safety and control systems. What sets Addverb’s Cruiser 360 apart is its performance and resilience. With a speed of 1.5 m/s and an ultra-fast 30-minute charging cycle, it delivers up to 8 hours of continuous operation—crucial for high-volume warehouses. The system also uses RF communication to maintain operational safety during emergencies or network issues, while redundant

signs ACMI agreement with Air Cairo

strengthening

architecture ensures business continuity, even if individual components fail.

From FMCG to 3PLs and manufacturing to cold storage, Cruiser 360 adapts to diverse industries aiming to scale operations without compromising on efficiency or safety.

As supply chains shift from static to agile, Cruiser 360 offers a smarter, more scalable way to automate pallet handling—turning every aisle, direction, and level into an opportunity for growth.

air connectivity between Italy, UAE and Egypt

n KlasJet, an exclusive private and corporate jet charter company that is part of the world’s largest ACMI (Aircraft, Crew, Maintenance, and Insurance) provider, Avia Solutions Group, has signed an agreement with Air Cairo to provide chartered flights this summer. The agreement sees KlasJet operate charter flights for Air Cairo taking holidaymakers from Milan (Italy) and Sharjah (UAE) to Cairo (Egypt). The contract started on 30th May 2025 and will run until 31st October.

Air Cairo was founded in 2003 and is partly owned by EgyptAir, Egypt’s stateowned national airline. The carrier currently operates more than 30 aircraft, mostly A320s, and its main business focus is charter flights from Europe to Egypt’s most popular holiday destinations. KlasJet became the very first ACMI provider

based in an EASA-regulated country working with Air Cairo. Despite the differences in procedures and regulations, KlasJet secured a three-day turnaround from signing the agreement to the ferry flight to Cairo on May 30th.

“We have been able to get alignment on all operational and crew-related topics

thanks to the flexible and proactive approach of our team – who flew out to Cairo to ensure everything progressed smoothly – and the strong commitment on both sides to clear communication and a partnership-based approach,” said Vytautas Mikuckas, Head of Wet Lease Department at KlasJet.

n WestJet Cargo announced expansion of its network, following the successful integration of Sunwing Airlines into the WestJet Group. The addition of Sunwing’s 18 Boeing 737 aircraft into the WestJet fleet brings enhanced cargo capacity and new freight service opportunities across key Caribbean destinations. WestJet Cargo will offer increased capacity to Holguin (HOG), Santa Clara (SNU), and Varadero (VRA) in Cuba, with up to 2.5 tons of additional cargo space available per flight.

“This aircraft capacity is a welcome addition, both for increased belly cargo throughput in Eastern Canada and for guest

connectivity through WestJet Airlines,” says Julius Mooney, Director of Commercial Cargo at WestJet.

The expansion builds on WestJet’s existing weekly Toronto–Havana service, launched in 2023, and now includes daily service between Toronto (YYZ) and Veradero, four times weekly service between Toronto and Santa Clara, and three times weekly service between Toronto and Holguin.

In addition, daily freight service is also introduced between Montreal (YUL) and Varadero, and four times weekly service is added between Montréal and Holguin.

“Canada is Cuba’s fourth largest trading partner, and this unique economic relationship has opened amazing opportunities for our clients and our business,” continues Mooney, adding, “We look forward to expanding across even more cargo destinations in the coming months.”

Capacity growth is complemented by an increase to daily service between Toronto and Cancun (CUN), Montego Bay (MBJ) and Punta Cana (PUJ), while service is also increased between Toronto and Puerto Plata (POP) to three times weekly, and between Toronto and Liberia (LIR) to twice weekly.

DHL Group to invest more than EUR 500 million in fast-growing markets in the Middle East

n DHL Group (“DHL”), has announced plans to invest more than EUR 500 million in the Middle East, with a strategic focus on the rapidly expanding Gulf markets of Saudi Arabia (KSA) and the United Arab Emirates (UAE). This investment, set to take place between 2024 and 2030, underscores DHL’s commitment to the region and its importance for the future of global trade. DHL Group’s Strategy 2030, launched in 2024, prioritizes growth regions and geographic tailwinds generated by shifts in global trade.

