Guillermo Juvera

The logistics and transport sector contributes about 24% of global CO2 emissions. Considering the push for supply chain sustainability across different sectors, the need for lower emissions has been heating up in recent years. With roughly a quarter of the world’s emissions tied to logistics, this industry will possibly be the final frontier to tackle regarding sustainability. While different strategies can be leveraged to reduce the impact of logistics operations on the environment, integrating eco-friendly practices and reducing Scope 3 emissions are some of the most pressing initiatives at hand. This article serves as a guide that will provide actionable steps for companies to embrace innovative solutions and navigate the transition toward a greener future. Scope 3: Understanding Supply Chain Emissions Modern supply chain management outsources different parts of the operation to leverage the expertise of different suppliers and stakeholders. Logistics operations are usually outsourced to third-party providers, and exercising control over their operations and monitoring their sustainability practices and emissions can be challenging. Here’s the harsh reality: no matter how well an organization manages to reduce Scope 1 and 2 emissions, the unaddressed Scope 3 emissions can bring the entire process to a screeching halt. This is especially true…

Special Guest Blog Post written by Philip Vervloesem   If your supply chain planning still runs on a monthly cycle, 2026 will be uncomfortable. We are operating in a polycrisis where change is constant, and responses need to be fast enough to keep up. From customer conversations, industry research, and leadership discussions at the Gartner supply chain conferences, a clear pattern has emerged: the organizations pulling ahead are not planning more often. They are embedding agility, intelligence, and speed into the way they make decisions. Here are five predictions shaping supply chain excellence in 2026 – our “bingo card” for what’s now table stakes.   1. Continuous, always-on planning is a must Monthly or quarterly cycles are no longer enough. The organizations that outperform treat planning as a continuous capability embedded in daily operations, and make it part of their governance and operational excellence. Imagine this: a sudden surge in demand hits or a supplier flags a delay. Instead of waiting for the next planning cycle, teams immediately evaluate options, share insights across functions, and adjust course. Planning stops being a calendar exercise and starts shaping real-time decisions.   “By shifting from process-centric to decision-centric planning, we now run hundreds…