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Category: supply chain

  • Oil Price Surge: What It Means for Supply Chains, Logistics and Procurement

    Oil Price Surge: What It Means for Supply Chains, Logistics and Procurement

    A sharp and sudden rise in global oil prices is once again testing the resilience of supply chains, logistics networks and procurement strategies around the world. In March 2026, geopolitical escalation in the Middle East triggered one of the most significant energy shocks in recent years, with immediate and far-reaching implications for global trade.

    What’s driving the spike in oil prices?

    The latest surge is closely linked to conflict affecting critical energy infrastructure and shipping routes in the Gulf. Following military strikes on major oil and gas facilities, Brent crude prices surged above $100 per barrel, with reports of spikes as high as $119 in mid-March 2026.

    At the same time, disruption to the Strait of Hormuz, a key global energy chokepoint through which around 20% of the world’s oil supply flows, has significantly constrained supply and heightened market volatility. The situation remains highly uncertain. Saudi officials have warned that prices could rise as high as $180 per barrel if disruption continues, highlighting the scale of potential economic impact.

    Beyond pricing, physical supply chains are also under pressure. Attacks on infrastructure across Qatar, Saudi Arabia and the UAE, alongside rerouting of shipments, have intensified concerns about sustained disruption to global energy flows.

    Immediate impacts on supply chains and logistics

    The most immediate effect of rising oil prices is an increase in transport and freight costs. Fuel is a fundamental input across all modes of logistics (ocean, air and road), meaning cost increases ripple quickly through supply chains. 

    Shipping companies are already responding. CMA CGM announced emergency fuel surcharges across land transport operations in March 2026, reflecting the direct pass-through of rising fuel costs to customers. Freight markets are also reacting sharply. Tanker shipping costs have surged, with transport accounting for up to 20% of the price of crude oil in some routes due to rapidly escalating charter rates.

    At the same time, logistics operators face additional pressures:

    1. Rising insurance costs for vessels operating in high-risk regions
    2. Route diversions to avoid disrupted or unsafe corridors
    3. Increased lead times and reduced schedule reliability

    These factors collectively drive up the total landed cost of goods, placing pressure on margins across industries.

    Wider procurement and production implications

    The impact extends well beyond transportation. Oil is a critical input for a wide range of industrial processes and materials, including plastics, chemicals and fertilisers. For example, fertiliser prices in parts of Asia have risen by 100–150% within weeks due to supply disruptions and rising input costs, forcing producers to halt orders. This has knock-on effects across agricultural supply chains, increasing food production costs and potentially contributing to inflationary pressure globally. 

    More broadly, the World Trade Organisation has warned that sustained high energy prices could slow global trade growth from 4.6% in 2025 to just 1.9% in 2026, with further downside risk if the crisis persists. 

    Short-term outlook: volatility, not stability

    While some forecasts earlier in 2026 suggested relatively stable or even lower oil prices due to oversupply, geopolitical risk has fundamentally reshaped the outlook.

    The current environment is defined by:

    1. Extreme price volatility
    2. Supply uncertainty linked to geopolitical developments
    3. Ongoing risk to critical infrastructure and shipping routes

    For supply chain and procurement leaders, this reinforces a key reality: energy risk is a central strategic concern.

    How procurement and supply chain leaders can respond

    In the face of continued uncertainty, organisations need to move from reactive cost management to proactive resilience building. Some tactics and strategies to consider include: 

    1. Strengthen cost visibility and scenario planning

    Understanding exposure to fuel-driven cost increases across transport, materials and suppliers is critical. Scenario modelling can help organisations anticipate and respond to further price shocks.

    2. Diversify logistics and sourcing strategies

    Reducing reliance on single routes or regions, particularly those exposed to geopolitical risk, can improve resilience. Nearshoring or multi-sourcing strategies may become increasingly attractive despite higher baseline costs.

