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ESG-Driven Supply Chains: Moving Beyond Compliance Toward Proactive Sustainability

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Esg Driven Supply Chains: Moving Beyond Compliance Toward Proactive Sustainability

Supply chain sustainability is increasingly important for companies facing expectations from investors, regulators, customers, and employees. While past efforts focused on meeting compliance requirements, organizations are now working to proactively embed environmental, social, and governance (ESG) principles into their sourcing, production, and distribution activities.

Integrating ESG across supply chains presents clear operational and strategic challenges that require focused attention.

The Challenge: Addressing Key Obstacles to ESG Integration

Organizations seeking to improve ESG performance across supply chains often encounter common challenges.

A lack of standardized ESG metrics across industries and regions makes it challenging to consistently evaluate and compare supplier performance. Without common definitions, ESG assessments can be inconsistent or incomplete. Visibility typically decreases beyond immediate (Tier 1) suppliers. Deeper tiers of the supply chain, where critical environmental and social risks often exist, are harder to monitor and manage.

Data collection and verification remain areas of concern. Many ESG claims are self-reported without third-party validation, raising questions about accuracy and reliability.

Cost pressures can complicate ESG efforts. Suppliers that meet higher sustainability standards may charge more, putting tension between cost optimization and sustainability goals. Some suppliers, particularly smaller businesses, may lack the resources or willingness to meet new ESG requirements. Building supplier capabilities while maintaining sourcing flexibility requires additional investment.

Regulatory expectations are expanding. Laws such as the German Supply Chain Due Diligence Act and the European Union’s Corporate Sustainability Due Diligence Directive require more detailed tracking of supply chain ESG risks, creating additional compliance burdens.

Greenwashing — overstating or misrepresenting ESG achievements — is a growing reputational risk. Without verification, companies can inadvertently rely on inaccurate supplier claims.

Companies also face internal coordination issues. Procurement and sustainability functions often operate independently, leading to inconsistencies when ESG criteria are applied during sourcing and supplier management. Legacy procurement systems pose challenges, as they were not designed to capture and manage ESG-related data. Upgrading or adapting these systems adds technical and financial complexity.

Finally, quantifying the return on ESG investments remains difficult. While long-term benefits are recognized, connecting ESG initiatives to measurable financial outcomes is often complex and not immediate.

Addressing the Challenge: Practical Approaches

Organizations making progress on ESG-driven supply chains are employing several practical strategies.

Aligning with global reporting frameworks, such as the Global Reporting Initiative (GRI) and the Sustainability Accounting Standards Board (SASB), improves comparability and consistency of ESG assessments across supply networks. Extending due diligence processes to deeper tiers of suppliers through risk mapping, self-assessments, and targeted audits improves visibility into areas that were previously difficult to monitor.

Third-party audits, certifications, and blockchain-based supply chain tracking are being used to strengthen data verification efforts and reduce reliance on self-reported information. Supplier resistance is being managed through training programs, incentives, and collaborative development efforts rather than only applying penalties or contract terminations.

Cost-related concerns are being addressed by building business cases that link ESG initiatives to long-term value creation, including brand protection, regulatory compliance, and operational risk reduction.

To meet regulatory obligations, companies are dedicating resources to monitoring legislative developments and participating in industry coalitions that advocate for practical regulatory approaches. To minimize reputational risks associated with greenwashing, companies are standardizing supplier onboarding processes, requiring independent certifications, and implementing regular supplier performance audits.

Organizations are also integrating procurement and sustainability teams by embedding ESG criteria into standard sourcing workflows and contract templates, improving alignment. Upgrading procurement systems to include ESG data management capabilities is helping companies better track supplier performance across environmental, social, and governance dimensions.

Finally, companies are focusing on linking ESG outcomes — such as emissions reductions, labor practice improvements, or waste minimization — to measurable operational and business metrics.

Real-Life Use Cases

Several leading companies are actively embedding ESG principles into their supply chain operations through structured programs and ongoing accountability measures.

1. Unilever’s Planet & Society Program

Unilever manages sustainability across its supply chain through detailed sourcing policies combined with corporate-wide environmental and social initiatives. The company’s approach spans responsible sourcing, climate action, human rights, and sustainable agriculture. ESG principles are applied consistently across global operations and suppliers, forming a core part of Unilever’s long-term strategy.