The investment spans all four DHL divisions – DHL Express, DHL Global Forwarding, DHL Supply Chain, and DHL eCommerce – and will significantly strengthen the region’s logistics backbone. By enhancing infrastructure, expanding networks and capacity, and elevating service capabilities, DHL aims to empower businesses operating across and with the Middle East to capitalize on growth opportunities from trade, ensuring support and resilience for customers as they navigate evolving market demands. The company’s divisions provide a broad

services to customers in the Middle East, including express parcel delivery, air, ocean and overland freight, warehousing, fulfilment and distribution, customs brokerage and specialized operations for sectors such as life sciences, healthcare, e-commerce and battery logistics.

“The region of the Gulf Cooperation Council (GCC) is rapidly emerging as a global logistics and innovation hub,” said John Pearson, CEO of DHL Express. “Our investment reflects the region’s increasing strategic importance in connecting Asia, Europe, and Africa, and our commitment to supporting its transformation into a catalyst for regional and global trade. DHL Express is seeing dynamic growth and export potential in the region’s e-commerce sector, for example, which is providing opportunities for entrepreneurs and smaller businesses to expand their offering to global markets.”

Supporting FDI, exports and building supply chain resilience

The Middle East is emerging as a vital trade hub, facilitating commerce between Asia,

gateway to Africa. The region is witnessing growth not only due to attracting investments from multinationals expanding their operations but also because Gulf- and Middle East-based businesses are growing and increasing their exports.

Hendrik Venter, CEO of DHL Supply Chain, Europe, Middle East & Africa, added, “DHL Supply Chain has actively expanded in Saudi Arabia and UAE in recent years, recognizing the positive economic development, the increasing maturity and sophistication of supply chain operations in the region and the growing demand for specialised, outsourced logistics support.”

Amadou Diallo, CEO of DHL Global Forwarding, Middle East & Africa, remarked, “This investment underscores our confidence in the Middle East’s economic trajectory and our continued commitment to be ahead of the curve in digital capabilities and sustainable transportation for our customers. We also consistently aim to find entrepreneurial freight forwarding solutions that build supply chain resilience, keep their goods flowing and help them to uncover growth opportunities in a world that is

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WFS and Oman Air enter extended cargo handling and trucking contract

n Worldwide Flight Services (WFS), has signed a contract extension with Oman Air to provide cargo handling at Paris CDG as well as handling and trucking services connecting 11 regional airports throughout France.

The new contract was recently signed at Air Cargo Europe in Munich by Oman Air’s Head of Cargo, Michael Duggan, and John Batten, Chief Executive Officer Gateway Services, Europe, Middle East, Africa and Asia (EMEAA) at WFS, and Laurent Bernard, Vice President France.

“We are committed to maintaining the high standards we provide for our customers and signing this contract renewal is part of this process,” Michael Duggan said.

“Contract extensions are earned by good customer relationships and robust performance measured against agreed service level agreements. WFS is proud to be meeting the high standards required by Oman Air. Our team in France clearly understand the airline’s processes and service expectations and the responsibility to ensure the quality of Oman Air’s bespoke freight transportation solutions, including for special commodities such as pharma, fresh produce, valuables and dangerous goods. We are proud to be growing our partnership,”

Nine

Laurent Bernard added.

Through its partnership with WFS, Oman Air offers its customers a full range of value-added services, including for temperature-controlled healthcare products using WFS’ IATA CEIV Pharma and Good Distribution Practice (GDP) certified Pharma Centre at CDG. In Paris, WFS also provides a European Inspection Point for perishables and pharma shipments as well as a dedicated live animal station.

WFS’ nationwide trucking network in France and offline handling services also connect cargo carried onboard Oman Air’s flights with local WFS stations in Paris Orly, Bordeaux, Lille, Lyon, Marseille, Nantes, Nice, Rennes, Strasbourg, Toulouse, and EuroAirport Basel-Mulhouse-Freiburg

Oman Air currently operates four direct flights a week between Muscat and Paris, carrying over 7,500 tonnes of cargo a year onboard its Boeing 787-900 services.