    3. Build flexibility into contracts

    Fuel surcharges and dynamic pricing mechanisms are becoming more common. Procurement teams should ensure contracts account for volatility while maintaining cost control where possible.

    4. Invest in supply chain intelligence and visibility

    Real-time data and monitoring tools can help identify disruptions earlier and enable faster decision-making across complex, multi-tier supply networks.

    5. Focus on energy efficiency and sustainability

    Reducing fuel dependency, through route optimisation, modal shifts or alternative energy strategies, is both a cost and resilience play.

    6. Secure the right talent

    Navigating this challenging environment requires experienced procurement and supply chain professionals who can balance risk, cost and continuity. Organisations with strong strategic capability in-house will be significantly better positioned to respond to ongoing disruption.

    The current oil price surge is a clear reminder that global supply chains remain deeply interconnected with geopolitical and energy market dynamics. While the scale of disruption may differ from previous crises, it’s highly likely that volatility is here to stay.

    For procurement and supply chain leaders, the priority is not just to respond, but to build the capability, resilience and talent needed to stay ahead.

  • How to Close Procurement and Supply Chain Talent Gaps

    How to Close Procurement and Supply Chain Talent Gaps

    The demand for highly skilled, specialist procurement and supply chain professionals is increasing, but the supply of top talent is failing to keep pace. For UK businesses, understanding where these shortages are, and how to fill them, is essential. Without action, procurement gaps could compromise everything from compliance to the ability to innovate and compete globally. Let’s explore where the shortages are and the best tactics to close them. 

    Where the skills shortages are and why

    High vacancy rates: The CIPS Procurement & Supply Salary Guide revealed that more than 58% of UK hiring managers report difficulty finding procurement talent.

    Changing skills requirements: Employers now need to source and secure candidates with expertise in sustainability reporting, digital procurement platforms, data analytics and supplier risk management. 

    Shortage of digital specialists: Roles such as procurement data analysts, AI implementation managers and machine learning (ML) specialists are some of the trickiest to fill. These are the professionals who can interpret spend data, automate supplier monitoring and deliver the critical predictive insights. Without them, UK businesses risk falling behind global competitors who already deploy advanced digital procurement systems.

    Experienced professionals retiring: As senior leaders retire, organisations face a shortage of mid-level professionals who are ready to step up. This creates a leadership bottleneck that cannot be resolved by entry-level hires alone.

    Broader labour market pressures: Brexit, economic inactivity and a raft of other factors have made the UK one of the tighter labour markets in Europe. A 2025 survey by the Manpower Group reported that approximately 80% of employers experience challenges filling vacancies.

    Regulatory changes: The Procurement Act 2023, which came into force in February 2025, has created additional training needs across both public and private sectors. Employers must ensure their procurement teams are equipped to comply. Find out more in our blog on the Procurement Act 2023.

    How to address the skills gaps

    So, what’s the best way forward? Here are some recommended strategies to ensure your procurement and supply chain team is prepared and resilient. 

    Focus on upskilling and training

    Global brands like Unilever are already investing heavily in training programs focused on sustainability and digital procurement. Others are leveraging external learning platforms and professional certifications in areas like big data for procurement or digital category management to accelerate capability building. Even if specific teams aren’t expected to actively use these emerging technologies, it’s important to raise awareness throughout the business. This ensures buy-in and helps create an organisation-wide understanding of the challenges and opportunities they present. 

    Mentoring and interim roles

    We talk a lot about the benefits of mentoring in our blog, and with good reason. Formal mentoring schemes help retain knowledge while preparing the next generation of talented leaders. At the same time, interim professionals with expertise in AI and risk management are in high demand, providing immediate skills while businesses build their own long-term capability. 

    Sometimes businesses require an interim solution to help get through a period of transformation. This is where contractors step in. Not sure how to find the right person or people? Read our blog on how to choose the right supply chain consultant.

