Why Military and Emergency Services Must Strengthen Their Supply Chain Readiness

February 10, 2025

Why Military and Emergency Services Must Strengthen Their Supply Chain Readiness

In today’s world of geopolitical uncertainty, climate-related disasters, and evolving security threats, the readiness of military and emergency services is more critical than ever. These organisations must be able to respond swiftly to crises, whether a national security event, humanitarian emergency, or large-scale disaster. However, the strength of their response capabilities hinges on one crucial factor—supply chain resilience.

A well-structured supply chain ensures that personnel have access to essential equipment, medical supplies, fuel, and logistics infrastructure when and where they need them. In contrast, disruptions in the supply chain—whether due to supplier failures, logistics breakdowns, cyber threats, or lack of contingency planning—can have serious consequences.

This article explores why military and emergency services must prioritise supply chain readiness, the key vulnerabilities they face, and the strategies they must adopt to enhance resilience in their logistics and procurement operations.

1. The Critical Role of Supply Chains in Military and Emergency Response

Military and emergency response organisations depend on highly complex supply chains to maintain operational readiness. The ability to rapidly mobilise personnel, equipment, medical supplies, and logistics infrastructure is fundamental to their effectiveness.

A robust supply chain ensures:

  • Rapid deployment of resources in emergencies and military operations
  • Sustained logistics support for prolonged missions or disaster response efforts
  • Adaptability to changing circumstances in uncertain environments
  • Interoperability across agencies, enabling seamless coordination between defence forces, emergency responders, and partner organisations

On the other hand, supply chain weaknesses can lead to:

  • Delays in response times, affecting mission success and lives on the ground
  • Shortages of essential resources, from food and fuel to medical supplies
  • Inefficiencies and cost overruns, which strain budgets and limit effectiveness
  • Security vulnerabilities, where supply chain dependencies can be exploited

Ensuring supply chain readiness must be a strategic priority to mitigate these risks.

2. Key Vulnerabilities in Military and Emergency Services Supply Chains

Despite their importance, military and emergency service supply chains are vulnerable to disruption due to various factors, including global dependencies, logistics complexity, cybersecurity risks, and inefficient inventory management.

2.1 Supplier Dependency and Geopolitical Risks

Over-reliance on a small number of suppliers or sourcing from regions with geopolitical instability can expose military and emergency services to supply chain disruptions. Changes in trade policies, export restrictions, and economic conditions can suddenly impact supply availability and cost.

To mitigate these risks, organisations must diversify their supplier base and establish regional production and stockpiling strategies to ensure a stable flow of essential goods.

2.2 Logistics and Distribution Challenges

Military and emergency services often operate in remote, unstable, or disaster-stricken regions, where traditional logistics infrastructure may be inadequate or compromised. Transport bottlenecks, warehouse constraints, and inefficient distribution networks can create significant challenges in getting supplies to the right locations on time.

To overcome these logistics challenges, strategic pre-positioning of inventory, investment in alternative transportation modes, and enhanced route planning capabilities are essential.

2.3 Cybersecurity Threats to Supply Chain Systems

Modern supply chains rely heavily on digital platforms, including enterprise resource planning (ERP) systems, supplier databases, and logistics tracking tools. These systems are increasingly targeted by cyberattacks, ransomware threats, and data breaches, which can disrupt operations and compromise sensitive supply chain data.

Strengthening supply chain cybersecurity through secure digital infrastructure, encrypted data transmission, and real-time threat monitoring is critical to ensuring supply chain continuity and security.

2.4 Inventory Management and Stockpiling Risks

Effective inventory management ensures that emergency responders and military personnel always have access to mission-critical supplies. However, balancing adequate stock levels while avoiding excess inventory and waste is a major challenge.

A lack of real-time inventory visibility, inaccurate demand forecasting, and inefficient warehousing practices can result in shortages or stockpiling inefficiencies. Implementing AI-powered forecasting tools and real-time inventory tracking can help optimise stock levels while reducing waste.

3. Strategies to Strengthen Military and Emergency Services Supply Chain Readiness

3.1 Investing in Supply Chain Digital Transformation

The use of advanced technologies can significantly improve supply chain visibility, efficiency, and resilience. AI-driven forecasting, blockchain for supply chain security, IoT-enabled logistics tracking, and automation tools can enhance supply chain management capabilities and improve decision-making.

