The Brief | Edition 20 | For Supply Chain Leaders

Welcome to edition 20 of The Brief, our fortnightly look at the news and market signals across supply chains, logistics, and industrial leadership.

This week’s edition has a clear theme: decisions are becoming more deliberate. Government policy is beginning to point toward infrastructure, freight and payment reform, but businesses are still waiting for the details. European road freight rates are rising, making transport cost control harder to manage. At the same time, investment continues across automated logistics, energy infrastructure, and long-term 3PL partnerships.

The result is a sector that is not standing still but is being more selective about where it commits time, capital, and talent.

 

King’s Speech includes road, rail freight and payment reforms but limited supply chain detail

The King’s Speech set out several measures with implications for logistics and supply chain businesses, including new road infrastructure funding, rail reform, UK-EU trade measures, energy security and late payment protections. While there was no dedicated logistics or supply chain bill, the Highways Financing Bill could support major road schemes such as the Lower Thames Crossing, while rail legislation is expected to introduce duties to protect and grow rail freight. The programme also includes proposals on UK-EU food and drink trade and late payment reforms aimed at improving cashflow for UK businesses.

The detail that follows will matter more than the headline commitments. Faster delivery of road and rail projects, simpler UK-EU trading arrangements or stronger late payment protections could all influence network planning, supplier relationships and investment decisions, especially for businesses already balancing cost pressure with the need for greater resilience.

 

Midlands permanent placements fall at steepest pace in 16 months

The latest KPMG and REC Report on Jobs for the Midlands showed a sharp fall in permanent staff appointments in April, with permanent placements declining at the fastest pace for 16 months. Recruiters linked the slowdown to global uncertainty, higher staffing costs and recent employment legislation changes, with employers cancelling or delaying hiring plans. However, temporary billings rose for the ninth month running, suggesting businesses still need operational, technical and leadership support but are favouring flexibility over long-term commitments.

That hesitation can create its own risk. Senior candidates are unlikely to move for uncertain mandates, slow processes, or roles that are still being shaped mid-search. Clear decision-making with a well-defined brief and a credible view of where the business is heading will make a real difference in a more cautious hiring market.

 

Rising European road freight contract rates

Davies Turner noted European road freight contract rates continued to rise in Q1 2026, while spot rates softened, creating a wider gap between the two markets. The IRU, Upply and Transport Intelligence benchmark found contract rates reached 140.1 index points, up 3.2 points quarter-on-quarter and 8.9 points year-on-year, while spot rates fell to 132.3. Fuel costs are a major driver: EU diesel prices rose from €1.56 per litre at the end of Q4 2025 to €1.96 by the end of Q1 2026, a 26% increase.

The priority for leaders is to understand where exposure sits across the network. Contract structure, surcharge mechanisms, supplier relationships, and route strategy all become more important, as do strong commercial discipline in transport and procurement, which will become increasingly important as freight pricing continues to move faster than many planning cycles.

 

Rubix showcases wind turbine life extension and MRO capability at All-Energy 2026

Rubix used All-Energy 2026 in Glasgow to showcase its wind turbine reliability and MRO capabilities, including core maintenance products, reverse-engineered components, prototype gearbox support and technical services for diagnosing turbine failures. The company is positioning its wind offer around extending asset life, improving uptime and reducing reliance on long OEM replacement cycles, particularly for ageing wind fleets and critical rotating equipment.

That raises the bar for the technical, engineering and supplier-management capability needed across industrial and energy supply chains. Technical expertise, failure diagnostics, reverse engineering, and responsive supplier networks all become more important when downtime carries a direct commercial impact. MRO is no longer just a support function; it is becoming part of how businesses protect performance, reduce disruption, and extend the value of critical assets.

 

M&S to create 600 jobs at Staffordshire logistics hub

Marks and Spencer is set to create 600 jobs after agreeing to a conditional £67.5m deal to acquire a 437,000 sq ft automated distribution centre in Lichfield, Staffordshire. The site, formerly occupied by ASOS, is expected to become operational in 2027 and will form part of M&S’ 24/7 logistics network as the retailer expands its online fashion business.

The creation of 600 roles will increase competition for logistics talent in the Midlands, particularly across operational management, engineering, planning, and technical support. The bigger challenge will be building teams that can work effectively in a more technology-enabled environment, with leaders who understand both people and systems. As automation becomes more common, employers will need clearer plans for how warehouse teams develop into technical, supervisory and operational leadership roles.

 

XPO extends UK logistics partnership with Weetabix

Weetabix has extended its UK warehouse management partnership with XPO Logistics Europe across two sites in Burton Latimer and Corby. The partnership covers warehouse operations, automation-led visibility and proactive decision-making, with both warehouses maintaining an AA+ BRC audit score for the second year. XPO also manages worldwide transportation for Weetabix through its global forwarding team at Heathrow, including cross-border services, customs clearance and aligned transport projects.

That puts more weight on the quality of governance between customer and provider. Clear expectations with shared accountability and strong operational leadership are what turn outsourced logistics from a transactional service into a long-term advantage. As supply chains become more complex, the ability to manage third-party logistics relationships well will matter just as much as the capability inside the business.

 

Leadership and talent outlook

This edition points to a market that is still moving, but with more scrutiny behind each decision. Policy is creating potential openings around infrastructure, freight and trade. Transport costs remain difficult to predict. Automated logistics sites are creating new demand for operational and technical talent, while long-term outsourcing partnerships are placing more weight on governance, visibility and service performance.

The fall in Midlands permanent placements does not mean businesses no longer need people. It suggests they are taking longer to commit, building stronger business cases and using temporary workers where flexibility is needed. That caution is understandable, but critical roles left open for too long can still affect performance.

The strongest hiring processes will be built around clarity. Senior candidates need to understand the mandate, the scale of change, the level of authority and the commercial expectations attached to the role. This matters in supply chain environments where one appointment may need to improve cost control, supplier performance, automation, operational teams and service levels at the same time.

As the sector balances investment with caution, the organisations best placed to perform will be those that treat talent planning as part of operational strategy. Not a separate HR exercise, but a practical question of where capability is missing, who is needed and how leadership decisions support the direction of the business.

If it is ever useful to exchange views on the market or sense-check a future hiring strategy, we are 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