    Enhancing the employer value proposition

    UK procurement and supply chain candidates, particularly younger ones, are clear about what they want: flexibility, progression and purpose. For those specialising in digital procurement or ESG, the chance to influence global sustainability or lead innovation projects can be even more compelling than salary. Companies that showcase these opportunities gain a significant competitive advantage. 

    Partnering with the best recruitment specialists

    Generalist recruitment agencies often lack the networks needed to fill complex procurement roles. Specialist firms with expertise in procurement and supply chain recruitment can tap into niche talent pools, provide deep insight into market trends and help organisations find the right candidates, whether that’s a digital procurement lead, sustainability manager, data scientist or another specialism altogether. 

    Proactive workforce planning

    Rather than reacting to immediate shortages, leading UK companies are mapping their future procurement needs right now. By identifying skill gaps in areas like AI, analytics and ESG reporting early, they can build targeted recruitment and development pipelines. As with the previous point, this is something that the best recruitment companies can help with. 

    Your next steps to closing the skills gap

    Procurement is always going to be at the heart of UK business resilience and competitiveness. However, without addressing the shortage of digital, sustainability and leadership talent, organisations risk falling way behind. The most successful businesses will be those that secure the right specialists now, gaining a head start in building smarter, more resilient and future-focused supply chains.

    At Bramwith, we support UK organisations in building world-class procurement and supply chain functions. With deep market insight and global networks, we connect businesses to the professionals they need, today and for the future.

    Contact us today to find out how we can help close your procurement talent gaps and pave the way for long-term success.

  • Is emotional AI transforming recruitment?

    Is emotional AI transforming recruitment?

    We remain clear in our belief that successful recruitment will always need human intervention. But we also know that some emotional AI tools such as chatbots that can ‘read’ people’s moods and respond accordingly and tools that reduce bias are beneficial when managing an ever-increasing to-do list. 

    Statista reports that 65% of consumers believe AI-powered emotional intelligence will play a significant role in their interactions with technology by 2030. Whatever your point of view, most of us agree that AI isn’t going anywhere. So, any efforts to make our interactions with it more natural and empathetic is surely a good thing.

    This article explores some of the roles that emotional AI currently plays in recruitment, what the potential benefits are and why we still need human intervention for the end-to-end recruitment processes. 

    What is emotional AI? 

    Emotional AI, otherwise known as affective computing, is a branch of artificial intelligence that aims to recognise, interpret and respond to human emotions. The technology analyses facial expressions, voice tones, body language and other signals to gauge mood and emotional state. You’ve probably already been exposed to emotional AI in your work and personal life, including the aforementioned chatbots and other customer service/feedback mechanisms. 

    The role of emotional AI in recruitment

    Emotional AI offers some significant advantages in the recruitment sector, mostly related to enhancing the efficiency and effectiveness of the hiring process. Traditional recruitment methods often rely on sifting through large numbers of resumes and conducting several rounds of interviews. This is time and resource-intensive and can limit the recruiter’s ability to assess a candidate’s suitability for a role. This is particularly true when it comes to soft skills, emotional intelligence and cultural fit. Emotional AI can provide deeper insights into these areas by analysing a candidate’s non-verbal cues and emotional responses during interviews.

    Emotional AI can also help identify character traits like empathy, resilience and adaptability by observing how candidates react to specific questions or scenarios. Procurement and supply chain roles often require professionals with strong interpersonal skills or who can handle high-stress situations effectively. AI can support the recruiter’s efforts when identifying these attributes. 

    Emotional AI and unconscious bias

    Emotional AI also has the potential to reduce unconscious bias in recruitment. Here are some examples: 

    Confirmation Bias: This occurs when hiring decisions are influenced by stereotypes or preconceived notions, such as preferring resumes with ‘white-sounding’ names. AI offers a solution to this by evaluating candidates impartially based on objective data like skills and experience.

    Implicit Bias: Subconscious beliefs or attitudes affect decision-making, for example when disclosing race on resumes reduces interview invitations for minority applicants. AI can mitigate this by screening based solely on objective criteria and flagging what it considers to be biased language.