Organisations should focus on integrating digital supply chain platforms to improve transparency, reduce human error, and enhance operational agility.

3.2 Strengthening Supplier and Manufacturing Resilience

Reducing supply chain vulnerabilities requires a diversified supplier base and the development of domestic production capabilities for mission-critical supplies. Long-term supplier partnerships, onshore manufacturing initiatives, and alternative sourcing strategies can mitigate risks associated with supply chain disruptions.

A proactive approach to supplier risk assessment and contract management can further enhance supply stability and cost predictability.

3.3 Enhancing Interagency Coordination and Joint Logistics Planning

Supply chain readiness is not solely an internal challenge—it requires close coordination between defence forces, emergency responders, government agencies, and private sector partners.

Developing joint logistics planning frameworks, standardised interoperability guidelines, and shared distribution networks can improve resource allocation and response efficiency. Establishing real-time data-sharing platforms between agencies can also enhance supply chain coordination and decision-making.

3.4 Developing Resilience Against Disruptions

To prepare for future crises, organisations must invest in supply chain resilience strategies, including:

  • Redundant logistics networks to ensure multiple supply routes and backup distribution channels
  • Scenario planning and stress-testing of supply chain response strategies
  • Energy independence and alternative fuel sources to reduce reliance on external providers

By proactively identifying potential supply chain risks and implementing mitigation measures, organisations can ensure they remain operational even in the most challenging circumstances.

The ability of military and emergency services to respond effectively to crises is directly linked to the strength of their supply chains. Without a resilient and adaptable supply chain, response efforts can be delayed, resources can be depleted, and mission success can be compromised.

To enhance supply chain readiness, organisations must:

✅ Diversify their supplier base to reduce global dependencies
✅ Leverage digital transformation for real-time supply chain visibility
✅ Strengthen cybersecurity to protect critical supply chain infrastructure
✅ Improve inventory management through AI-driven forecasting
✅ Enhance interagency logistics coordination for rapid response

By prioritising supply chain resilience as a strategic capability, military and emergency services can enhance their preparedness, improve operational efficiency, and ensure they are always ready to respond to any crisis.

Is your organisation ready to withstand the next major disruption? Contact Us Today.

Related Insights

Sustainability, Risk and Governance
March 11, 2024

Sustainable Supply Chains: N-tier Analysis and Operational Excellence Unveiled

Dive into the essentials of N-tier supply chain analysis and how it equips organisations with the tools to navigate complex regulations and sustainability challenges.

Steering Through Change: The Evolution of Carbon Emission Regulations in Australia

As Australia braces for a transformative era in environmental regulation, organisations across the spectrum are being called to adapt and innovate in their approach to carbon emissions. The spotlight is increasingly on Scope 3 emissions, which account for the indirect carbon footprint associated with activities not directly owned or controlled by the organisation, including supply chain operations, employee commuting, and the lifecycle of sold products.

Interviewer: With the Australian government tightening carbon emission standards, what kind of adjustments should organisations anticipate?

Emma Woodberry: The next decade will be pivotal. We’re moving towards a regulatory environment where transparency, accountability, and innovation in carbon management aren’t just encouraged but required. The focus on Scope 3 emissions is a game-changer. It extends responsibility beyond direct operations to include the entire value chain. This broadens the scope of influence—and challenge—for organisations but also opens up new avenues for leadership in sustainability.

Interviewer: Scope 3 emissions seem to be a significant hurdle for many. How do you view the challenges and opportunities they present?

Emma Woodberry: Indeed, Scope 3 emissions can be daunting due to their extensive nature, covering emissions from activities like the production of purchased materials, waste disposal, and even business travel. The challenge lies in the lack of direct control over these emissions. Yet, there’s a silver lining. Addressing Scope 3 emissions encourages organisations to look beyond their boundaries, fostering collaboration and innovation within their supply chains. It’s an opportunity to redefine efficiency and sustainability in business practices, potentially leading to cost savings and enhanced brand reputation.

Interviewer: In this context, how can supply chain consulting services be a catalyst for positive change?

Emma Woodberry: Supply chain consultants are critical navigators in this journey. They bring a wealth of expertise in analysing and optimising supply chain operations from an environmental perspective. By helping organisations identify the most significant sources of Scope 3 emissions, consultants can devise targeted strategies for reduction. This might involve selecting more sustainable materials, redesigning products for efficiency, or implementing more rigorous supplier sustainability criteria. Their role is to facilitate actionable insights and strategies that align with both regulatory requirements and business objectives.