2. HP’s Sustainable Impact Program

HP integrates environmental, social, and governance (ESG) criteria directly into its supplier management processes. These ESG standards are reflected in supplier selection, contractual obligations, and ongoing performance monitoring. HP tracks supplier progress through structured audits and publishes annual Sustainable Impact reports, covering labor practices, carbon emissions, circular economy initiatives, and diversity goals within the supply chain.

3. PepsiCo’s Sustainable Sourcing Program

PepsiCo’s Supplier Code of Conduct establishes clear environmental, social, and governance standards that all suppliers are expected to meet. This includes requirements related to labor practices, environmental stewardship, and business ethics. PepsiCo continuously assesses suppliers against these standards through audits, self-assessments, and ongoing transparency efforts, as part of a broader sustainability strategy aligned with global ESG goals.

Strategic Guidance

ESG supply chain integration requires systematic efforts rather than isolated initiatives.
Visibility beyond Tier 1 suppliers is essential to identify and address material risks.
Supplier development programs and incentive structures can support broader adoption of sustainable practices.
Investments in digital supply chain platforms and data verification tools are increasingly important for managing complexity.
Linking ESG progress to measurable operational improvements, regulatory compliance, and risk mitigation strengthens internal business cases and supports long-term organizational goals.

Integrating ESG principles into supply chains presents technical, operational, and financial challenges. Addressing issues such as inconsistent metrics, limited supplier visibility, data verification gaps, regulatory compliance, and technology limitations requires coordinated action across procurement, sustainability, and executive leadership teams.

Organizations that do adopt standardized frameworks, extend transparency into deeper supply chain tiers, upgrade verification methods, align procurement with sustainability, and invest in digital systems are much better positioned to meet regulatory requirements, manage risks, and contribute to long-term enterprise value.

The post ESG-Driven Supply Chains: Moving Beyond Compliance Toward Proactive Sustainability appeared first on Logistics Viewpoints.

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What a Return to the Red Sea Could Mean for the Container Market

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What a Return to the Red Sea Could Mean for the Container Market

November 26, 2025

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As the fragile but still-in-place Israel-Hamas ceasefire nears the two-month mark, and with the Houthis declaring an end to attacks on passing vessels, there is more and more anticipation that the long-awaited return of container traffic to the Red Sea may be coming soon.

Though Maersk maintains it has not set a date, the Suez Canal Authority stated that Maersk will resume transits in early December. ZIM’s CEO recently stated that a return in the near future is increasingly likely, and CMA CGM is reportedly preparing for a full return in December.

Operational Impact

The shift of most of the 30% of global container volumes that normally transit the Suez Canal away from the Red Sea and around the Cape of Good Hope almost exactly two years ago added seven to ten days and thousands of nautical miles to Asia – Europe journeys and to some Asia – N. America sailings as well.

The return of container traffic to the shorter Suez route will result in the sudden early arrival of these ships, which will mean significant vessel bunching and congestion at already persistently congested European hubs. This congestion will cause delays and absorb capacity which could push container rates up on the affected lanes, and possibly beyond.

The shift back through the Suez Canal may initially keep some of the typically lower volume ports in Europe that have become transhipment centers during the Red Sea crisis, like Barcelona, busy while carriers may omit port calls at some of the congested major hubs. But after the unwind, these ports, as well as African ports that have been used as refuelling stops during the last two years, will see port calls decline.

Carriers have plans for a gradual phase in of the transition back to the Red Sea, with smaller vessels starting to transit first. This approach would still cause vessel bunching, but would be aimed at minimizing the impact of the reset as much as possible.

But some carriers are skeptical that an orderly phase-in will happen, as they expect pressure from customers who will want a return to the shorter route as quickly as possible. Analysis from Sea Intelligence suggests that the more gradual the transition, the less disruptive it will be, while the faster the return the more disruptive it will be during the up to two months it will take for schedules to return to normal.