    Halo Effect: This occurs when a positive impression in one area, like attending a particular school, influences perceptions in other areas. AI can counteract this by implementing objective evaluation processes that focus on specific performance criteria.

    Similarity Bias: This bias involves a preference for candidates with similar backgrounds or experiences, which AI can help eliminate by assessing candidates based on predefined criteria rather than personal similarities.

    Gender Bias: This bias involves favouring one gender over another, often disadvantaging people who identify as women. AI can address this by removing gender indicators and promoting a gender-neutral approach in the hiring process.

    Find out more about why emotional intelligence in recruitment matters.

    Benefits of emotional AI in recruitment

    Enhanced candidate screening

    Emotional AI can process vast amounts of data quickly, meaning recruiters can potentially screen candidates more effectively. By analysing facial expressions, vocal tones and other indicators it can identify the most suitable candidates for further evaluation, saving valuable time and resources.

    Improved interview processes

    By providing real-time analysis of a candidate’s emotional state during interviews, emotional AI can help interviewers ask more relevant questions and probe deeper into areas that may reveal a candidate’s true potential or concerns.

    Bias reduction

    As we outlined above, emotional AI can help mitigate biases in recruitment by focusing on emotional and behavioural data rather than subjective impressions or stereotypes. This can lead to more diverse and inclusive hiring outcomes.

    Better cultural fit assessment

    Understanding a candidate’s emotional intelligence and interpersonal skills can provide insights into how well they may fit into the company culture, reducing turnover and increasing employee moral and job satisfaction.

    Why recruitment still needs human intervention

    While emotional AI has the power to enhance and improve recruitment processes, it is simply not reliable or effective enough without input and insights from us humans.

    Here’s why. 

    • We need a nuanced understanding of emotions Emotional AI can recognise and categorise basic emotions, but the technology is still evolving and is unlikely to fully grasp the subtleties and complexities of human emotions. We are better equipped to understand context, intent and the nuances of different emotional states.
    • Ethical and privacy concerns The use of emotional AI raises important ethical questions around consent, data privacy and the potential for misuse. Quite understandably, candidates may feel uncomfortable about the idea of being analysed by AI during interviews, which could negatively impact their performance. Human oversight, by professionals who understand the situation and potential implications is essential to ensure that emotional AI is used ethically and that candidates’ rights and privacy are respected, at all times.
    • Balancing objectivity and empathy While emotional AI offers objective insights, recruitment requires a healthy dose of empathy and plenty of understanding. This is particularly true when providing feedback or making the right hiring decisions. Human recruiters can offer the necessary support and reassurance that AI lacks, creating a more positive experience for both the candidate and the recruiter.
    • Interpretation of results Data provided by emotional AI needs careful interpretation by recruitment or AI specialists. Emotional responses can be influenced by numerous factors, including stress, health, mood, what happened on the way to work that morning and so forth, which may not be relevant to a candidate’s suitability for a role. Human input from recruiters provides valuable contextualisation, helping to ensure decisions are fair and accurate.

    What is the future of emotional AI in recruitment?

    None of us knows what emotional AI will look like in six months let alone a few years. The technology is developing rapidly and adoption across the recruitment and business world will continue to increase. 

    However, we predict the future of recruitment will likely involve a hybrid approach, combining the analytical capabilities of emotional AI with the empathetic and ethical oversight of human recruitment specialists. This winning combination should help organisations make more informed, unbiased and empathetic hiring decisions, leading to better outcomes for all parties.

    Whether you’re a talented procurement and supply chain professional seeking a new role or a business looking to grow or upskill your team, get in touch today. We are connected to some of the top talent and most exciting businesses across the UK and beyond. Let’s have a human-to-human chat about how we can help you achieve your goals. 