Ports to be connected to Saudi Ports by adding Evergreen’s Shipping Service “ARPG”

n The Saudi Ports Authority “Mawani” has announced the addition of Evergreen’s new shipping service “ARPG” to King Abdulaziz Port in Dammam, further strengthening maritime connectivity between the Kingdom and international markets. The move reinforces the port’s strategic standing, boosts its competitiveness for exporters, importers, and shipping agents.

The new shipping service links King Abdulaziz Port with nine major regional and global ports, including Port Klang (Malaysia), Laem Chabang (Thailand), Vung Tau (Vietnam), Kaohsiung (Taiwan), Yantian, Ningbo, and Shanghai (China), Umm Qasr (Iraq), and Jebel Ali (UAE), with a total capacity of 9,466 TEUs.

This initiative reflects Mawani’s broader efforts to elevate Saudi Arabia’s ranking on global performance indices and to improve

the operational efficiency of King Abdulaziz Port. It also supports the movement of national exports and imports in alignment with the objectives of the National Transport and Logistics Strategy “NTLS”, to solidify the Kingdom’s standing as a global logistics hub bridging the three continents.

Notably King Abdulaziz Port in Dammam

features advanced operational and logistical capabilities, with 43 fully equipped berths, a handling capacity of up to 105 million tons of cargo and containers, and a range of specialised terminals, modern infrastructure, and state-of-the-art equipment that enable the port to handle all types of cargo efficiently.

International Benefits:

+ The FIATA member certificate

+ Use of the Fiata logo

+ Entry in the FIATA members directory & networking events

+ Advertising in the FIATA members directory, review and information (FIATA e-Flash)

+ Special Rates for FIATA publication and articles

+ Access to secretariat›s assistance

+ FIATA arbitration code

+ Use of FIATA documents

+ FIATA worldwide member connectivity

+ Talent Connect Worldwide, E-Learning

+ Discountes rates in participating in global and regional conferences

+ Asssistance in case of legal advocacy

+ Discounts for cargo/logistic events and exhibition stands

+ Discount training for NAFL members

+ Training/Certification for regional/international courses

+ Insurance at discounted rates (cargo/liability/medical)

+ Complimentary internship, Skill upgrade and Mentoring & Innovation ideas

+ Discounted supplier rates for industry products

Volkswagen-backed company announces next-gen EV battery

n The need for quicker, longer lasting EV batteries is ever present. Now EV battery manufacturer Gotion made major progress for the future of electric mobility. The Chinese company is launching its first experimental production line for all-solid-state batteries. Endorsed by Volkswagen, it is making nextgeneration battery technology a reality. The company promises safer, more efficient, longer-range EVs. Gotion unveiled the new pilot line at their recent tech conference. It will produce its “Gemstone” all-solid-state battery cells. These batteries replace the liquid electrolyte found in current lithium-ion batteries.

Solid-state batteries offer several advantages. The solid electrolytes are less prone to catching fire or exploding. A main concern with traditional EV batteries is ‘thermal runaway.’ What’s more a solid state has a higher energy density, allowing more energy in the same amount of space.

Global GSA Group announces Azul Brazilian Airline flights from Madrid

n Global GSA Group is proud to announce that its valued partner, Azul Brazilian Airline, has officially commenced online flight operations from Madrid (MAD). To announce and celebrate this important milestone to the Spanish market, Global GSA Group hosted a Brazilian-themed launch event in Madrid. As the exclusive General Sales Agent for Azul in Spain, Global GSA Group looking forward to supporting this strategic expansion and enhance cargo connectivity between Spain and Brazil.

The expanded network in Europe builds on Azul’s existing operations from Lisbon and Paris-Orly, now adding regular flights from Madrid (MAD) and Porto (OPO) to the carrier’s growing network. The new flights, which began on 10 June 2025, are operated with A330 aircraft, offering 13 additional weekly services and a significant boost in cargo capacity, approximately 10 tons or 60 cubic meters per flight.