Interviewer: What practical steps should organisations take now to gear up for the regulatory changes ahead?

Emma Woodberry: Preparation should start with a comprehensive emissions audit, highlighting both direct and indirect emissions. For Scope 3, this means engaging deeply with suppliers to understand their environmental impact. Technology plays a vital role here; digital tools and platforms can enhance data collection and analysis, making it easier to track and manage emissions across the supply chain. Additionally, educating and involving stakeholders across the organisation in sustainability goals is crucial. Creating a culture of environmental responsibility can drive more meaningful and effective action.

Interviewer: How can N-tier supply chain analysis assist organisations in adapting to new regulations and improving sustainability?

Emma Woodberry: N-tier supply chain analysis offers organisations a comprehensive view of their supply chain, extending beyond immediate suppliers to include multiple tiers of suppliers and subcontractors. This depth of visibility is crucial for identifying and addressing environmental and regulatory risks, especially concerning carbon emissions. By understanding the intricacies of the entire supply chain, organisations can pinpoint areas of high carbon footprint or non-compliance with emerging regulations. This analysis enables businesses to work collaboratively with all tiers of suppliers to implement sustainable practices, reduce emissions, and ensure compliance. Furthermore, N-tier analysis can uncover opportunities for streamlining operations and enhancing efficiency, leading to reduced costs and improved sustainability across the supply chain.

Interviewer: How can driving supply chain operational excellence help reduce transport emissions and improve inventory waste through demand planning and forecasting?

Emma Woodberry: Driving supply chain operational excellence through network optimization and enhanced demand planning and forecasting directly contributes to reducing transport emissions and minimizing inventory waste. Network optimization involves redesigning the supply chain network to minimize distances travelled and improve load efficiency, which significantly reduces fuel consumption and carbon emissions from transport activities. By optimizing route planning and vehicle loading, organisations can achieve more environmentally friendly transport operations. Additionally, advanced demand planning and forecasting enable companies to better predict customer demand, leading to more accurate inventory levels. This precision reduces the risk of overproduction and excess inventory, which can contribute to waste. Improved forecasting models can also help in aligning production schedules and distribution strategies with actual market demand, ensuring that resources are used efficiently and sustainably, further contributing to the organization's environmental and economic goals.

Interviewer: As organisations look to the future, what strategies will be key to thriving under these new regulations?

Emma Woodberry: Flexibility and collaboration will be indispensable. Organisations must be willing to experiment with new approaches and technologies to reduce their carbon footprint. Building strong partnerships with suppliers, customers, and even competitors to share knowledge and resources can amplify impact. Moreover, engaging with policymakers and industry bodies can help shape a conducive regulatory framework. The ultimate goal is to view these regulations not as a burden but as an impetus for innovation that can drive competitive advantage and sustainability in equal measure.

Sustainability, Risk and Governance
September 21, 2024

How Supply Chain Benchmarking Drives Efficiency and Competitiveness for Organisations

Supply chain benchmarking helps organisations measure their performance against industry standards, identify areas for improvement, and optimise efficiency to stay competitive.

How Supply Chain Benchmarking Drives Efficiency and Competitiveness for Organisations

In today’s globalised economy, supply chains are becoming increasingly complex, with businesses striving to optimise efficiency, reduce costs, and deliver value to customers. Supply chain benchmarking is a critical tool that helps organisations understand how their supply chain processes compare to industry best practices. By benchmarking key performance indicators (KPIs) against peers and industry standards, companies can identify performance gaps, set realistic goals, and implement strategies to improve overall supply chain performance.

Supply chain benchmarking involves evaluating metrics such as lead times, inventory turnover, order accuracy, and transportation costs. The insights gained from benchmarking not only help businesses become more efficient and cost-effective but also ensure that they remain competitive in a rapidly changing marketplace.

In this article, we’ll explore the key elements of supply chain benchmarking, its benefits, and how organisations can leverage it to optimise their operations and drive success.

The Importance of Supply Chain Benchmarking

Supply chain benchmarking is essential for organisations that want to continuously improve their operations and stay competitive in their industries. It provides a clear understanding of how well a company’s supply chain performs relative to others in the same sector and uncovers opportunities for improvement.