Ocean expert Lars Jensen also notes that a return during the lead up to Lunar New Year would coincide with an increase in demand, and would put more pressure on ports and rates than if the transition takes place post-LNY when demand is typically weak. With carriers signalling the shift will begin in December and pre-LNY demand probably picking up in mid-January next year, it seems likely the two will coincide.

Implications for Capacity – and Rates

Red Sea diversions were estimated to have absorbed about 9% of global container capacity by keeping ships at sea for longer and – with longer journeys meaning vessels would arrive back at origins days behind schedule – via carriers adding extra vessels to services in order to maintain planned weekly departures.

This drain on capacity caused Asia – Europe rates to more than triple and transpacific rates to more than double in the two months from the time the diversions began to just before Lunar New Year of 2024. And though rates moved up and down along with seasonal changes in demand, the capacity drain pushed East-West rates up to 2024 highs of $8,000 – $10,000/FEU and set a highly elevated floor of $3,000 – $5,000/FEU during low demand periods that year.

But even with Red Sea diversions continuing to absorb capacity in 2025, continued fleet growth through newly built vessels entering the market has meant that the container trade has already become significantly oversupplied.

As such, rates on these lanes – even before the capacity absorbed by diversions has re-entered the market – have consistently been significantly lower than in 2024 even during months when volumes have been stronger, with prices on some lanes reaching 2023 levels for a span in early October. Recent carrier struggles maintaining transpacific GRIs point to this challenge already.

Even with Red Sea diversions continuing and even during months in 2025 with stronger year on year volumes, capacity growth has meant rates in 2025 have been lower than in 2024.

Yes, the initial congestion and delays caused by the transition back to the Suez Canal will at first put upward pressure on rates for Asia-Europe containers and probably to a lesser degree on the transatlantic lanes as well. If the congestion ties up enough capacity or impacts operations at Far East origins, the rate impact could spread to the transpacific as well. As noted above, if the return coincides with the lead-up to LNY, it will have a stronger impact on rates as there will be pressure from the demand side as well.

But once the congestion unwinds and container flows and schedules stabilize the shift will ultimately release more than two million TEU of container capacity back into the market. This surge will put even more downward pressure on rates and increase the challenge of effectively managing capacity for carriers seeking to keep vessels full and rates profitable in 2026.

Judah Levine

Head of Research, Freightos Group

Judah is an experienced market research manager, using data-driven analytics to deliver market-based insights. Judah produces the Freightos Group’s FBX Weekly Freight Update and other research on what’s happening in the industry from shipper behaviors to the latest in logistics technology and digitization.

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The post What a Return to the Red Sea Could Mean for the Container Market appeared first on Freightos.

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Transpac ocean rates fizzle; Red Sea return coming soon? – November 25, 2025 Update

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Transpac ocean rates fizzle; Red Sea return coming soon? – November 25, 2025 Update

Discover Freightos Enterprise

November 25, 2025

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Weekly highlights

Ocean rates – Freightos Baltic Index

Asia-US West Coast prices (FBX01 Weekly) decreased 32% to $1,903/FEU.

Asia-US East Coast prices (FBX03 Weekly) decreased 8% to $3,443/FEU.

Asia-N. Europe prices (FBX11 Weekly) decreased 1% to $2,457/FEU.

Asia-Mediterranean prices (FBX13 Weekly) increased 6% to $2,998/FEU.

Air rates – Freightos Air index

China – N. America weekly prices decreased 2% to $6.50/kg.

China – N. Europe weekly prices decreased 1% to $3.97/kg.

N. Europe – N. America weekly prices increased 1% to $2.33/kg.

Analysis

Despite higher tariffs since early this year, US retail sales have proved resilient and are expected to grow through the holiday season. The solidifying tariff landscape is nonetheless facing destabilizing forces like recent China-Japan tensions, and the US Supreme Court’s pending decision on the legality of Trump’s IEEPA-based tariffs.

But the White House is signalling it is already taking steps to ensure that a SCOTUS loss will not open a low tariff window. So, if consumer spending remains strong, and the status quo of the trade war holds up, the US could enter a restocking cycle in 2026 as frontloaded inventories wind down. This restocking could mean stronger freight demand than some have anticipated for next year.