The routes also include five weekly flights from Madrid to Viracopos (VCP) and three weekly flights from Madrid to Recife (REC), along with three weekly flights from Porto to Viracopos and two from Porto to Recife.

These new connections between Spain and Portugal and Brazil further strengthen trade links between the regions.

“This development represents a key milestone in Azul’s international expansion,” said Aytekin Saray, Chief Executive Officer of Global GSA Group. “We are proud to strengthen Azul’s presence in Europe by delivering increased capacity and flexible solutions that benefit freight forwarders across the region. Madrid and Porto now

join Lisbon and Paris as strategic gateways for South American cargo flows, offering even more seamless access to Brazil’s growing economy.”

As demand for fast, reliable cargo services between Europe and South America continues to grow, Azul is perfectly positioned to meet those needs.

KEY SECTORS

CTW Global will provide many valuable opportunities to connect with a wide range of individuals who share a common interest in the industry, products, and services being showcased.

Schneider Electric hosts supply chain leaders from leading companies

n Schneider Electric, a leader in the digital transformation of energy management and automation, hosted a distinguished gathering of supply chain leaders from leading global companies and delegates from Gartner at its state-of-the-art factory in Riyadh, KSA.

This exclusive event, organised in collaboration with Gartner, featured a ‘Supply Chain Roundtable’ that provided a platform to discuss and explore insights into emerging supply chain strategies, Middle East’s economic diversification journey, and the region’s potential as a global supply chain hub.

Delegates toured the Schneider Electric Riyadh facility, seeing cutting-edge technologies in action at the Plant and Distribution Centre, demonstrating the solutions and innovations that could pave the way towards the Middle East’s manufacturing future.

KSA’s ambitious industrialization efforts creating unprecedented opportunities in advanced manufacturing, technological innovation, and next-generation logistics. Schneider Electric is dedicated to serving its customers in the region by ramping up its operations and accelerating digital transformation.

“The future for manufacturing in the Middle East is a rich opportunity,” said Mohamed Waheed Fekry Mohamed, Vice President - Global Supply Chain, Middle East & Africa. “The way forward is clear: digital transformation and people are the enablers towards a more sustainable, agile, resilient, and efficient supply chain.

Swisslog to equip Chalhoub Riyadh facility with advanced automation

The Middle East is undergoing a transformative economic renaissance, with n Swisslog, a global leader in automated logistics solutions, has been announced as a key partner in the development of Chalhoub Group’s new state-of-the-art logistics hub for fashion and beauty products in Riyadh. Located in the SILZ Free Trade Zone near the international airport, the facility will strengthen Saudi Arabia’s logistics infrastructure, support the country’s growing role in global trade, and cater to the rising demand for e-commerce and luxury goods across the region.

AutoStore solution with SynQ software for fashion and beauty

Swisslog was selected for its ability to deliver advanced automation solutions tailored to the evolving needs of the logistics sector. The hub will incorporate Swisslog’s AutoStore system, featuring 67,000 bins, 42 robots, and fully integrated inbound and outbound ports managed through the SynQ AutoStore platform. By leveraging automation, the facility will enhance the flow of goods, ensure seamless operations, and provide the agility needed to adapt to market demands.

Rami Younes, General Manager of

Swisslog Middle East, commented, “We are honoured to play a role in Chalhoub Group’s regional expansion. As Saudi Arabia pushes forward with its Vision 2030 agenda, modernization of logistics and e-commerce infrastructure is essential to achieving long-term economic diversification. The integration of automation tech in this hub will not only improve supply chain efficiency but will also contribute to the broader objectives of the Kingdom’s development plans. With logistics expected to account

for 10% of the GDP by 2030, projects like this will shape the future of the Kingdom’s economic structure, enhancing both global competitiveness and local resilience.”

Swisslog continues to experience significant growth in the Middle East, with recent projects worth over $60 million across diverse industries, including fashion retail, food and beverage, and material handling. The company is committed to expanding its regional workforce by 20% over the next 12 months.