  • How AI and automation reduce waste in food procurement

    How AI and automation reduce waste in food procurement

    As with many industries, robotics in the food industry is advancing at a staggering rate. In fact, revenue in this market is projected to reach $9.32m in 2005. 

    With procurement and supply chain professionals under increasing pressure to balance cost efficiency with sustainability goals, adopting new technologies like automation, AI and Big Data are becoming even more essential priorities. In this blog, we explore some challenges facing the food industry and how automation can transform food waste management systems. 

    Addressing the challenges of excessive packaging and waste

    The UK wasted around 9.5m tonnes of food in 2024 alone, and – as we know – a significant percentage of food packaging ends up in landfills, contributing to the critical problem of plastic pollution. This issue presents a dual challenge: minimising environmental impact while meeting consumer demand for sustainability. In the procurement sector, balancing the need for cost-effectiveness with the desire to reduce waste can be tricky.

    Packaging plays an important role in preserving food quality and safety and many companies have introduced alternatives that don’t compromise product integrity. Single-use plastics (SUPs), excessive packaging and non-recyclable materials lead to unnecessary waste, which is becoming increasingly scrutinised by both consumers and regulatory bodies.

    To compound the problem, food procurement processes often generate food waste, whether through spoilage, overordering or distribution inefficiencies. In many ways, food waste is as much a packaging problem as it is a logistics problem. Improving packaging strategies and logistics systems can result in significant waste reductions at different supply chain stages.

    Leveraging automation to streamline food procurement and drive sustainability

    By automating key processes in food procurement, businesses can cut down on unnecessary packaging and waste, while increasing operational efficiency and safety.

    Here’s how: 

    1. Optimising inventory management

    Automation tools that integrate AI and Big Data give procurement professionals better insights into inventory levels, order patterns and demand forecasts. Automation ensures that food orders are more accurately aligned with consumption needs, reducing overordering and minimising food waste. More accurate stock levels reduce the need for excess packaging so businesses can cut down on materials and mitigate food spoilage, helping achieve sustainability goals and cost savings.

    1. Smarter logistics

    Are revolutionising logistics. Procurement teams can use advanced software, AI-powered solutions and data analytics to track shipments, reduce transportation costs and eliminate packaging redundancies. Automation in warehousing, such as using robotic arms to handle products, allows for the precise grouping and packing of food items with minimal material usage. This means food can be packaged more efficiently, with packaging materials optimised to reduce excess waste.

    1. Improved traceability and transparency

    With better traceability, businesses can monitor the end-to-end food journey, identifying areas where packaging or handling could be better optimised. This transparency also allows for improved reporting on sustainability initiatives and helps with compliance with environmental regulations. Procurement teams can make more accurate data-driven decisions to streamline the supply chain, reduce packaging and eliminate unnecessary waste.

    1. Enhancing health and safety compliance

    Automation helps food procurement teams maintain consistent quality and safety standards. With automated temperature controls, data collection systems and real-time monitoring, food safety and health compliance can be managed seamlessly. AI tools can track perishable goods, monitor spoilage rates and reduce human error in safety checks. This should lead to safer handling of food products, ensuring they meet health standards while reducing waste caused by spoilage.

    Find out more about how to tackle rising costs and digital challenges in 2025 and beyond.

    Practical steps for using automation, AI and Big Data for packaging and waste reduction

    Now it’s time to put the theory into practice. Here are a few tips to get you started. 

    Start with inventory and demand planning: Use automated inventory management systems to reduce food waste and improve ordering accuracy. AI-driven demand forecasting tools will help you predict sales trends and ensure stock levels align with actual demand, reducing excess packaging and waste.

    Embrace smart packaging solutions: Explore packaging automation tools that minimise material usage, such as packaging machines that create custom-fit packages based on the product size. Prioritise sustainable packaging materials and work with suppliers who offer recyclable or biodegradable options.

    Leverage AI and Data Analytics for logistics: Use AI tools to optimise routes, reduce transportation costs and minimise packaging waste. Smart logistics systems can also help identify inefficiencies in your supply chain and suggest improvements to reduce overall waste.

