An F&L The European Freight and Logistics Leaders’ Forum series of short personal comments on the global freight logistics market
LogiSym Asia: F&L supply chain outlook 2026.
An interconnected world, global supply chains and the human touch
At one point in 2025 we could lie back press a button and let the global supply chain oil the wheels of global trade. No hitches, no delays, just optimised reactions to every twist and turn in geopolitics, environmental disasters, or Trump pronouncement on Truth Social. It didn’t matter because technology, and AI in particular, would provide the answer and that was great except we were all out of a job! Whilst at F&L we have seen many job changes amongst our Membership, these are driven more by personal circumstances or changes in strategic direction rather than obsolescence!
Well, it hasn’t happened and won’t happen for a long time. Sure, the technology is coming, and it will be useful but for 2026 you will still need great people and great partners. These two critical assets are again coming to the fore and will still make or break supply chain actors in 2026 and beyond. Technological developments just change the starting position. For example, ask yourself this question: If major supply chain and freight volumes are dominated by major players (so called E2E carriers) where does my business fit in? Historically a good contact book and credibility was sufficient, but the AI agent doesn’t have such bias and knows everyone. Each business has to add value; each business must, in effect, have a “licence to operate”. What’s more that licence has to be constantly renewed.
We are now seeing the challenge to logistics teams with operational knowledge and contacts supplemented by technological solutions; maybe to be replaced by AI and its successors, but not yet. The problem is that in the transition phase senior executives are investing with limited return on investment and, against a backdrop of sluggish global customer demand, competitive pressures in Europe and inflation, there is pressure to cut costs. Cutting out that critical operational knowledge and access to collaborative partners invites delays, cost overruns and supply chain dislocation.
My impression is that Europe lags Asia and North America for upskilling and is caught between demand constraints and national inconsistencies across its borders. Draghi’s competitiveness report and has been vocally supported by all but acting on its recommendations is slow. At F&L we have conducted a series of online discussions with our global partners, including LogiSYM contacts, entitled “Trading Blocs – strategies for freight logistics professionals to manage the volatile global trading environment”. There is some increased stockholding, dual sourcing, and so on but consistently operational experts from around the world still rely on their capability and skills to navigate a turbulent environment. Crucially they rely on their partners to work with them come rain or shine.
Those skills will critically include the ability to assess and access non price KPIs, service level variables and in particular, trustworthiness. Collaboration isn’t just a choice in global freight logistics but a necessity. Even the E2E behemoths will need reliable partners to complete the journey.
So, at what point do we stop assessing global trading alliances by geography, culture and time zones and start viewing our roles through the lens of comparative skills, collaborative capabilities, trustworthiness and added value to our chosen global supply chains? Then we might have a licence to operate with AI and beyond.
What’s your beef? Get in touch with Audrey Macnab or myself with your comment to spark interest, debate and benefit for all.
Philip Evans, Secretary General F&L, 21 Dec 2025
