Editor's recap blog: The most important insights from ALSC Global

JUMP TO:

25 September

Manufacturing resilience under pressure

Adam Olson, vice-president, logistics mobility Americas at Bosch, Chris Styles, vice-president, Supply Chain Management at Nissan Group of the Americas, and Moe Saleh, president and CEO, Greatway discuss talent development and retention, AI integration and readiness, and the evolving role of logistics and supply chain managers. 

Key takeaways

• The evolving role of logistics and supply chain managers: There is a shift from operation execution to strategic roles, as logistics professionals are becoming more strategic and highly skilled, and the focus is on supply chain network design. There is a greater importance of data literacy, as the role involves digesting and analysing data, finding correlations, building proactive models and using them to tell actionable stories. The industry is moving towards utilising data for better predictability and proactive decision-making, minimising the historical reactive mode of operation. Logistics is a diverse and evolving industry with daily surprises, navigating obstacles like weather factors, Department of Transport regulations, and various stakeholders, meaning individuals need strong problem-solving skills.

• Talent development and retention: Nissan developed a separate Supply Chain Innovation team to focus on future needs, bringing in data scientists and starting an internal data analytics development program. Bosch Mobility has a similar setup with carved-out logistics innovations. A gap exists in university curricula regarding production planning, demand planning, and component planning.

• Attracting and sustaining talent: GreatWay seeks individuals who enjoy problem-solving and the excitement of logistics, investing in their training and hands-on experience. Bosch Mobility focuses on attracting, developing, and sustaining talent through strategic analysis of roles and understanding employee motivations. The company targets individuals based on company needs and individual motivations, emphasising "puzzle solving" and the human impact of keeping manufacturing facilities and supply bases running. Nissan offers broad career paths within supply chain, including operations, regional production planning, supplier management, forecasting, and innovation.

• Regional integration: Bosch Mobility transitioned from siloed P&L divisions to a unified mobility company with an umbrella function. A logistics functional network, comprising 20 people from different regions, works on common goals: talent, cost, performance, functional excellence, and resilience. At Nissan, the OEM regionalises tools like warehouse management systems and transportation management systems to ensure common language and operations across US, Mexico, and South America. Rotational opportunities in other countries provide valuable on-the-ground experience and facilitate sharing of best practices. Organisations leverage regional expertise and grow teams that represent all areas (e.g., Brazil, Mexico, US) rather than leading from a single centre of gravity.  GreatWay expanded into Mexico, navigating cultural and language differences, but emphasises that all teams "speak the same language of supply chain and logistics."

Discussion points on core tensions

• Human-AI collaboration: AI is viewed as a tool to augment human capabilities, not replace them. The human aspect remains crucial for checking data accuracy and making final decisions. AI helps in doing things faster and narrowing down scenarios, but human judgment and storytelling are still essential. Leaders need to understand available AI tools, identify pain points, and leverage these tools for potential use cases and proof of concepts.
• Training and preparation: GreatWay is developing its own curriculum to teach new hires how transportation and logistics operate from their perspective, including managing expectations and handling drivers and customers. Bosch Mobility leaders participate in digital boot camps to understand AI capabilities, even learning to code, to better match pain points with potential AI solutions. The focus is on understanding what AI can do and how it can be applied across various functions like packaging design, engineering, and product planning.

Quotes of the session

“What I would probably recommend is more left and right lateral movements earlier on in my career... Because the more that you build that up early earlier on in your career, you'll be able to take that with you. And as you progress, and if you want to progress, every position becomes a competition. And when you have that kind of helicopter mindset where you can raise up above the organisation, you know how the puzzle comes together, you're much more dangerous for sure," Adam Olson, vice-president, logistics mobility Americas, Bosch

Editor’s takeaway

The core message of this panel discussion centred on the fundamental truth that logistics remains a people-driven business, where human innovation, empathy, and problem-solving are paramount. The industry is rapidly transforming, with logistics professionals evolving from operational executors to strategic, data-literate leaders who can analyse complex information and tell compelling stories that drive actionable insights. 

Key speakers from Bosch, Nissan, and GreatWay unanimously emphasised that while AI is a powerful tool that can link transportation, logistics, and manufacturing, it remains fundamentally dependent on human expertise to ensure accurate data utilisation and meaningful implementation. The panel highlighted the unique skill set required in this field - professionals must be "a different breed" who love problem-solving, can think outside the box, and are excited by the constantly evolving nature of logistics3. Perhaps most compellingly, Moe Saleh from GreatWay captured the essence of the discussion: "AI should be looked at as that power tool that you have in your toolbox that you can pull out to make the job easier... but at the end of the day, it's still a human-driven industry." The overarching message was clear: success in modern logistics demands continuous learning, adaptability, and a deep commitment to human connection and innovation. 

­

25 September

From data to delivery: AI-powered decision-making in logistics and supply chain

Mazda, Ford, and Kinaxis leaders unpack how AI is reshaping supply chains, cutting through data complexity and enabling faster, smarter decisions.

Key takeaways

• AI is moving from experimental pilots to mainstream decision-making tools, with Mazda and Ford embedding analytics into daily supply chain operations.

• Data quality remains the foundation. Without clean, structured data, even the best AI models risk “garbage in, garbage out.”

• AI is not about replacing planners, but about amplifying their impact—helping supply chain teams react faster and anticipate disruptions.

• Ford and Mazda stressed that trust in AI outputs is earned through transparency and explainability, not black-box predictions.

• Kinaxis highlighted the need for agility: AI enables scenario planning that allows companies to pivot in near real time when markets or suppliers shift.

• AI adoption is uneven across the sector, with some OEMs doubling down on advanced forecasting while others remain cautious, constrained by legacy systems.

Discussion points on core tensions

Data maturity vs. AI ambition: Speakers pointed to a recurring tension between the promise of advanced AI tools and the reality of patchy, siloed datasets. While some progress is being made, many supply chains are still working to clean up the basics.

Human expertise vs. automation: AI can process millions of data points in seconds, but panellists agreed human judgment is essential in interpreting and acting on recommendations—especially when decisions carry financial or reputational risk.

Strategic vs. tactical use of AI: Mazda and Ford shared practical use cases in demand planning and inventory management, while Kinaxis argued that the real long-term value lies in using AI to inform strategic choices, not just firefighting day-to-day issues.

Quotes of the session

“AI isn’t there to take the wheel—it’s there to clear the fog on the road ahead.” – John Rich, Mazda North American Operations

“Scenario planning with AI is what lets supply chains breathe. It gives you optionality when everything else feels like a constraint.” – Daniel Henry, Kinaxis

Editor’s takeaway

This session showed AI is shifting from hype to hard reality in automotive supply chains. The most striking theme was balance: between ambition and readiness, data and decisions, algorithms and human judgment. Mazda and Ford emphasised pragmatism—AI as a tool to make planners faster and better, not redundant. The challenge for the industry will be scaling adoption without losing the trust of the people who still have to make the final calls.

­

25 September 

Crossing borders smarter, not cheaper

Ana Lucia Ochoa (American Axle Manufacturing), JJ Feregrino (Agramont Worldwide Logistics), and Agustin Sustaita (D-Troy Logistics) unpack how to keep North American cross-border flows moving despite congestion, regulation, and driver shortages. 

Key takeaways

• Cross-border logistics challenges and opportunities: International logistics and customs are critical for supply chain operations, facing challenges such as border congestion, shifting tariff regimes, new trade policies, and complexity of moving parts across the US, Mexico and Canada. These challenges increase risk and costs but also create opportunities for digital tooling, smarter partnerships and stabilising flows and strengthening resilience. Cross-border focus has shifted from cost to strategy. Companies are prioritising resilience, visibility and compliance over just-in-time efficiency.

• Current state of cross-border logistics: Mexico is central to the logistics network for American Axle Manufacturing due to manufacturing sites and suppliers. Standardised documents with carriers and customs brokers have reduced dwell time at crossing points. Challenges include congestion, infrastructure limitations, variability in Mexico carrier capacity, regulatory changes in Mexico and security risks.

