Last month, members of Argon & Co’s UK’s logistics and sustainability teams attended the inaugural UK SCALE industry forum at Loughborough University. The UK SCALE Centre is part of the MIT Global SCALE Network, which aims to transform supply chains through collaboration, research and innovation.
Designed to unite the worlds of academia and industry, the two-day event explored how to build future-ready supply chains amid rapidly increasing change. Representatives from the Automotive, Technology and Logistics industries among others joined faculty leaders from Loughborough and MIT for executive education taster sessions and expert-led roundtable discussions.
As well as contributing insights in the various sessions, Argon & Co was delighted to facilitate the round table discussions. Perhaps unsurprisingly, despite the diversity of organisations represented at the event, it was clear that supply chain leaders are grappling with similar challenges around common themes. Here are some of the key areas we identified:
Reimagining global supply chains
Growing volatility in global supply chains, driven by geopolitical instability, climate risk, and rapidly changing consumer expectations, is forcing firms to rethink their stance on supply chain from a cost-focused back-office function into a key strategic lever.
Leaders who make that mental shift can turn disruption into a competitive advantage.
- Cross functional leadership, not siloes: Set cross-functional KPIs that mirror the global supply chain strategy, so individual teams optimise for the enterprise, not just their own metrics
- Speak the board’s language: Supply chain leaders must frame data and narratives around growth, risk, margin and brand reputation to secure C-suite attention and resources
- Regionalise to build resilience: In the wake of repeated disruptions, supply chains are shifting from fully global networks to regional manufacturing hubs, while distribution and customisation activity move even closer to the customer
- Collaborate with suppliers: Build trust, map interdependencies, manage risk, and invest jointly in innovation to strengthen long-term resilience and unlock new value
Building sustainable supply chains
Escalating climate risk, risking social scrutiny, and increasing net-zero regulations mean sustainability can no longer be an afterthought to the supply chain. Instead, organisations must embed it throughout the entire value chain, linking product design, sourcing, carbon measurement and behaviour change into one integrated operating model.
- Make sustainability core: Shift sustainability from a compliance checklist to a core strand of corporate strategy, owned and championed by senior leadership
- Look beyond Tier 1: Transparent relationships with suppliers beyond the first tier are required to truly understand the current state of supply chain sustainability and the key levers for improvement
- Link compliance to commercial gain: Clear regulation paired with strong market incentives can speed up the progress of sustainability. Discussions found that in Europe, regulation is generally the primary catalyst, whereas in the US it is market forces that drive the most change
- Collaborate for scale: Small, incremental tweaks by companies in isolation will not cut global emissions fast enough. Cross-industry collaboration will be key to pool R&D, make technological breakthroughs faster, set shared standards, and amplify impact
Applying AI and automation in supply chains
Artificial Intelligence (AI), machine learning (ML), and process automation promise sharper forecasts, faster decisions, and leaner operations, but only when they are anchored in real business problems, backed by robust data governance, and guided by human expertise.
- From PoC to ROI: Although 43% of participants said their company “embraces AI with open arms” (versus 14% in “wait and see” mode), most struggle to turn proofs of concept into scaled deployments that deliver hard, measurable value, showing that effective implementation is what unlocks the real payoff
- Watch out for “AI-washing”: A surprising share of tools sold as “AI” are little more than rule-based automation, basic analytics, or traditional modelling techniques dressed up in new branding. This hype inflates expectations, misguides investments, and damages trust when results fall short
- Context is critical: Data only becomes insight when interpreted through strategic, operational, and market-specific lenses. Avoid over-reliance on AI by embedding expert human judgement and cross-functional collaboration into decision-making loops
- Responsible use requires: A clear business case and defined use case, data policies and governance frameworks, honest assessments of data gaps and limitations, and continuous feedback loops between humans and machines
- Transparency is key: As AI becomes embedded in high-stakes supply chain choices, transparent models and auditable decision trails are vital, especially under increasing regulatory scrutiny.
Invest in people, not just in platforms: AI cannot operate in isolation. Success requires upskilling all those involved in the supply chain, and redesigning workflows around augmented decision making, this unlocks far more value than technology alone
The event was a welcome reminder of the value of sharing experience between and across industry and functional siloes to foster creative problem-solving approaches and spark new ideas.
For more information about UK SCALE, its events, and how to get involved please join the UK SCALE Network.
Alternatively, please contact Judith Richardson, Head of Sustainability at Argon & Co UK.
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