On the freight supply side though, there is more and more discussion of container traffic’s coming return to the Red Sea as the fragile Israel-Hamas ceasefire remains in effect. And while most carriers are not offering a timeline, ZIM’s CEO recently stated that a return in the near future is increasingly likely.

The shift of most of the 30% of global container volumes that normally transit the Suez Canal away from the Red Sea and around the Cape of Good Hope almost exactly two years ago added seven to ten days and thousands of miles to Asia – Europe journeys and to some Asia – N. America sailings as well.

The return of container traffic to the shorter Suez route will result in the sudden early arrival of these ships, which will mean significant vessel bunching and congestion at already persistently congested European hubs. This congestion will cause delays and absorb capacity which could push container rates up on the affected lanes, and possibly beyond.

Carriers have plans for a gradual phase in of the transition back to the Red Sea, with smaller vessels starting to transit first. This approach would still cause vessel bunching, but would be aimed at minimizing the impact of the reset as much as possible.

But some carriers are skeptical that an orderly phase-in will happen, as they expect pressure from customers who will want a return to the shorter route as quickly as possible. Analysis from Sea Intelligence suggests that the more gradual the transition, the less disruptive it will be, while the faster it is the more disruptive it will be, and the more pressure it will put on freight rates during the up to two months it will take for schedules to return to normal.

Ocean expert Lars Jensen also notes that a return during the lead up to Lunar New Year would coincide with an increase in demand, and would put more pressure on ports and rates than if the transition takes place post-LNY when demand is typically weak.

The capacity absorbed through Red Sea diversions pushed East-West rates up to highs of $8,000 – $10,000/FEU in 2024 and set a highly elevated floor of $3,000 – $5,000/FEU during low demand periods that year. But even with Red Sea diversions still in place this year, rates on these lanes have consistently been significantly lower than last year, with prices on some lanes reaching 2023 levels for a span in early October.

The transition back to the Suez Canal – be it more or less chaotic – will ultimately release more than two million TEU of container capacity back into the market. This surge will put even more downward pressure on rates and increase the challenge of effectively managing capacity for carriers seeking to keep vessels full and rates profitable.

The current overcapacity on the East-West lanes is the main reason that carriers’ November transpacific GRIs which had pushed West Coast rates up by $1,000/FEU this month to about $3,000/FEU have now fizzled.

Asia – N. America West Coast prices fell 32% last week to $1,900/FEU with daily rates this week down another $100 so far, but prices remain above the $1,400/FEU low for the year hit in early October. Last week’s vessel fire at the Port of LA does not seem to have had an impact on prices as operations have quickly recovered. Rates to the East Coast fell 8% to $3,400/FEU last week but are at $3,000/FEU so far this week, about even with levels in early October before these set of GRI introductions.

Meanwhile, October and November’s GRIs on Asia-Europe lanes have stuck, with rates to Europe and the Mediterranean both 40% higher than in early October at $2,500/FEU and $3,000/FEU respectively. These rate gains may be surviving on aggressive blanked sailings on these lanes.

Carriers are planning additional GRIs for December aiming for the $3k-$4k/FEU level as they continue to reduce capacity – with an announced labor strike in Belgium likely to help absorb some supply – but there are signs that these increases may not take.

In air cargo, peak season demand is driving rates up and should keep doing so for the next couple weeks. Freightos Air Index data show ex-China rates remaining strong at about $6.50/kg to N. America and $4.00/kg to Europe last week. Demand out of S. East Asia has grown significantly during this year’s trade war, with rates also elevated on these lanes at $5.40/kg to the US and $3.50/kg to Europe.

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Judah Levine

Head of Research, Freightos Group

Judah is an experienced market research manager, using data-driven analytics to deliver market-based insights. Judah produces the Freightos Group’s FBX Weekly Freight Update and other research on what’s happening in the industry from shipper behaviors to the latest in logistics technology and digitization.

Put the Data in Data-Backed Decision Making

Freightos Terminal helps tens of thousands of freight pros stay informed across all their ports and lanes

The post Transpac ocean rates fizzle; Red Sea return coming soon? – November 25, 2025 Update appeared first on Freightos.