• Partnerships and regulatory compliance: Partnerships with authorities are crucial for secure cross-corridors. Transparency with authorities helps address road conditions and ensures confidence in border processes. Alignment with all stakeholders ensures smooth flow between countries. Proactive strategies to mitigate disruptions from regulatory changes and tariffs include treating policy noise like weather: watch, plan, and move early, staying informed on tariff news and effective dates to pull the right levers (e.g., pre-buying SKUs, staging inventory, smoothing production), and acting on signals, pre-position inventory, lock capacity, validate paperwork, and having a well-thought-out execution plan. Create dual sources, build inventory where possible, and find different transportation lanes. Be resilient and adaptive, maintaining close communication with customers to react to changing requirements. Utilise FTZs and bonded carrier status to support variability and defer duties.

Discussion points on core tensions

• Recommendations for flexible and resilient cross-border supply chains include:

  Visibility: Crucial to have real-time visibility of freight, shipments, inventory, and supplier performance. Combining transparency with flexibility in freight execution helps absorb disruptions and maintain material flow efficiently and at lower cost.

  Strong cross-border carrier partnerships: Partner with the right 3PL or asset-based partner who understands the border and infrastructure on both sides. Align on compliance, clean data, clear roles, and simple status codes. Train teams and push complete documentation early to reduce surprises and speed up crossings.

  Strengthening partnerships: Foster transparency, communication, and collaboration among all stakeholders to collectively find solutions.
  
  Quotes of the session

“Policy noise is constant, so what we do is we treat it like weather. You watch it, you plan for it, and then you move early." – JJ Feregrino, Agramont Worldwide Logistics

Editor’s takeaway

This panel captured the reality that Laredo and other North American crossings have become pressure points where logistics strategy is tested daily. The old model of cost-cutting has given way to resilience-building. Partnerships, data discipline, and technology are becoming non-negotiables. The big question is whether industry players can align on standards and collaboration fast enough to stay ahead of mounting policy and capacity risks.

­

25 September

Building resilience and trust in a shifting logistics market

Mercedes-Benz, Ascent Global Logistics and Eve International Logistics on strategic supply chains, flexibility and the human side of partnerships.

Key takeaways

• Supply chain as strategy: Mercedes-Benz is embedding logistics into product and manufacturing strategy, with MO360 and digital twins enabling visibility from bill of material to customer delivery.

• Flexibility is survival: Eve International Logistics stressed that volatility in trucking markets requires speed, flexibility and emergency-response capabilities, or risk collapse.

• Transparency drives results: Ascent and Eve highlighted how sharing real-time data avoids costly mismatches, with months-long KPI disputes resolved through system alignment.

• Localisation with scale: Mercedes-Benz is pushing deeper regionalisation and long-term supplier partnerships in the USMCA region, balancing tariffs, costs and customer sentiment.

• Sustainability by design: Mercedes-Benz is targeting a 24–26% CO₂ reduction in trucking through CNG, LNG and autonomous yard logistics, while partners push for measurable carbon KPIs.

• AI as a decision tool: All panellists are experimenting with AI for predictive planning, routing and cost optimisation, but human oversight remains critical.

Discussion points on core tensions

Data vs trust: Mercedes-Benz is investing in transparency through shared control towers and supplier days. Yet panellists warned that system misalignment and reluctance to disclose capacity can still erode trust. The call was for education and joint KPIs to create mutual benefits.

Cost vs resilience: Nick Delic cautioned that trucking companies undercutting rates are disappearing, leaving customers exposed. The panel agreed that “cheap” solutions quickly become expensive when disruptions hit. Long-term contracts, stability for drivers and correct pricing were seen as vital for resilience.

Short-term disruption vs long-term localisation: Michael Schwaeble argued that localisation must balance economics of scale and customer demand. While tariffs push tactical fixes, Mercedes is moving toward a mid- to long-term model, with suppliers embedded early in product design.

Sustainability vs pragmatism: While CO₂ reduction targets are ambitious, the panel stressed clear metrics and cost-per-ton thresholds are needed. CNG, LNG and electric trucks show promise, but only in the right use cases. Ascent called for carbon KPIs to become standard in dashboards and decision-making.

Quotes of the session

“Supply chain is no longer a back-office function. Data and logistics decisions are shaping the product and the customer experience.” – Michael Schwaeble, Mercedes-Benz U.S. International

“Flexibility is survival. Trucking markets swing from the best ever to the worst ever. If you’re not ready to adapt, you’re out of business.” – Nick Delic, Eve International Logistics

“Options are how you turn agility into value – cost, speed and reliability matrices that customers can act on in hours, not days.” – Daryl Knight, Ascent Global Logistics

Editor’s takeaway

This session was a reminder that logistics is both data-driven and human-driven. Mercedes-Benz is proving that supply chain belongs at the strategic core of product and manufacturing. Providers like Ascent and Eve showed how real-time transparency and creative problem solving are now baseline expectations. Yet the most resonant theme was trust – not just in systems or contracts, but in people. Without it, even the smartest AI tools or CO₂ dashboards won’t deliver. With it, logistics partners can move from firefighting to building resilience for the long haul.

­

 25 September

Market outlook and inbound logistics under pressure

Daniel Harrison, automotive analyst at Automotive Logistics, broke down some of the details of our Automotive Inbound Logistics Survey 2025.

Key takeaways

• Cost pressures dominate: OEMs are pushing LSPs to renegotiate rates, squeezing margins and raising questions about service quality.

• Tariffs fuel disruption: Billions absorbed by OEMs and suppliers are only a stopgap. Price rises are expected in late 2025.

• “Wait and see” won’t last: Companies are holding out for clarity, but structural changes such as nearshoring will be unavoidable.

• Short-term gloom, long-term optimism: Confidence dips for the next six months, but expectations brighten over three years.

• Digitalisation and partnerships essential: Accelerating tech adoption and collaboration emerged as the clearest industry recommendations.

• Fragmentation defines the sector: Both inbound and FVL remain highly fragmented, keeping margins thin and limiting investment.

Discussion points on core tensions

Tariff paralysis vs. long-term planning: Panellists noted OEMs are absorbing billions in tariff costs, a strategy that cannot last. Rising vehicle prices could dampen consumer demand, reducing logistics volumes.

Investment blocked by rising costs: Ironically, tariffs designed to encourage localisation raise input costs for robotics and tooling, slowing the very investments they are meant to incentivise.

EVs reshape inbound flows: Harrison pointed out that EV adoption will gradually flatten inbound demand, with shorter supply chains and fewer components required compared to ICE vehicles.

Fragmentation challenge: The market report quantified just how fragmented inbound and finished vehicle logistics remain. No player holds more than a low single-digit share, reinforcing cost sensitivity and low resilience across the industry.

Quotes of the session

“Tariffs are costing OEMs and suppliers billions. Absorbing those costs is only a temporary measure—price rises and structural changes are inevitable.” – Daniel Harrison, Automotive Logistics

“The next six months look tough, but the industry sees light ahead. Modest growth is expected, even if pre-Covid volumes won’t return until 2030.” – Daniel Harrison, Automotive Logistics

Editor’s note

The session confirmed that the automotive logistics sector is walking a fine line between absorbing shocks and planning for transformation. Harrison’s analysis underlines that fragmentation and tariffs are twin forces eroding margins, yet they also create openings for digitalisation, new trade routes, and deeper partnerships. For readers who want to dive into the full dataset, download the Automotive Inbound Logistics Survey 2025. The real challenge now is whether companies can move from “wait and see” to decisive action before costs and uncertainty drag them under.

­­

24 September

Logistics at the heart of vehicle launches

Procurement, logistics and providers shared how upstream planning, strong supplier ties and smarter data use can make or break new model launches. Speakers included Chris Styles (Nissan Group of the Americas), Hamza Uddin (Lucid Motors) and Ted Bowley (Carter Logistics). The discussion highlighted that logistics is gaining more visibility and working further upstream in the product development process, moving away from the traditional siloed approach where logistics was typically the last department involved. Throughout the conversation, the panelists shared insights on improving supply chain efficiency, reducing complexity, enhancing supplier relationships, and leveraging data and technology to optimise logistics and product launches.

Key takeaways

• XXX

• Value-added supply chains and product launch: Logistics and supply chain are increasingly recognised as key value drivers, moving beyond traditional cost optimisation. Focus shifts from squeezing suppliers to identifying opportunities for value addition. Early integration of logistics and supply chain in product planning, engineering, and design is crucial. Logistics provides visibility into complexity and quantifies impacts to inform future decisions.

• Logistics and procurement alignment: Better alignment between logistics and procurement is essential for smooth operations and cost reduction. Communication is key, including weekly calls to discuss data and operational challenges.