Here are some of the key reasons why supply chain benchmarking is so important:

  1. Identifying Performance Gaps
    Benchmarking allows businesses to compare their supply chain processes with those of industry leaders. By identifying performance gaps, organisations can pinpoint areas that need improvement, such as inventory management, transport costs, or order fulfillment speed.
  2. Improving Operational Efficiency
    Through benchmarking, organisations can adopt best practices from top-performing supply chains, leading to improved efficiency. Whether it's optimising warehouse operations, reducing lead times, or streamlining transportation, benchmarking helps companies operate more effectively.
  3. Reducing Costs
    Benchmarking uncovers inefficiencies in the supply chain that may be driving up costs. For example, businesses may identify opportunities to reduce inventory holding costs, optimise transport routes, or renegotiate supplier contracts to lower expenses.
  4. Enhancing Customer Satisfaction
    An efficient and well-optimised supply chain leads to better service levels, faster deliveries, and more accurate order fulfillment. Benchmarking ensures that businesses are meeting or exceeding customer expectations by adopting industry best practices.
  5. Staying Competitive
    In a rapidly changing market, it’s essential to remain competitive by continuously improving supply chain performance. Benchmarking ensures that organisations stay aligned with industry standards and can adapt to new challenges, such as shifting customer demands or regulatory changes.
  6. Setting Realistic Goals
    Benchmarking provides data-driven insights that help businesses set realistic and achievable goals for supply chain improvement. Rather than relying on guesswork, companies can make informed decisions based on how they measure up to their competitors and industry benchmarks.

Key Components of Supply Chain Benchmarking

To conduct effective supply chain benchmarking, businesses need to measure performance across a range of key areas. Some of the most important components of benchmarking include:

  1. Lead Times
    Lead time refers to the time it takes for products to move through the supply chain, from procurement to delivery. Benchmarking lead times helps organisations identify inefficiencies and bottlenecks that slow down operations. Reducing lead times can improve agility and responsiveness to customer demands.
  2. Inventory Turnover
    Inventory turnover is a measure of how quickly inventory is sold and replaced. Benchmarking inventory turnover rates helps businesses assess how effectively they are managing stock levels. High turnover indicates efficient inventory management, while low turnover may point to overstocking or poor demand forecasting.
  3. Order Accuracy
    Order accuracy refers to the percentage of orders that are delivered correctly and on time. Benchmarking order accuracy helps businesses understand how well they are meeting customer expectations and identify areas for improvement in picking, packing, and shipping processes.
  4. Transport Costs and Efficiency
    Transportation costs often represent a significant portion of supply chain expenses. Benchmarking transport costs and efficiency allows businesses to compare their logistics operations to industry standards, highlighting opportunities for cost reduction and route optimisation.
  5. Supplier Performance
    Suppliers play a crucial role in supply chain success. Benchmarking supplier performance involves evaluating factors such as on-time deliveries, quality of goods, and cost-effectiveness. This data helps businesses identify the best-performing suppliers and negotiate better contracts with underperforming ones.
  6. Sustainability Metrics
    With sustainability becoming a top priority, benchmarking environmental metrics—such as carbon emissions, energy consumption, and waste management—helps businesses align their supply chain operations with sustainability goals. Reducing environmental impact can also lead to cost savings and improved brand reputation.

Challenges in Supply Chain Benchmarking

While supply chain benchmarking offers significant benefits, there are several challenges that organisations may face when trying to implement benchmarking initiatives:

  1. Data Availability and Quality
    Benchmarking requires access to accurate and comprehensive data. Many organisations struggle with data silos, where information is spread across different departments or systems, making it difficult to gather the necessary data for benchmarking.
  2. Comparability
    It can be challenging to find relevant benchmarking data that aligns with a specific company’s operations. Different industries, regions, and business models have varying supply chain structures, making it difficult to find direct comparisons.
  3. Resistance to Change
    Implementing changes based on benchmarking insights can sometimes be met with resistance from employees or departments. Organisational culture, legacy systems, or outdated processes may create obstacles to adopting new practices.
  4. Dynamic Market Conditions
    Supply chains operate in dynamic environments where customer preferences, regulations, and economic conditions can change rapidly. Benchmarking based on historical data may not always provide the most up-to-date insights needed to adapt to new challenges.
  5. Technology Integration
    Leveraging technology is essential for effective benchmarking. Many organisations face challenges when it comes to integrating advanced benchmarking tools, analytics platforms, or supply chain management systems with their existing infrastructure.