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How AI Is Driving the Future of Industrial Operations and the Supply Chain

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How Ai Is Driving The Future Of Industrial Operations And The Supply Chain

ARC Industry Leadership Forum • Orlando, Florida
February 9–12, 2026 • Renaissance Orlando at SeaWorld

Artificial intelligence is reshaping how industrial organizations run their operations and supply chains. The shift is real. The early experiments are gone. Today, companies are redesigning their planning, logistics, reliability, sourcing, and production workflows around systems that can think, react, and coordinate.

At ARC Advisory Group, we’re seeing this change accelerate every quarter. AI is moving from a standalone project to the connective tissue between operational systems. It’s improving how energy is consumed, how materials flow, how assets behave, and how teams respond to uncertainty.

This February, leaders from across the world will gather in Orlando to break down where AI is creating value and what comes next.

Event Details
Renaissance Orlando at SeaWorld
6677 Sea Harbor Drive, Orlando, FL 32821
February 9–12, 2026
Event link: https://www.arcweb.com/events/arc-industry-leadership-forum-orlando

More than 200 colleagues are already registered, including Conrad Hanf and a broad mix of executives, operations leaders, and technologists.

Why AI Matters Right Now

AI gives industrial organizations three capabilities they’ve never had before.

Real-time awareness.
Factories, yards, pipelines, fleets, and distribution nodes are producing enormous amounts of data. AI helps cut through that noise. It identifies what matters, when it matters, and why. The result is faster decisions and fewer surprises.

Coordination across functions.
Production affects logistics. Maintenance affects throughput. Sourcing affects lead time. AI lets these domains share context and act together instead of waiting for a meeting or a spreadsheet adjustment. Decisions that once took a day now happen instantly.

Pattern recognition at scale.
AI sees the earliest signals of asset degradation, demand shifts, port delays, or supply risk. It doesn’t wait for a problem to become a crisis. It alerts teams early and recommends actions with enough lead time to matter.

What Leaders Are Focusing On

Across our research and briefings, the same themes keep rising to the surface.

AI-driven maintenance and reliability.
Predictive models are becoming the default. They diagnose root causes, calculate the impact of failure, and help schedule work when it makes operational sense.

Modern planning and scheduling.
Forecasts now incorporate external signals, real-time plant conditions, and multi-site interactions. Planners are starting to work with continuously updated recommendations instead of static plans.

Autonomous supply chain operations.
AI agents are beginning to negotiate with carriers, re-route shipments, rebalance inventory, and adjust sourcing strategies. This isn’t sci-fi. It’s quietly happening in live networks.

Graph intelligence.
Industrial networks are connected by thousands of relationships. Knowledge-graph models help organizations understand those connections and trace how one event cascades across an entire operation.

Data discipline.
AI’s performance depends on clean, harmonized data across ERP, MES, historians, WMS, TMS, and supplier systems. Many companies are now tackling this foundational work head-on.

Human and AI collaboration.
The most successful organizations aren’t automating people out. They’re giving operators, planners, and engineers AI tools that amplify experience and judgment.

Why Attend the ARC Industry Leadership Forum

The Forum is where these shifts come together. Attendees will see:

• Real-world case studies from global manufacturers, logistics leaders, and utilities
• Demonstrations of AI-enabled control towers and reliability platforms
• Deep-dive sessions on agent-based systems, context management, RAG assistants, and graph reasoning
• Roundtable conversations with peers facing the same operational pressures
• Practical discussions on governance, cybersecurity, workforce roles, and measurable ROI

This event is built for leaders who want clarity, validation, and a realistic roadmap for scaling AI across the industrial value chain.

A Turning Point for Industrial Operations

AI is changing the fundamentals of how materials move, how assets perform, how demand is met, and how decisions get made. The organizations that learn to use this intelligence well will operate with more resilience, more predictability, and less friction.

The ARC Industry Leadership Forum is the best place to understand what this looks like in practice and how to prepare your organization for it.

Join Us in Orlando

If your role touches operations, supply chain, engineering, logistics, maintenance, or industrial strategy, this gathering will be well worth your time.

Reserve your seat:
https://www.arcweb.com/events/arc-industry-leadership-forum-orlando

We hope to see you there.

The post How AI Is Driving the Future of Industrial Operations and the Supply Chain appeared first on Logistics Viewpoints.

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