  Alignment helps maintain production schedules and build scalable, flexible supply chains.

• Evolution of logistics services: Logistics providers are being consulted earlier in the process for "what if" analysis and innovation. Combined freight models are gaining traction, with one provider increasing routes from 3 to 47 over six years by combining freight for Tier 1, Tier 2, and major OEMs. Early involvement in product launches helps identify and mitigate issues like packaging dimensions that could double transportation frequencies. Nissan continuously optimises logistics by combining different types of freight within its umbrella (after-sales, production parts) and exploring partnerships with other OEMs. Focus remains on optimising basics: truck fill ratios, minimising travel time and miles, and reducing parts inventory.
  
  Discussion points on core tensions

• Vision for future product launches and value-added logistics: Leveraging data and analytics will continue to advance, enabling faster access to information for strategic proposals. Prioritisation of efforts is key to making the biggest impacts rather than attempting everything at once. Correct data analysis is vital to avoid "paralysis by analysis," requiring collaborative interpretation across teams. Continuous awareness of regulatory changes (e.g., Mexico's transportation cost recording changes by 12/9) is necessary.

• Strong planning and resilient logistics networks are fundamental: Early engagement with suppliers for capacity planning and special handling. Ensuring customs, final mile, and warehousing are complete before production starts. Having backup service levels and alternative routes/suppliers for disruptions. Strategic sourcing with multiple suppliers balances cost and risk, providing backup capacity. Strong supplier relationships will continue to drive reliable and flexible services. Collaboration across all parties is essential for collective success.

Quotes of the session

“It seems like logistics in the beginning was kind of like the last thought was kind of like, you know, hey, we'll deal with that when we do it. And it seems like it's been more integrated now." – Ted Bowley, Carter Logistics

Editor’s takeaway

The industry experts from Nissan, Lucid and Carter Logistics unveiled a transformative vision for logistics and procurement. The recurring message was the critical importance of early integration of logistics and supply chain in decision-making processes, including product planning, engineering, and design. Logistics is moving from a traditionally siloed function to a more strategic role, working upstream to influence part design, supplier sourcing and overall network optimisation. Key themes emerged around building resilient, flexible supply chains: this includes strong planning, engaging suppliers early, creating backup routes and capacities, and maintaining robust supplier relationships.

The most successful OEMs and suppliers will be those that bring logistics into the room early, treat providers as strategic partners and harness data not just to track parts but to anticipate risks. Vehicle launches are becoming the stress test of supply chain resilience, and the winners will be the companies that view logistics not as firefighting, but as a value driver baked into every stage of design, sourcing and delivery.

­­

24 September

Adapt and deliver: Continuous optimisation for vehicle logistics in uncertain times

Resilience, collaboration and data-driven agility are defining the next chapter of vehicle logistics. Amy Paulsen (GM), Michael Arnold (Ford), Sergio Gutierrez (Glovis America) and Salim Shaikh (Blue Yonder) unpack how networks must adapt fast to disruption, with technology and trust at the centre of change.

Key takeaways

• Resiliency is a top priority: Focus on getting teams to buy into resiliency as a strategy, address burnout and maintain motivation, and future-proof teams, tools and networks simultaneously.

• Customer demands: These are increasing for visibility, reliability and damage-free vehicles. Significant attention is given to logistics partners and IT systems to connect the supply chain from scheduling to delivery. Continuous focus on delivering vehicles on time and damage-free.

• Increased volatility and uncertainty: This is prevelant, with demand mix changes, supply disruptions and tariffs contributing to uncertainty. Counter volatility through better end-to-end visibility, information sharing, and collaboration. Early risk sensing provides more flexibility and options, reducing premium freight and improving revenues.

• Operational inefficiency: This can be improved by leveraging technology, solving latency due to siloed processes in SOP, transportation, warehousing and visibility with a connected platform, and by utilising AI, ML and agentss to drive business outcomes including better throughput, reduced costs and improved efficiency. 

• Strategic partnerships and collaboration: Ford is heavily focused on building strategic relationships, seeking partners that offer flexibility and can adapt to new demands, such as moving large quantities of vehicles in short times or diverting vehicles. Strategic partnerships are crucial across all modes: rail, car haul, short sea, deep sea. Internal partnerships are strengthening within organisations. Glovis focuses on creating an extremely flexible network and aims to handle any vehicle at any time, regardless of region or destination, believing no client or OEM should be penalised by lack of volume. GM undertook a benchmarking tour to observe technology, IT systems, and automation in other industries and global automotive operations, and identified opportunities for automation deployment and technology upgrades, especially for legacy systems.

Discussion points on core tensions

Full adoption of technology and AI will be a main challenge in the next 2-3 years, but there may be internal resistance to technology from subject matter experts who rely on traditional methods.

Adoption requires respecting the maturation process and understanding that change is complex. Past methods (Excel, siloed processes) are not sustainable for future Black Swan events. Organisations need a blueprint for business outcomes, adopting a "walk, run, sprint" approach to technology implementation.

Focus on connected processes and systems to transition from current state to future goals.

Quotes of the session

“In the next two, three years, if we're going to really expand into technology utilisation, we have to be respectful of the process of maturation. We cannot simply say tech is here and it's going to do our job because then obviously we will not be here, but we can do it potentially better, safer, faster. And I think that that's one of the biggest challenges that we see, that adoption is going to take time and we need to give it a try. But we also have to understand, understand that change always is complex." - Sergio Gutierrez, Glovis America

­

Editor’s takeaway

Automotive logistics leaders are pivoting towards adaptive, technology-enabled strategies that prioritize resilience and flexibility. The panel's insights reveal a critical transformation: moving beyond traditional, rigid supply chain models to create dynamic, AI-augmented networks that can rapidly respond to disruptions. Key to this evolution is not just technological implementation, but a cultural shift that involves grassroots adoption, transparent partnerships, and a willingness to challenge existing processes. 

Companies like GM, Ford, and Glovis are demonstrating that the future of logistics lies in collaborative approaches that leverage predictive analytics, real-time visibility, and intelligent platforms. The message is that survival in the automotive logistics sector now depends on an organisation's ability to be simultaneously strategic and agile, using technology not as a replacement for human expertise, but as a powerful tool to enhance decision-making, reduce costs, and maintain competitive edge in an increasingly complex global marketplace.

­

24 September

Ready for a new world order: tariffs, trade and the race to stay compliant

Laila Aridi Afas (Toyota), Jeffrey Peterson (DRiV), Antonio Fondevilla (Maersk) and Alfonso Rodriguez (Zero Motorcycles) unpack how automotive companies are adapting logistics and customs strategies under shifting tariff regimes.

Key takeaways

• Tariffs are now fiscal policy, not just trade tools. The US expects to collect $350bn in duties this year, embedding tariffs into budget planning (Afas).

• Automotive is uniquely exposed. With 25–30,000 parts per vehicle, everything from copper derivatives to watchbands is subject to layered tariffs.

• Competitive advantage is possible in the chaos. Peterson argued companies can turn compliance complexity into a differentiator if they invest in strategy and speed.

• Smaller players are under strain. Rodriguez warned that younger, niche OEMs lack the data depth and resources of larger rivals, forcing reactive, stopgap decisions.

• Logistics providers are reinventing themselves. Fondevilla said Maersk is moving from “quick and cheap” to resilience-first, with compliance tools tracking supply chains to tier 5 and beyond.

• Scenario planning is essential. Panellists stressed trapdoors, brackets and flexible exit plans as non-negotiables in today’s tariff environment.

Discussion points on core tensions

• Tariffs everywhere, all at once. Afas described the “everything, everywhere” policy mix of protectionism, industrial strategy and fiscal revenue. This leaves automotive at the crossroads of multiple overlapping measures, with little clarity on end goals.

• Scale versus agility. Zero Motorcycles faces the same global tariffs as Toyota, but without deep data or compliance infrastructure. Rodriguez said his team often has to “react on the fly,” while bigger OEMs can embed tariff planning early in product cycles.

• From back office to boardroom. Fondevilla noted customs compliance has shifted from a paperwork department to a strategic front-line function. Peterson agreed, saying cross-functional groups now weigh tariffs alongside pricing and product strategy at board level.

• Tools, tech and trust. Maersk and others are investing in compliance platforms that can map forced labour or deforestation risk deep into supply chains. Yet Peterson stressed that technology is useless without clean, accurate data and well-trained staff across functions.