GWC’s cold chain capabilities drive Qatar’s vaccine success

Qatar emerged from the Covid-19 pandemic relatively unscathed, reporting fewer than 700 virusrelated deaths among its 2.88 million residents. While a warm climate, youthful population, and strong healthcare system all contributed, the country’s highly effective vaccine rollout was a key factor in this success. Over 6.5 million doses were administered—enough to vaccinate more than 115% of the population.

Behind the scenes of this mass inoculation effort was GWC, Qatar’s leading logistics provider, tasked with one of the most complex challenges in modern supply chain management: transporting sensitive, temperature-controlled vaccines under tight timelines.

Cold chain readiness

“We delivered the first vaccine into Qatar on 21st December 2020,” recalls Ranjeev Menon, Group CEO of GWC. “It was a proud moment and brought hope to the nation.”

This early delivery was only possible

thanks to GWC’s forward-thinking infrastructure investments. The company inaugurated a dedicated pharmaceutical logistics hub in 2016 — a 25,000m² facility within the expansive 1 million m² Logistics Village Qatar (LVQ). This site enabled GWC to store and handle Pfizer’s ultra-cold chain vaccine, which requires storage at -70°C.

“We were ready by November 2020,” says Syed Maaz, Chief Business Development Officer at GWC. “Handling that kind of temperature requires highly specialised equipment and processes.”

Global coordination

Transporting vaccines that must remain at such low temperatures adds layers of complexity. GWC leveraged its long-standing partnership with UPS—having served as the logistics giant’s Authorised Service Contractor in Qatar since 2015—to manage inbound vaccine shipments from abroad.

“The vaccines arrive in specially designed boxes that maintain temperature without

a power source,” explains Maaz. “They’re equipped with remote temperature monitoring so we can track conditions in real-time.”

Even with robust packaging, speed is critical. Once shipments landed in Doha, coordination was key. GWC worked closely with Qatari authorities to ensure shipments were pre-cleared through customs. Qatar Airways played a pivotal role by bypassing international hubs and flying doses directly into the country.

“Our teams consistently got vaccine shipments into cold storage within 90 minutes of touchdown,” says Maaz, noting the precision required at every step.

National delivery effort

The final stage—distributing vaccines across Qatar—was equally complex. GWC coordinated with the Ministry of Public Health to deliver doses to vaccination centres while maintaining cold chain integrity. This included ensuring availability of refrigerated storage at final destinations. Delivering life-saving vaccines on such a scale is a massive responsibility. But the pride and commitment of GWC’s staff made the difference. “Some of our delivery personnel didn’t want to end their shifts, they were so proud to be contributing,” says Maaz.

With Covid-19 case numbers remaining low in Qatar, much credit goes to the logistics infrastructure that ensured timely vaccine access. Thanks to GWC’s preparedness and coordination, the nation can remain confident in its ability to respond to future health emergencies.

Strategic meetings in Munich, Germany

The National Association for Freight and Logistics (NAFL) participated in the largest global logistics transport exhibition in Munich, Germany. This is a regular practice of the association to further promote and support its members and to encourage networking. While at this exhibition, which was held from June 2nd to 5th, NAFL President Ms. Nadia Abdul Aziz and her team visited various airline booths to further foster support and cooperation.

Dubai South Mr. Mohsin Al Awadh CEO Dubai South, Ms. Nadia Abdul Aziz NAFL President and Senior Vice President Turkish Airlines Mr. Halit Tuncer and Mr. Serkan Sonmez Cargo Director ME Region Afghanistan & Pakistan can all be seen at Logistics Transport Munich.

Saudia Cargo forges strategic global partnerships at Air Cargo Europe, expanding global reach

Saudia Cargo, the leading air cargo carrier in Saudi Arabia, announced the signing of two Global Logistics Partnership agreements with Scan Global Logistics (SGL), and Air Logistics Europe, marking a significant milestone in its strategic expansion and commitment to delivering unparalleled service. The agreements were formalized during Air Cargo Europe in Munich, Germany.

The partnership with Scan Global Logistics (SGL), a dynamic Danish logistics company, provides SGL with priority access to Saudia Cargo’s global network, ensuring efficient air cargo solutions and fostering collaboration.

