In this edition of The Brief, we explore growing momentum behind AI adoption in logistics, shifting expectations around digital capability, and the evolving regulatory landscape shaping international trade. We also look at fresh insight into UK manufacturing performance and what it reveals about coordination across supply chain operations.

Growing momentum behind AI adoption within UK logistics teams

Search interest across the UK for “AI in logistics” has reached its highest level to date. The data suggests logistics providers, warehouse operators, and in-house supply chain teams are moving beyond trial projects and beginning to introduce AI tools into live environments, particularly where they can improve planning accuracy and day-to-day operational decisions.

Instead of solely focusing on technology, many organisations seem to be concentrating on how AI can effectively reduce friction in their current processes. The pace of adoption may vary by sector, but the overall direction is becoming clearer. For leadership teams, the conversation is now about integration, capability, and whether these tools genuinely improve reliability and performance over time.

Supply Chain Digital highlights how digital capability is becoming part of everyday operations.

The February edition of Supply Chain Digital brings together insights from logistics and transport providers and senior leaders across global supply chains. Much of the coverage focuses on how digital tools are being built into everyday operations, with transformation increasingly treated as part of normal business activity.

What stands out is the consistent direction across very different organisations. Digital capability is no longer framed as a future ambition but as an operational expectation. The conversation has moved on from experimentation to genuinely improving service levels, cost control, and day-to-day execution.

Trade complexity across supply chain operations

Recent global trade analysis points to regulatory complexity becoming a defining feature of the current supply chain environment. Ongoing changes to tariffs, customs processes and international trade agreements are making cross-border operations more difficult to manage than in previous years.

Rather than a series of isolated disruptions, the ongoing complexity of trade is now part of the day-to-day operating backdrop for supply chain organisations. For UK organisations trading internationally, this reinforces the importance of a strong internal understanding of trade frameworks and clearer ownership of trade compliance. It also underlines the importance of regulatory scenario awareness, particularly when sourcing strategies span multiple jurisdictions.

UK, EU, & US sanctions landscape expands rapidly

Further sanctions have been introduced by the UK, the European Union, and the United States, tightening controls around payments, exports, and commercial relationships linked to Russia, adding further layers to cross-border trade requirements.

Sanctions rarely change operations overnight, but they do gradually reshape how risk sits across supply networks. Over time, stricter controls tend to affect how suppliers are chosen and how contracts are set up. The level of due diligence needed across borders also tends to go up. For many organisations, the focus is increasingly on maintaining visibility and clear ownership of compliance rather than responding to individual regulatory updates as they appear.

UK manufacturing productivity and supply chain coordination

A new UK manufacturing report highlights the persistent productivity gap between domestic manufacturers and leading global competitors. Progress has been made in some areas, but differences in investment levels, technology uptake, and organisational capability continue to influence performance across the sector.

Productivity is usually more than a factory floor issue. It often shows up first in missed schedules, excess stock, or pressure on transport capacity. How well production forecasts translate into stock positioning and outbound flow plays a major role in overall performance. Where those links are weak, small inefficiencies tend to travel quickly through the wider operation, building costs and delays over time. Across the market, we’re seeing an increasing focus on improving coordination between manufacturing and logistics rather than chasing isolated efficiency targets.

Leadership and talent outlook

Across each of these developments runs a common thread: stronger execution depends on capability, coordination, and informed leadership.

Regardless if your organisation is looking to introduce new technology, manage trade requirements, or strengthen the link between manufacturing and logistics, the organisations that perform most consistently tend to place real emphasis on experienced leadership and well-structured teams to support that progress.

If it’s ever useful to exchange views on the market or sense-check a future hiring strategy, we’re always open to a conversation.

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We’ll be back in two weeks with The Brief. Until then, feel free to share this with your team or let us know if there’s a topic you’d like us to explore next.

Till next time,

The MVP Recruitment & Talent Solutions Team