• Decision-making under fog. With no fixed horizon, companies are embedding flexibility—“trapdoors” and brackets—into every business case. The consensus: wait-and-see paralysis is riskier than acting fast with reversible plans.

Quotes of the session

“It’s tariffs everywhere, everything all at once. And the auto industry sits at the crossroads of it all.” – Laila Aridi Afas, Toyota

“In this mess, there’s competitive advantage if you know how to find it.” – Jeffrey Peterson, DRiV

Editor’s takeaway

This was a masterclass in crisis management. Afas captured the mood with her “everything everywhere” line—an automotive sector drowning in derivative tariffs, forced labour audits and unpredictable enforcement. Yet there was an undercurrent of optimism: Peterson sees competitive edge in compliance; Fondevilla sees logistics providers becoming strategy partners; Rodriguez shows even niche OEMs can adapt through agility.

The deeper lesson: tariffs are no longer an isolated policy lever but a structural feature of the business environment. Companies cannot simply absorb or pass on the costs—they must embed tariff risk into design, sourcing and investment decisions from day one. Those that treat compliance as a strategic capability, not a back-office chore, will be the ones still afloat when the next wave hits.

­­

24 September 

North American vehicle production and sales outlook

Mike Wall (S&P Global Mobility) maps out resilience in the market amid tariffs, affordability pressures, and a shifting EV trajectory.  The top 10 global markets are up about 4%, with China up 6% and the US up 4%, with US sales holding up remarkably well despite tariff activities.

Key takeaways

• Global market performance: Global light vehicle sales are up 4% through August, driven by a 6% increase in China and 4% increase in the US. US sales have remained resilient despite tariff activity. Other markets show mixed performance, with Western Europe experiencing fits and starts, while Brazil and India continue to grow.

• Capacity utilisation rates: Japan and Korea at 82% (highest, but potentially tested by tariffs and localisation). North America at 68% (below ideal 75-80% target, challenged by BEV and ICE capacity utilisation). Europe and Greater China face significant challenges due to fragmentation and numerous manufacturers.

• Impact of tariffs and OEM strategies: Canada and Mexico tariffs remain the biggest challenge. USMCA-compliant parts are currently exempt, which has supported vehicle sales and production. Non-USMCA-compliant parts are tariffed, with offsets for US content. A step-down on Canada and Mexico tariffs is anticipated, potentially deferred to the mid-2025 USMCA review. Automakers are absorbing tariffs rather than passing them directly to consumers, employing a three-layer strategy: adjusting pricing globally and holistically, not solely focusing on the US market, adjusting trim and mix, including de-contenting in some cases, and reallocating funds previously spent on CAFE penalties or regulatory credits.

  Import-heavy brands experience more price activity, but it is not derailing the overall market.

• Production forecasts and localisation trends: Global light vehicle sales growth has slowed and is expected to continue into next year. China's production is strong at almost 32m units this year, supported by scrappage programs and EV incentives, but growth is expected to slow in 2025. North American production is at 15.2m units this year, a step down from last year but better than initially feared. A further pullback to 14.7m units is expected next year, partly due to a projected pullback in US sales. Localisation activity is expected to provide a production tailwind, benefiting North America from 2027-2028. 

  Longer-term global production growth is driven by South Asia, India, ASEAN markets, and South America, with some growth in Eastern and Central Europe despite headwinds from the Russia-Ukraine situation. North America is projected to see production growth in the intermediate to longer term, reaching 16.5 million units, exceeding 2019 levels due to localisation and resilient demand.

• Rise of Chinese OEMs and global shifts: Chinese automakers are a significant story, with BYD, Geely, Cherry, Shangan, SAIC, and Great Wall expected to leapfrog major global OEMs like Renault, Nissan, and General Motors by 2027-2028.

  This growth is driven by expansion in markets outside of China. In China, the production share of foreign automakers has significantly declined: 53% in 2019 to 28% this year. Projected to be 22% by the end of the forecast horizon, with potential for further decline. 

  Domestic Chinese brands are producing compelling BEV, PHEV, and ICE products that sell well both within and outside China. Chinese brands are expanding manufacturing capacity outside China, with heavy growth in South Asia, Europe, and South America. Entry into North America is considered "when, not if," despite BYD and Cherry pulling back Mexico plant plans in late 2023. European production has been disrupted, shifting from a net export market to one with increased localisation by European OEMs in the US and China. A booming China import business is bringing low-cost BEVs to Western Europe and ICE/PHEV alternatives to Eastern/Central Europe.

Discussion points on core tensions

• US outlook and EV forecast: US light vehicle sales are projected at 16m units this year (flat with last year) and 15.7m units next year.

• Key challenges for the US market include: Affordability, as average transaction price remains high at around $48,000, with average monthly payments of $740. Lag in interest rate cuts translating to lower car loan rates. Inventory levels are stable at around 2.5m units, considered the market's sweet spot (2.4-2.8m). Vehicle redesigns are experiencing significant disruption, with massive delays and re-scoping of BEV programs. Program extensions for ICE vehicles, as automakers plan to remain in the ICE business longer than anticipated.

  This creates a "hollowing out" of new vehicle launches in 2025, 2026, and 2027.

Quotes of the session

“The reality is somebody is paying the tariffs now. It isn't all the exporters... What's happening is the automakers are still incurring those tariffs. They're not passing them along directly to the consumer base and at least as of yet, and it doesn't seem like they're going to either." – Mike Wall, S&P Global Mobility

Editor’s takeaway

The automotive industry is navigating a complex landscape, with global vehicle sales showing modest growth, driven primarily by China and the US. EV adoption is proving more challenging than initially anticipated, with projections for 2030 EV penetration dramatically scaled back from 40% to just 17%. Key challenges include persistent affordability issues - with average new vehicle transaction prices around $48,000 and monthly payments near $740 - and significant infrastructure limitations, particularly in charging networks. While some markets like China are leading in EV adoption, with a projected 51% adoption by 2030, driven by domestic manufacturers, other regions are struggling to meet ambitious emissions targets. The North American market shows resilience, with production expected to gradually recover, potentially reaching 16.5 million units and approaching 2019 levels, supported by anticipated localisation efforts. Notably, automakers are absorbing tariff impacts through strategic pricing, global market adjustments, and leveraging freed-up regulatory credits, rather than passing direct costs to consumers. The industry stands at a critical juncture, balancing technological transition, economic constraints, and evolving market dynamics.

­

24 September

Parcel and LTL: navigating rising costs and new competition

Mike Erickson (AFMS) unpacks how automotive shippers can fight back against spiralling parcel and LTL charges – and what Amazon’s entry means for FedEx and UPS.

Key takeaways

• Parcel and LTL costs are climbing fast, with FedEx and UPS pushing through base rate increases of around 6% and accessorial surcharges rising by 7–20%.

• Hidden fees now make up 60% of many shippers’ bills, with new charges like “audit fees” and “dimensional penalties” squeezing margins.

• Amazon has officially entered the parcel delivery market, offering discounts and free accessorials to win business directly from UPS and FedEx.

• Automotive shippers face surcharges up to $1,300 for oversized parts like bumpers or mufflers, a jump of more than 2,000% in less than a decade.

• Benchmarking contracts is critical: Erickson cited Honda saving $16m annually by renegotiating dim weight and address correction charges.

• LTL contracts are equally ripe for optimisation, with many carriers making 20–30% margins where 5–7% would be more reasonable.

Discussion points:

• Amazon shakes up a duopoly: For the first time, automotive shippers are seeing direct Amazon proposals to take UPS and FedEx parcel business. Erickson called this a “game changer” that will force incumbents to rethink pricing.

• Accessorials eat profits: Fees for delivery area surcharges (DAS), residential drops and fuel now exceed base rates. Erickson urged OEMs and suppliers to fight hardest on these negotiable items.

• Oversized parts penalty: FedEx and UPS don’t want non-conveyable freight. Shipments of mufflers or bumpers have gone from $55 to $1,300 per unit since 2015 – a deliberate deterrent.

• Contract opacity: Erickson highlighted how FedEx and UPS sales reps are now incentivised on profit margin, not volume, putting their interests at odds with shippers’. Benchmarking is the only way to cut through the noise.

• LTL blind spots: With more than 100 regional carriers in play, many automotive firms are paying wildly inconsistent rates. A disciplined review of origin–destination flows and margins can uncover double-digit savings.