To further enhance its European presence, Saudia Cargo also signed an agreement with Air Logistics Europe to provide integrated and flexible air cargo solutions between the UK and Saudi Arabia.

Loay Mashabi, CEO and Managing Director of Saudia Cargo, stated: “These strategic alliances are pivotal to Saudia Cargo’s ambition to spearhead innovation and deliver unparalleled service in the global air cargo sector. By strategically

leveraging the unique strengths of each partnership, we are poised to unlock new market opportunities, drive operational excellence, and create exceptional value for our customers worldwide.”

Driven by a modern fleet, a dedicated team, and a commitment to innovation,

Saudia Cargo delivers reliable, efficient, and customer-centric solutions to meet evolving customer needs. This commitment is reflected in the company’s strong performance, transporting 577,870 tons of cargo in 2024, representing a significant 27% year-over-year growth.

Driving Sustainable Change and Leadership in Global Air Cargo

A powerhouse of efficiency, strategy, and adaptability, that is what Celine Hourcade can be described as. She navigates complex supply chains, optimises operations, and ensures sustainable transportation of goods—all while managing teams with precision. A former Head of Cargo Transformation at IATA, Transition Director of TIACA, and founder of Change Horizon, Celine is now Vice-President of Sustainability at SATS and president of Women in Aviation & Logistics (WAL) which she co-founded in 2021 to improve the gender balance within the industry. Speaking exclusively to Global Supply Chain magazine Editor, Abigail Mathias, she explains how she manages various roles.

Abigail Mathias: What’s your typical day like?

What do you do to keep yourself fit?

Not enough I’m afraid! I walk and cycle a lot on weekends and go to the gym three times a week. Except when I am traveling, which is happening a lot.

What time do you break for lunch?

Usually around 1pm. When I’m in Singapore, we have a lot of options at the Terminal 4 near the office. I love spending that time with my team or other colleagues.

AM: Around what time of day do you wrap up work at the office?

CH: It really depends on the workload! I try my best to finish my day around 6:30/7pm.

AM: How do you unwind in the evening?

Celine Hourcade: When I work from Europe, I usually start my working around 6:30am almost nonstop until 1pm to maximise the working time with my team and key stakeholders in Singapore. I then break for lunch and use my afternoons for focus work and to engage my colleagues and clients in Europe and the US. At least three times a week, I end my day with an indoor or outdoor workout.

AM: Are you a coffee or tea person?

If so, how many cups a day?

CH: I used to drink a lot of coffee, but I am now switching to tea. Probably 1.5 litres per day, and an expresso after lunch.

CH: When I am not traveling, I go to the gym with my husband before we have a family dinner with our two teenagers. This is very important to me to secure that space with them and nurture the caring relationship we have with them.

AM: To me and our association Global Supply Chain Magazine is…

CH: One of my go-to sources of information for air cargo and logistics business updates! I like the digital issues, with a diversity of articles from digitalisation, trade tensions, sustainability, economics, etc.

AM: When and to which location is your next holiday?

CH: This year is a bit special as we relocated from Europe to Singapore in August with the family. So, no real vacations for now, but hopefully we will have the next holiday for Christmas and New Year’s Eve somewhere we’ve never been to: Vietnam, Philippines or Australia.

AM: What advice would you’d give other business professionals juggling time?

CH: Set boundaries for work hours and family time, delegate tasks to create space for what truly matters (including self-care and me-time) and be kind to yourself when things don’t go as planned.

AM: When do you catch up on world/business events?

CH: Every day on my smartphone: LinkedIn and news headlines from trade media for business, the news accounts I follow on Instagram for world French, Swiss, Singaporean news, and few specific media outlets focused on sustainability. But I decline receiving alerts on the smartphone: I don’t want to be disturbed.

AM: What do you hope to achieve in the logistics arena in the next five years?

CH: I want to continue pushing for sustainable transformation of air cargo and logistics: decarbonised operations, waste reduction and circularity, and diversity and inclusion in the sector: more visible women in executive positions, younger talents developed to be the future leaders of our industry.