The story of 2025 livestream: Data-driven planning anchors Aston Martin amid turbulence
Aston Martin’s supply chain team pivoted from reactive habits to a disciplined, data-driven approach, using cross-functional planning, digital tools and hands-on leadership to pre-empt crises in a volatile year.
Speaking during Automotive Logistics’ December
wrap-up livestream, 'The
Story of 2025: Key events, impacts and lessons of disruption,' Martin
Corner, head of supply chain and logistics at Aston Martin, appeared live
following his Red
Sofa appearance in March. Corner outlined how the luxury, low-volume
automaker took decisive steps in 2025 to strengthen supply chain resilience by
overhauling planning and decision-making. Improving coordination became a top
priority, aimed at averting crises before they occurred. To support this shift,
Corner introduced a formal sales and operations planning (S&OP) process – a
major cultural change after years of reactive, boutique-style decision-making –
with the goal, he said, “to create a decision-making process that’s one version
of the truth end-to-end across the company.”
The company now operates with an 18-month rolling forecast
across the business – what Corner calls “a very joined-up forward plan” and “a
massive step forward.” That visibility has allowed Aston Martin to react more
quickly when shocks hit.
Low in volume but high in complexity, the Valhalla (pictured) launch exposed the planning and coordination demands facing Aston Martin’s supply chain in 2025, Corner said during the livestream.Source: Aston Martin
Corner admits the company still relies on some “rudimentary
tools.” To bolster its digital capabilities, Aston Martin has expanded its
long-term partnership with DHL through a lead logistics provider model that
enables real-time inbound transport planning and consolidation. With hundreds
of collection points and limited full-truckload volume, the carmaker depends on
grouped flows to cut costs and improve execution. Real-time network visibility
and logistics design tools are now “a must,” Corner said. He is also pushing
for an integrated business planning platform to connect demand, production and
distribution, arguing that avoiding even a handful of excess stock vehicles
would quickly offset its cost.
Leading the transformation has required a hands-on approach.
Without big-company resources, Corner often has to roll up his sleeves and
solve problems alongside his team, who in turn juggle multiple roles as
priorities shift. To keep morale high, he promotes a no-blame culture:
“Everybody makes mistakes, but ultimately we’re all pulling in the same
direction. We succeed together, we fail together.” This mix of proactive
planning, digital innovation and supportive leadership has helped Aston Martin
navigate a tumultuous year with greater confidence.