Quotes of the session:

“Amazon is offering discounts and free accessorials. For the first time, they are directly going after UPS and FedEx accounts.” – Mike Erickson, AFMS

“Oversized fees have jumped 2,000% in less than a decade. A muffler that cost $55 to ship in 2015 now costs $1,300.” – Mike Erickson, AFMS

Editor’s takeaway:

Parcel and LTL contracts are riddled with hidden costs that automotive shippers ignore at their peril. The standout message was that benchmarking is power. Whether it’s negotiating a better dim factor, waiving address correction fees, or clawing back oversized surcharges, the difference runs into millions – pure margin for OEMs and suppliers.

Perhaps the biggest headline, though, is Amazon’s entry. A duopoly long resistant to disruption is now facing a well-capitalised rival willing to undercut on accessorials. For automotive logistics leaders, this isn’t just a chance to shave costs – it’s leverage in a negotiation landscape that has tilted too far against shippers.

­

 24 September

Smart moves: accelerating automation across the supply chain

Henkel, GM, Ryder and Slip Robotics share the drivers, challenges and future of warehouse and logistics automation

Key takeaways:

• ROI is being reshaped by labour costs, space savings, and the shift from CapEx to OpEx models such as robots-as-a-service.

• Ryder has scaled automation spend from $10m to nearly $200m a year, diversifying across AMRs, robotic picking, autonomous forklifts and ASRS

• Slip Robotics sees workflow redesign as key: automation must be faster, not just one-for-one labour replacement

• Packaging remains a bottleneck: without early design alignment, container specs can derail automation.

• Software integration and orchestration are emerging as the hardest barriers – stitching together multiple OEM systems, WMS and robotics providers.

Discussion points on core tensions:

ROI vs hidden costs:  Automation cases are easier to justify as labour costs rise. Yet panellists warned of hidden integration costs and the risks of misjudging technology fit. The rise of robots-as-a-service is shifting how companies model payback, often accelerating approvals.

Integration vs orchestration: Panellists stressed that deploying four or more automation systems in one warehouse is already common. The challenge isn’t hardware—it’s connecting the data. Companies are struggling with whether orchestration should sit with WMS, integrators, 3PLs, or robotics providers.

Quotes of the session:

“ROI is now a little bit easier to generate because labour costs have doubled in five years.” – Todd Morley, Henkel

“Automation isn’t about one-to-one labour replacement. It’s about rethinking workflows and moving parts 50% faster.” – Chris Smith, Slip Robotics

Editor’s takeaway

The panel captured a sector at a tipping point: hardware is no longer the limiting factor, integration is. ROI has shifted from being a narrow cost equation to a multi-dimensional calculation that includes labour, safety, space, and sustainability. But the message was clear: automation without orchestration is chaos. The winners will be those who design packaging and processes up front, standardise across networks, and use robotics not to copy labour but to redesign the flow of goods.

­

24 September

Right part, right time, right cost: Optimising aftersales logistics

James Parker Jr. (Stellantis), Sean McGirr (Mercedes-Benz USA), Dan Schwartz (Rivian) and Frank Sobotka (DSV Air & Sea) explored how OEMs and providers are rethinking aftersales logistics to balance cost, agility and customer experience.

Key takeaways:

• Agility is the new benchmark. Stellantis is shifting from fixed-cost, once-daily dedicated delivery to dynamic carrier solutions to support aftermarket growth.

• Customer experience trumps cost-cutting. Mercedes-Benz treats logistics expenses as investments in customer loyalty, not just bottom-line hits.

• Predictive insights are game-changing. Rivian leverages ownership of service centres to pre-position parts and shorten repair times, creating an “Amazon-like” feel for EV customers.

• Collaboration beats transactions. DSV called for OEMs to engage providers earlier, share analytics, and move beyond one-year bidding cycles to long-term partnerships.

• Automation is a balancing act. Stellantis and DSV highlighted the need to blend digital tools, AI and physical automation without losing resilience to power or system disruptions.

• Forecasting is precision work. Panelists stressed learning from sectors like perishables, where demand planning is daily, not quarterly, to reduce costly inventory swings.

Discussion points on core tensions:

• Aftermarket as a growth driver. Stellantis emphasised that the independent aftermarket is a $200bn North American opportunity. Failing to adapt networks for this shift risks long-term losses.

• Flexibility vs. cost pressure. Logistics providers warned that constant disruptions—from trade shifts to weather events—make rigid contracts unworkable. Long-term partnerships are seen as the only way to deliver reliability without spiralling costs.

• Innovation vs. legacy habits. Drone delivery pilots, drop-box networks and predictive analytics are already proving their worth, but panellists noted industry reluctance to abandon legacy practices holding back adoption.

• Customer-first mindset. Mercedes-Benz pushed back against the notion of aftersales as an “afterthought,” arguing poor service experiences can destroy the customer journey, regardless of product quality.

Quotes of the session:

“We don’t want to be fully automated, but we do want the balance between technology and manual processes.” – James Parker Jr., Stellantis

“Cost isn’t just an expense. It’s an investment in the customer experience.” – Sean McGirr, Mercedes-Benz USA

Editor’s takeaway:

From Stellantis’ consolidation hubs to Rivian’s predictive stocking, OEMs are treating service parts as strategic levers for customer loyalty. The debate also underlined a structural shift: transactional procurement is losing relevance as volatility becomes the norm. Providers like DSV see themselves as co-designers of future networks, not just carriers. The challenge ahead is whether OEMs will truly let go of legacy cost-chasing habits to embrace flexible, tech-enabled and partnership-driven aftersales ecosystems.

­

24 September

Scaling up electric excellence: Building Rivian’s service parts network

Dan Schwartz, senior director, Global Distribution Operations at Rivian, delves into the complex world of service parts and after-sales logistics, highlighting how these areas have become a critical revenue stream and key differentiator for brands facing increasing financial pressures. Schwartz emphasises Rivian's unique approach, including being a full EV manufacturer with a direct-to-consumer model that involves shipping to 90 service centres, over 500 certified collision partners, and more than 100,000 customers. The discussion focuses on the company's need for agility, as its rapidly changing business requires dynamic networks and partnerships that can help solve evolving challenges.

Key takeaways:

• Rivian's direct-to-consumer model: Rivian ships directly to the vast majority of customers from its PDCs, unlike traditional OEMs using dealership networks. Service centres (90 locations) support some services, similar to dealerships. It has over 500 certified collision partners serve as delivery points, and over 100,000 external customers receive direct shipments. This model leads to extensive proliferation for a relatively small-scale OEM.

• Inventory ownership: Rivian owns the entire service experience, including service centres, allowing for full inventory ownership throughout the service process. This provides valuable insights into service centre behaviours and customer demand, enabling more agile planning and execution.

• Service parts distribution network: Existing distribution centers are in Southern California, Louisville (Kentucky), New Jersey, and Sacramento (Northern California). A new site in Fort Worth will launch next year. The OEM has a strategic rationale for network expansion, as proximity to customers is crucial for service agility and responsiveness to changing demand patterns. The network structure is justified by avoiding costs associated with customer and service center downtime (e.g., rental cars, tied-up lifts).

• Discussion points:

• Partnerships with logistics providers: Schwartz stressed the need to focus on total business cost rather than just the lowest logistics cost and seek partners who collaborate to create new and unique solutions, especially given Rivian's direct-to-consumer and direct-to-collision centre model.

• Leveraging small tech and native AI: Significant value can be derived from small investments and utilizing native AI capabilities within existing tools like Microsoft and Google Suites. This approach helps build intelligent processes without extensive investment.

• Dynamic carrier segmentation: Critical for handling a diverse customer base and unique EV product characteristics.

  Different commodities (e.g., high-voltage batteries) require dynamic shipping solutions to avoid issues with standard dedicated delivery structures.

Quotes of the session:

“The agility piece is absolutely huge for Rivian. We're growing rapidly. Our business is changing, sometimes daily, oftentimes weekly, and undoubtedly monthly. That requires completely different networks, in some instances just completely different partnerships. " – Dan Schwartz, Rivian

Editor’s takeaway:

Rivian's Dan Schwartz reveals the intricate challenges of building a distribution network for an all-electric vehicle manufacturer. Unlike traditional automotive companies, Rivian is pioneering a direct-to-consumer model that demands unprecedented agility and creative problem-solving. As a pure EV manufacturer, Rivian faces unique logistics challenges, particularly with bulky components like doors and batteries, which are more complex to ship than traditional drivetrain parts. The stakes are particularly high for their commercial vehicles, especially those partnered with Amazon, where vehicle uptime is absolutely critical. 