Best Practices for Successful Supply Chain Benchmarking

To maximise the benefits of supply chain benchmarking, organisations should adopt several best practices:

  1. Define Clear Objectives
    Before starting a benchmarking initiative, it’s important to define the objectives. What specific areas of the supply chain need improvement? Are the goals focused on reducing costs, improving efficiency, or enhancing customer service? Defining clear goals ensures that benchmarking efforts are focused and actionable.
  2. Collect and Analyse Accurate Data
    Successful benchmarking relies on accurate and comprehensive data. Businesses should invest in data collection tools and ensure that data is consistent across departments. Advanced analytics platforms can help process and analyse data to uncover insights that drive improvements.
  3. Select Relevant Benchmarks
    Selecting the right benchmarks is essential for meaningful comparisons. Organisations should look for industry-specific benchmarking data or collaborate with industry groups or benchmarking services to access relevant metrics.
  4. Collaborate Across Departments
    Supply chain benchmarking requires cross-functional collaboration. Procurement, logistics, finance, and operations teams must work together to provide data, identify improvement opportunities, and implement changes.
  5. Implement Continuous Improvement
    Benchmarking is not a one-time project but an ongoing process of continuous improvement. Regularly reviewing performance, updating benchmarks, and adjusting strategies based on new data ensures that the supply chain remains competitive and efficient.
  6. Leverage Technology for Benchmarking
    Advanced supply chain management systems and benchmarking tools can help automate the data collection process and provide real-time insights into performance. Implementing these technologies enables businesses to track KPIs and make data-driven decisions more efficiently.

The Role of Supply Chain Consultants in Benchmarking

Supply chain consultants bring valuable expertise and industry knowledge to help organisations implement effective benchmarking initiatives. Here’s how consultants can assist with supply chain benchmarking:

  • Data Collection and Analysis: Consultants help organisations gather accurate data from various departments and analyse it to identify performance gaps and areas for improvement.
  • Industry Comparisons: Supply chain consultants have access to industry-specific benchmarking data, allowing businesses to compare their performance with peers and industry leaders.
  • Best Practices Implementation: Consultants bring insights into best practices from top-performing supply chains and help organisations adopt these practices to improve efficiency and reduce costs.
  • Change Management: Implementing changes based on benchmarking data requires effective change management. Consultants assist with communication, training, and process improvements to ensure a smooth transition.
  • Technology Recommendations: Consultants help organisations select and implement the right tools and technologies to support benchmarking and supply chain optimisation.

How Trace Consultants Can Help with Supply Chain Benchmarking

At Trace Consultants, we specialise in helping organisations improve their supply chain performance through comprehensive benchmarking services. Our team of experts works with businesses to assess their current performance, identify areas for improvement, and implement industry best practices that drive efficiency and competitiveness.

We offer a range of supply chain benchmarking services, including:

  • Data Collection and Analysis: We help businesses gather and analyse data across all aspects of their supply chain, from procurement to transportation, inventory management, and supplier performance.
  • Industry Benchmarking: Our consultants provide access to industry-specific benchmarking data, allowing organisations to compare their performance against the best in their sector.
  • Process Improvement: Based on benchmarking insights, we develop customised improvement strategies to enhance operational efficiency, reduce costs, and improve service levels.
  • Continuous Improvement Support: We work with your team to establish ongoing benchmarking initiatives, ensuring that your supply chain remains competitive in a constantly evolving market.

With Trace Consultants, your organisation can unlock the full potential of supply chain benchmarking, driving long-term success through optimised performance and continuous improvement.

Sustainability, Risk and Governance
July 25, 2024

New Sustainability Reporting Requirements for Australian Businesses

As Part 1 of our Supply Chain Sustainability Reporting Series, Emma Woodberry describes the impact of the ISSB global sustainability reporting standards on Australian Businesses.