Schwartz's strategy centres on developing a geographically distributed network of distribution centres, leveraging partnerships that prioritise total business value over mere cost-cutting, and maintaining the flexibility to adapt to rapid business changes. By recruiting talent from diverse backgrounds like Amazon and retail, Rivian is challenging traditional automotive logistics norms, proving that innovative solutions don't necessarily mean higher costs. The approach underscores a broader industry shift towards more responsive, customer-centric service models in the evolving electric vehicle ecosystem.

­­

 24 September

Ensuring supply chain integrity

Tanya Hayes Bolden (AIAG), Fred Gersdorff (GM), and Rachel Kook (Stellantis) explore how OEMs are uniting on forced labour due diligence and the wider risks reshaping compliance.

Key takeaways:

• Forced labour is a supply chain showstopper: Under UFLPA rules, imports are presumed guilty until proven innocent, with just 30 days to provide evidence – or face destroyed or returned goods.
• OEMs are collaborating, not competing: Six carmakers – GM, Stellantis, Ford, Honda, Nissan, Toyota – are aligned under AIAG’s Forced Labour Intelligence Program, giving suppliers a common framework.
• Due diligence goes deep: The industry’s new Due Diligence Reporting Template (DDRT) demands visibility to raw materials, not just tier ones, and flags risks like prison labour or indirect contractors.
• Technology is non-negotiable: Tools from providers like Altana, Resolink and NQC, already used by US Customs, are now available via an AIAG marketplace at discounted rates for suppliers.
• Reputational risk rivals legal risk: Speakers warned of stock hits and headlines for OEMs caught out on human rights violations, reinforcing why this is a C-suite issue.
• This is just the beginning: Mid-2026 will see a mass rollout of DDRT reporting across supply bases, with wider ESG regulations – from deforestation to battery minerals – already on the horizon.

Discussion points on core tensions:

• Compliance clock vs. supply chain reality: With just 30 days to prove goods are free of forced labour, panellists highlighted the operational chaos and cost risks for suppliers without deep-tier visibility.
• Standardisation vs. supplier flexibility: OEMs stressed they won’t dictate which providers suppliers must use, but a shared template and marketplace approach aims to reduce duplication and cost.
• Ethics vs. dependency: Pulling out of low-cost countries isn’t simple – some regions rely heavily on practices flagged as forced or child labour. Speakers admitted that immediate compliance is unrealistic, but the reputational risk of inaction is greater.
• Technology vs. trust: While AI and mapping tools can flag red zones, OEMs cautioned that suppliers still need to validate practices, especially where contract labour or indirect sourcing obscures risks.

Quotes of the session:

"This is not just about regulators. NGOs and media are watching – and one headline can hit stock prices as hard as a legal penalty.” – Tanya Hayes Bolden, AIAG

Editor’s takeaway:

This session underlined that forced labour compliance is no longer niche, it’s existential. The AIAG initiative shows rare OEM alignment, but the test will be whether suppliers embrace shared tools and reporting fast enough to avoid being blindsided by detentions, reputational damage, or lost contracts. What was clear is that supply chain integrity is now a competitive edge, those who invest in visibility and proof will keep the wheels turning.

  ­

24 September

Cracking the code: Data-driven control towers and decision-making

This panel focuses on the critical themes of flexibility, resiliency, and data management in supply chain operations, with expert input from Skotti Fietsam, senior vice-president, supply chain and CIO at Accuride, Dorothy Ashford, vice-president, enterprise accounts, automotive at ITS Logistics, and Chris Cutshaw, vice-president of business development and market solutions at C.H. Robinson. 

A significant central theme is the emerging role of AI, particularly agentic AI, with speakers sharing their experiences in developing intelligent systems that can not only process information but also take action, such as C.H. Robinson's recent launch of an "always on logistics planner" embedded in their transportation management system.

Control towers promise end-to-end visibility, faster response and AI-driven intelligence, but panellists warn that without clean data and clear ROI, digital twins risk becoming digital illusions.

Key takeaways:

• The evolving role of control towers: Control towers compile information for quick, data-driven decisions. The average person uses 11 apps today, making it difficult to act on all data without consolidation. Control towers must provide actionable data to the right audience. They enable supply chain control and centralised strategy, with visibility crucial for seeing the "forest through the trees" and proactive management. They act as connective tissue for execution arms and disparate systems. Effective control towers automate transactions and connect data feeds to achieve business objectives.
• Leveraging AI and digitalisation: Proprietary systems and in-house programming are significant investments. ITS logistics has programming teams in Chennai, India, and Walnut Creek, California, to stay ahead of industry and customer needs. Control towers enhance ocean freight visibility. Accuride uses control towers for end-to-end visibility from supplier departure to customer arrival. This visibility helps provide accurate delivery dates, confirm product pickup for suppliers, and track container costs. AI is applied in freight audit and payment, with Accuride's freight audit system using AI to verify invoices against locked-in rates and set payment parameters, reducing manual checks. Unified technology platforms and process commonality are essential for scale. C.H. Robinson emphasises achieving 80% commonality in business operations to facilitate data integration and automation.
• Tariff management: Tariff management faces data challenges, and generative AI lacks sufficient data for tariff management. Accurate internal part number data (USMCA content, steel/aluminum percentage, ship-to locations) is crucial. Manual tariff management takes three to four months and changes monthly, highlighting a need for AI to pull and integrate governmental tariff data.

Core tensions and discussion points:

Strategic considerations for implementation: Flexibility and risk mitigation are key benefits. AI tools and predictive analytics help avoid disruption and delays. Predicting detention and demurrage exposure allows for upstream and downstream decision-making (e.g., speeding flow, parking in a yard, diverting off rail).

The "ons stop shop" control tower: This is a desired but not fully realised concept. While a single provider for end-to-end visibility from supplier to customer is sought after, current solutions like C.H. Robinson's Navisphere and Blue Yonder's Luminate have improved but are not fully integrated across all systems. The decision to make or buy depends on company size, talent, desired solution, and integration capabilities.

Quotes of the session:

"A control tower is really a way to compile a lot of information all together at once in one place to have the ability to make quick decisions with the data... either you're going to have a control tower with enough information that you can act upon it, or you're going to have a control tower that uses agentic AI that acts for you." – Skotti Fietsam, Accuride

"This is the real deal and you need to either invest in it, build it yourself, test and learn, or work with partners that are doing it, because you're going to be able to achieve a total landed cost that's much less and the investment that's much less." – Chris Cutshaw, C.H. Robinson

Editor’s note:

This was one of the most concrete discussions of the event: less about abstract digital futures, more about what companies are building now and where they keep getting stuck. The message was blunt: you can’t skip the plumbing. Control towers, AI and digital twins will fail without harmonised, trusted data and clear ROI. Yet the first real deployments of agentic AI in logistics are happening. The code may not be cracked yet, but the lock is starting to turn.

­

24 September

Packaging strategies under pressure

Magna’s Bridget Grewal highlights how packaging efficiency is moving centre stage in automotive supply chains, with data, standardisation and collaboration driving results.

Key takeaways:

• Packaging is no longer “just a box” – it is a strategic lever for reducing logistics costs and damage rates while supporting sustainability.

• Standardisation across suppliers and regions helps eliminate waste and complexity, but OEM-specific demands often hinder alignment.

• Data-driven packaging decisions are becoming critical, with visibility tools identifying inefficiencies across networks.

• Collaboration with logistics providers and packaging specialists accelerates problem-solving and continuous improvement.

• Sustainability targets, including reducing single-use plastics and optimising returnable packaging, are rising up the agenda.

• The packaging workforce is evolving, with skills in analytics, systems thinking and design in demand.

Discussion points on core tensions:

• Standardisation vs. customisation: Grewal underlined that harmonising packaging formats reduces waste, but the industry still struggles with OEM-driven exceptions. The push-and-pull between efficiency and bespoke requirements remains unresolved.

• Digitalisation and visibility: While technology is helping to track damage and bottlenecks, speakers acknowledged that data is often fragmented. The opportunity lies in pooling insights across the ecosystem.

• Cost vs. sustainability: Moving to more returnable and recyclable materials improves environmental outcomes, but upfront investment remains a sticking point for many suppliers. The session highlighted that business cases must link packaging to total landed cost savings.

Quotes of the session:

Packaging has always been undervalued – but it is the one thing that touches every part, every shipment and every mile in the supply chain.” – Bridget Grewal, Magna International 

We cannot treat packaging as an afterthought. It is data-driven, it is strategic, and it is central to meeting cost and sustainability goals.” – Bridget Grewal, Magna International

Editor’s takeaway:

Packaging emerged here not as a back-office detail but as a frontline battleground for cost, quality and sustainability. Grewal made clear that the industry cannot afford to treat it as a secondary concern. Standardisation and data are the tools, but collaboration and executive-level recognition are what will turn packaging from a pain point into a competitive advantage.

­­

24 September

From risk to resilience in vehicle delivery

Quality is no longer a back-office concern. It is now a frontline challenge and opportunity for OEMs, logistics providers and repair specialists. At Automotive Logistics & Supply Chain Global, Ford, DRS Group and FreightVerify laid out how the industry must evolve.

Key takeaways

• Quality is visibility, not mystery. With connected data and diagnostics, vehicles themselves now “tell the story” of their handling, damage risks and repair needs.

• Damage prevention beats damage repair. Upfront investment in standards, securement and testing lowers long-term costs compared to reactive fixes.

• No one-size-fits-all standard. OEMs, logistics partners and repair providers face differing tolerances, yet universal practices like inventory accuracy and multi-vendor readiness are essential.

• EVs ship better than expected. Despite their mass, their low centres of gravity often reduce in-transit movement compared to ICE vehicles.

• Data without action is wasted. Collecting repair or diagnostic data only matters if it drives change, not if it languishes in spreadsheets.

• Complacency is the real enemy. The industry’s biggest risk is falling back on “what worked 20 years ago” instead of adapting to today’s challenges.

Discussion points on core tensions

• Standards vs. reality. While panellists stressed the need for modernised and unified standards, the reality is that customer-specific requirements and outdated equipment slow progress. The call was clear: collaboration is needed to update rules that were written for another era.

• Prevention vs. firefighting. FreightVerify emphasised predictive tools that flag issues before they escalate. DRS Group reminded the audience that even unplanned events like hailstorms can be mitigated through strong processes, communication and parts planning.

• Cost vs. quality. The audience heard that chasing the lowest upfront cost often leads to higher long-term spend. True savings come from faster, cleaner processes that get vehicles to dealers on time.

• Data vs. complacency. Both FreightVerify and DRS highlighted that the problem is not lack of data, but lack of action. Without incentives to use insights, organisations risk repeating the same mistakes.

Quotes of the session

“First of all, we have to start using today’s solutions for today, not yesterday’s. That’s the only way to solve today’s problems.” – Yanni Arvis, DRS Group

“The vehicle is actually telling us what’s happening. It’s another voice in the chain, giving us clues before damage becomes a crisis.” – Aaron Diuguid, FreightVerify

Editor’s takeaway

The speakers framed quality as a cultural issue: too often organisations remain comfortable with yesterday’s fixes, reluctant to modernise securement, data use or collaboration. EVs may make logistics more stable, but rising complexity and cost pressures demand an industry shift from firefighting to foresight. The challenge is simple: act on the data, modernise the standards, and resist complacency—or risk drowning in repeat problems that everyone already knows how to solve.

­

24 September

Building resilient networks across borders: BMW, CNW and Tri-National share strategies   

Key takeaways:

• Flexibility beats rigidity: BMW’s Dr Ulrich Wieland stressed that resilient networks need adaptable processes, not static playbooks.

• Speed as a service: CNW’s Ron Glowinsky underlined that time-critical logistics must be built into the network, not bolted on.

• Collaboration counts: Mary Helen Montalvo of Tri-National called for stronger OEM–3PL partnerships to balance risk and capacity.

• Visibility gaps remain: Speakers admitted that despite digital advances, cross-border bottlenecks still lack real-time transparency.

• Local vs global tension: The panel explored the push and pull between regionalisation and maintaining global sourcing strategies.

Discussion points on core tensions:

• Resilience vs cost pressure: Panellists warned that while boards demand resilience, procurement still prioritises the cheapest lane. This disconnect risks hollowing out long-term supply security.

• Technology vs human insight: Digital platforms help track and predict cross-border flows, but speakers cautioned that customs brokers and local experts remain indispensable in resolving real-world disruptions.

• Regionalisation vs globalisation: Debate circled around whether the shift to nearshoring will truly reduce dependency on vulnerable global networks, or simply create new regional chokepoints.

Quotes of the session:

"Resilience is not about building walls. It is about designing flows that can bend without breaking.” – Dr Ulrich Wieland, BMW 

• • Editor’s takeaway:
  •  This session revealed a frank tension in cross-border logistics: the desire for agility colliding with entrenched cost-cutting habits. BMW, CNW and Tri-National painted a picture of networks under constant strain, where resilience depends less on protectionism and more on collaboration, visibility and speed. The lesson is clear: agility must be designed in, not bolted on after the fact.

24 September

Cars by number: Vehicle visibility from order to delivery

John Rich (Mazda North America) and Anthony Butler (Cognosos) set out how AI, data architectures and real-time tracking can transform finished vehicle logistics.

Key takeaways:

• Data is the new engine: “In God we trust, all others must bring data,” said Mazda’s John Rich. Reliable, structured data underpins every AI and analytics advance in logistics.

• From Excel to agentic mesh: Spreadsheets remain pervasive, but the next leap is “agentic mesh” – AI agents working in teams to speed decisions from days to minutes.

• Foundations before flash: Mazda stressed that scalable AI depends on modern data architectures, from cloud-hybrid models to delta sharing protocols, enabling secure interoperability without duplication.

• Cost of mistakes is huge: Cognosos highlighted that a single mis-shipped vehicle can cost $15,000–$20,000, wiping out margins on dozens of cars. Outlier detection and alerts are vital.

• APIs unlock scalability: Butler warned against vendor lock-in, urging OEMs to demand robust APIs to integrate new tracking tech into billion-dollar operations seamlessly.

• Human in the loop remains critical: Both panellists agreed AI should augment, not replace, operational decision-making, keeping managers in control of outcomes.

Discussion points on core tensions

• AI ambition vs. industry reality: Panellists acknowledged that concepts like agentic mesh and joint embedding predictive architecture could redefine forecasting, but few deployments exist today. The gap between hype and implementation remains wide.

• Sharing vs. security: Modern protocols make secure data sharing possible, yet legacy systems, vendor lock-in and cyber risks still slow collaboration. The tension lies between embracing interoperability and protecting proprietary systems.

• Innovation vs. integration: Startups like Cognosos bring cutting-edge solutions, but Butler cautioned that scalability only comes by fitting into OEM operations – not forcing them to adapt to the tech.

Quotes of the session:

"Most people today, when they think of AI, think of ChatGPT. But the real future is agentic mesh – a team of AI agents making decisions in minutes, not days.” – John Rich, Mazda North America

"If one car gets miss-shipped, it can cost $20,000. That wipes out the profit from 20–40 vehicles in a day. That’s why anomaly detection matters.” – Anthony Butler, Cognosos

Editor’s takeaway:

This session challenged the idea that finished vehicle logistics lags behind. Rich and Butler showed that AI, real-time tracking and smarter data sharing are already reshaping vehicle flows. The lesson was blunt: without solid data foundations, AI is just smoke and mirrors; without APIs and interoperability, new tools stall at the gate. For an industry still haunted by the cost of outliers and inefficiencies, the opportunity is clear – build trust in the data, keep humans in the loop, and let technology do the heavy lifting.

­

24 September

OEMs push packaging efficiency to cut costs and emissions

In this session, Iván Dávila from the Nissan Group of the Americas delivered a keynote that shed light on packaging, demonstrating how it can be efficiently considered a value-add in the production development stage. With a career at Nissan shaping manufacturing and supply chain operations, Dávila brought a unique perspective combining engineering, strategy, and supply chain management. 

Key takeaways: 

Basic concepts for packaging development: Parts require protection from exposure, transportation, handling, storage vibration, impact, moisture and dust. There is a need to maximise utilisation of drivers and warehouses and reduce handling in warehouses.

Compliance with just-in-time (JIT): Complexity arises from daily part consumption and the need for timely return of empty racks to suppliers. Concepts for RFID and new organisation are being explored.