Supply Chain Sustainability Reporting Series by Emma Woodberry

Part 1 - Sustainability Reporting

New Sustainability Reporting requirements are being introduced for Australian businesses and organisations

In June 2023, the ISSB released the inaugural global sustainability standards, which were an exercise in global baselining and alignment – in other words, getting everyone singing from the same song sheet when it comes to sustainability reporting. In March this year, a Treasury Bill was introduced into parliament which outlines the reporting obligations for Australian organisations, with commencement dates from 1 January 2025 – which is expected to be passed sometime this year. Organisations are encouraged to start preparing for what this means for their reporting requirements.

The reporting requirements will cover governance, strategy and risk management processes and controls in place for identifying and mitigating material sustainability related risks, including performance against sustainability metrics. These reporting obligations will have significant impacts on supply chain operations, as it will drive greater transparency, accountability and sustainability across entire value chains both locally and globally. Supply Chain leaders and managers may be called upon to report on or start measuring metrics against specific sustainability or climate related targets. Additional reporting requirements will be linked with existing financial reporting obligations at year end, so organisations will need to provide sustainability inputs to financial statements.

Reporting will need to address opportunities and risks as they relate to sustainability, for example, how climate change related disruption could impact an organisation’s ability to meet customer needs.

Reporting requirements will cover two key areas: Emissions and Climate related risk
Understand your Emissions

Measuring Scope 1 and 2 carbon emissions can be simple – mapping out your supply chain and determining the carbon footprint of your owned and controlled operations. Scope 3 is where the complexity begins – upstream activities can include the carbon footprint of all purchased goods and services, employee travel and waste generation for example, and downstream activities includes how sold products are used and disposed of. Do you know what happens to your products once they are in the customer’s hands?

Supply chain mapping is useful to understand where your value chain starts and ends, from processing of raw materials through to disposal of goods produced in your supply chain. This introduces the first layer of visibility of the extent of your Scope 3 emissions. From here it is important to understand what your suppliers and customers are doing to measure, manage and reduce their emissions, and how you are measuring, managing and mitigating your own emissions.

Risk and Resilience in your Supply Chain

Supply chain mapping provides a good overview of where emissions are generated across your value chain and will also provide a baseline for assessing climate change disruption risk. Conducting a risk and resilience assessment across your supply chain will identify areas of weakness or risk due to climate change related disruption. Areas such as critical infrastructure or vulnerability to disruption will be explored and assessed, identifying risk mitigating actions that need to be taken.

Moving Forward

Baselining your Scope 1, 2 and 3 emissions is the minimum, setting targets and management plans is the next step. This will involve operational initiatives that encourage efficiency within the organisation, as well as working with suppliers to increase transparency and visibility of upstream operations. Best practice then involves setting Science Based Targets (SBTs) that are ambitious and reporting progress against these targets.

Proactive risk mitigation steps for your supply chain extends to core supply chain efficiency activities such as network optimisation, supplier relationship management and lean inventory practices. Understanding your emissions and building a resilient supply chain will drive sustainable practice.

Where we can help

At Trace, we have tried and tested frameworks that support emissions baselining and measurement, as well as risk and resilience assessment.

Carbon Emissions Measurement

We can support you in understanding your emissions, identifying opportunities to reduce your footprint and improve your overall sustainability through the following high level 4-step approach:

1. Map your supply chain including your nodes, upstream supply chains, and downstream product lifecycles

2. Measure emissions using Greenhouse Gas (GHG) Protocol data (Scope 1, 2 and 3)

3. Set targets that are ambitious, measurable and supportive of strategic goals

4. Define and implement a set of initiatives that will support efficiency and emissions reduction activities

Our risk and resilience framework

Our Supply Chain Risk & Resilience Assessment Model aligns with the framework adopted by the Federal Office of Supply Chain Resilience and the Australian Productivity Commission, which are used to assess supply chain risks to critical products and services. Our model covers three stages:

1. Inputs Stage: identifies the qualitative and quantitative inputs to a resilience assessment including supply chain mapping, disruption scenarios, stakeholder engagement and existing plans and policies

2. Assessment Stage: measures the level of resilience, residual risks and sustainability impact through understanding the criticality and vulnerability of the supply chain

3. Actions Stage: identifies the key actions required to update and implement plans and policies that will secure future resilience and mitigate risks identified in Stage 2

Understanding vulnerability to climate change disruption, and the actions being taken to overcome this vulnerability will be key requirements for future reporting regulations.

Get in touch today to see how we can help your supply chain sustainability journey.

Emma Woodberry

Senior Manager