Impact of part dimensions on transportation efficiency: Larger parts lead to lower SMP, fewer parts per trailer, and more trailers required. More complex parts generally lead to fewer parts per rack due to structural enclosure. 

New opportunities for packaging development: Continue developing packaging engineering, focus on specific talent promoting daily contributions. Early involvement with design and R&D and connect transportation efficiency with part design. Run trials with humanoid robots, which will require standardisation, and multi-verse training systems. 3D printing can provide a solution for thread-to-prototype wire, and simulations for best packaging efficiency are created based on CAD information, beneficial for the design phase. 

Discussion points: 

Balancing design and logistics efficiency: Speakers highlighted the tension between vehicle design ambitions and packaging realities. For example, Nissan noted how larger, more complex parts like headlamps can dramatically reduce packing density, increasing transport costs and carbon emissions. This raised the question of how early packaging input can shape design choices without compromising aesthetics or functionality.

Sustainability versus cost in packaging innovation: The panel debated whether lighter, recycled and reusable materials, or advanced concepts like RFID-enabled tracking and 3D printing, can deliver both environmental and financial benefits. While sustainability goals are driving change, the challenge remains ensuring that greener solutions don’t add prohibitive cost or complexity to already strained logistics operations.

Quotes of the session: 

"The end customer never paid for the packing tool. They are paying for a bidding pool. So we need to refocus on the right quantity, right specification and just the performance of the packaging itself," - Iván Dávila, Nissan Group of the Americas

Editor's takeaway: 

In this critical exploration of packaging efficiency, Iván Dávila from Nissan reveals the often-overlooked strategic importance of packaging design in automotive manufacturing. Beyond mere protection, packaging emerges as a key lever for transportation optimisation, with potential to dramatically reduce logistics costs and environmental impact. 

Dávila's presentation underscores a holistic approach that bridges design, engineering and supply chain considerations, challenging manufacturers to think beyond aesthetic beauty to operational efficiency. By demonstrating how smarter packaging can reduce trailer requirements by up to 54% and improve parts density, he highlights a compelling business case for cross-functional collaboration. The insights point to a future where packaging engineering is a critical strategic capability, integrating emerging technologies like humanoid robots, 3D printing and sustainability principles to drive continuous improvement in automotive logistics.

­

24 September

Navigating tariffs, disruption and supply chain transformation

The conference theme this year is "Preparing for a paradigm shift, increasing logistics and supply chain influence", and a key objective is to integrate the voice of supply chain and logistics earlier into decision-making processes, product planning, and design phases, Christopher Ludwig, chief content officer of Automotive Logistics explains. This integration aims to build systems with better flexibility, agility, and resiliency, and to maintain competitiveness. 

Key takeaways: 

Geographical shifts in North American production: US production levels have changed, with a different value composition. Mexico has seen the biggest jump in production. Canada has experienced the biggest decline in production.US market changes: The US market volume has not grown in 25 years, remaining around 16m units annually. The composition has shifted dramatically from sedans and passenger cars to light trucks and SUVs.Market share has become more diverse and fragmented: The "Big Three" (GM, Ford, Chrysler/Stellantis) represented 65-70% in 2000, now around 38%. The top three today (GM, Toyota, Ford) account for 40-45%. New brands like Tesla, Lucid, and Rivian have emerged, while others have discontinued.Supply chain integration and globalisation: Significant shift towards supply chain integration within North America, with products and vehicles moving multiple times across borders. Similar integration trends are observed in Europe and other regions. Global links have grown due to the rise of Asian and South Korean brands. Technology changes in vehicles (software-defined, electronics, chips, EVs) further globalise the supply chain.Increased volatility and disruption: Reliance on frozen production forecasts for long periods is no longer feasible. The industry manages between different powertrains, trim levels, and options, with greater lead times.

Discussion points: 

Industry transformation and complexity: For those new to the industry, the supply chain is characterised by continuous transformation and uncertainty, with no return to a previous "stable" state.Supply chain challenges: Key challenges include customers expecting fast service at a click of a button, demand for visibility and transparency, changing tools and technologies, shifts in geographical supply chain footprint, and ongoing disruptions, including tariffs.

Quotes of the session: 

"There is no going back to whatever that halcyon time might have looked like before," - Christopher Ludwig, chief content officer, Automotive Logistics

"For those who have only recently entered the industry, they only really know a supply chain that is undergoing transformation, and only really know a situation of uncertainty, of the need for sort of continuous change," - Christopher Ludwig, chief content officer, Automotive Logistics

Editor's takeaway: 

Christopher Ludwig's keynote was a masterful diagnosis of an industry at a critical inflection point. The core message is clear: automotive logistics is no longer a back-office function, but a strategic imperative for survival and growth.

The era of predictable supply chains is over. Those new to the industry only know a landscape of continuous transformation and uncertainty, with no possibility of returning to a previous "stable" state. The critical goal is to move logistics and supply chain voices upstream in decision-making, specifically into product planning and design phases. This approach enables building more flexible, agile systems that can enhance resiliency and maintain competitiveness. The industry has weathered multiple disruptions, from pandemic to chip shortages to geopolitical tensions. The key is developing supply chain redundancy that allows operations to continue despite inevitable lead time disruptions.

­   

23 September

What to expect over the coming days

We're in Saint John's Resort in Michigan and we're gearing up for the 25th edition of ALSC Global, where supply chain and logistics leaders from OEMs, suppliers and tech partners will explore how resilience, digitalisation, packaging strategy, trade policy and innovation are shaping the future of automotive logistics.

One of the central threads running through ALSC Global this year is resilience in the face of volatility, as highlighted in the theme of this year's event: “The new supply chain paradigm: Creating stability in an era of uncertainty”. Marcio Lucon, executive director of global logistics and containers at GM, will set the tone with insights on the role that logistics is playing in the carmaker's strategic decision making and investments, including upstream logistics and packaging design, dynamic network engineering, vehicle logistics and service parts logistics requirements.

Packaging and design integration will also take centre stage, particularly in sessions focused on lean logistics, efficiency and sustainability. A keynote from Iván Dávila, director of inbound logistics, Supply Chain Management at Nissan will outline how packaging choices made early in product development can ripple downstream to affect cost, transport efficiency, and emissions. With further contributions from Brad Jorgenson, general manager of advanced planning for parts and packaging at Toyota, Alexander Burnett, director of inbound logistics and containers at GM, and Dr Ulrich Wieland, BMW’s vice-president of production control, logistics and material control, these sessions will show how packaging is becoming a lever for supply chain optimisation rather than an afterthought.

Another big area of focus is digital strategies and visibility — the push to move from reactive logistics to predictive, data-driven operations. The session “Cars by number: Vehicle visibility from order to delivery” will examine how OEMs are pulling together transport, customs, and yard data to improve lead times and flexibility. Expect strong contributions from leaders like Amy Paulsen, GM’s director of finished vehicle logistics, and John Rich, manager of data analytics and AI programmes at Mazda, on how visibility tools can improve outbound performance. In parallel, sessions on scenario planning such as “Simulating supply chains: Combating unpredictability with collaboration and digital twins” will highlight how modelling and data can help anticipate disruptions and guide resilient planning.

And of course, trade, cross-border policy, tariffs and customs are also high on the agenda. As North America navigates changing agreements, regulatory shifts and localisation pressures, OEMs and logistics providers will discuss how to adapt strategy and compliance in real time. Sessions blending trade policy with digitalisation promise to reveal how companies are optimising cross-border flows, leveraging tariff exemptions, and redesigning networks to reduce exposure to fragile supply lines.

Finally, expect a strong emphasis on automation, human talent, and sustainability. Sessions will explore material flow, warehouse robotics, and parts handling alongside workforce development and leadership. Packaging and sustainability features prominently too, from Nissan’s keynote to Magna’s sessions on sustainable packaging. The message is clear: green logistics and smart design are being built into every layer of supply chain strategy.

If there is one theme that will emerge across all three days, it is that logistics is no longer a support function. As the likes of GM, Nissan, BMW, Toyota and others take to the stage, the coming days at ALSC Global will demonstrate how logistics is increasingly central to strategy, reshaping networks, tools and partnerships to meet a new era of challenges.

There's still time to register to attend ALSC Global, running from 23-25 September in Saint John's Resort, Michigan. View the agenda here, and register now here.