    Integrate real-time monitoring systems: Use real-time monitoring technology to keep track of food safety, temperature and product quality throughout the supply chain. These systems help ensure food doesn’t spoil and reduce the need for packaging materials designed for waste prevention.

    Need some ideas on how to monitor your performance? Read our blog about which KPIs to set for sustainability.

    Continuous improvement: Finally, consistently monitor and adjust your strategies by analysing available data. AI-powered tools can provide valuable insights into which strategies are most effective in reducing waste and improving sustainability.

     

    The importance of having the right digital talent on board

    Sustainability remains a key priority for the food industry, so having the right procurement and supply chain expertise is essential. Procurement and supply chain professionals with in-demand skills in AI, Big Data and machine learning (ML) can drive innovation, optimising packaging, reducing waste and enhancing efficiency and safety. By securing the right talent and leveraging advanced technologies, businesses can successfully align sustainability goals with operational performance, creating long-term value for both the environment and their bottom line.

    Talk to our team today to find out how we can help you source and secure the right team to help your business succeed. 

  • UK Employment Rights Bill: Key changes and business impact

    UK Employment Rights Bill: Key changes and business impact

    The UK’s upcoming Employment Rights Bill (ERB) introduces a number of important updates to workplace regulations, requiring businesses to adapt their policies and practices. While these changes bring new responsibilities, companies that prepare effectively can ensure they maintain compliance and the impact on operations and teams is minimised. 

    At the end of last year, the Government sought feedback on various aspects of the ERB and further consultations are expected in 2025. The ERB must also be scrutinised in Parliament, where proposed amendments will be considered. The ERB is expected to be passed into law no earlier than summer 2025, although many reforms will likely not take effect until 2026.

    What are the key changes proposed by the Employment Rights Bill?

    The new legislation focuses on several critical areas:

    1. Strengthened sexual harassment prevention

    Employers must implement clear policies, conduct risk assessments and provide staff training to prevent workplace harassment. Non-compliance may increase legal liability.

    1. Expanded flexible working rights

    Employees can submit two flexible working requests per year, with employers required to respond within two months. Declined requests must be justified with clear business reasons.

    1. Revised unfair dismissal rules

    The qualifying period for unfair dismissal claims is expected to be reduced from two years to six to nine months, requiring businesses to strengthen their hiring and performance management practices.

    1. Extended tribunal claim periods

    The window for employment tribunal claims may be extended from three to six months, increasing the need for proactive dispute resolution.

    1. Minimum wage increases

    From April 2025, the National Living Wage will rise to £12.21 per hour for workers over 21, while 18–20-year-olds will see an increase to £10.00 per hour. Businesses must plan for higher payroll costs.

    1. Sick pay reforms

    Statutory sick pay eligibility will expand as the lower earnings limit is removed. Companies should assess potential cost implications and update sick leave policies.

    1. Zero-hours contract regulations

    While a full ban is unlikely, new regulations will target exploitative practices. Employers should ensure zero-hours contracts reflect actual working patterns.

    1. Fire and rehire restrictions

    Businesses must notify ACAS before implementing dismissal and re-engagement strategies, extending redundancy timelines and requiring careful workforce planning.

    1. Family-friendly leave expansions

    New entitlements include unpaid carers’ leave and 12 weeks of neonatal leave from day one of employment. Paternity leave eligibility will also expand, necessitating HR policy updates.

    1. Longer redundancy consultation periods

    Businesses planning large-scale redundancies may need to conduct consultations for up to 90 days, affecting workforce planning strategies.

    How to prepare for the changes

    To stay compliant and minimise disruption, businesses should:

    • Update employment contracts to reflect dismissal rights, sick pay and flexible working changes.
    • Revise HR policies on harassment, discrimination and redundancy procedures.
    • Train managers to handle new employment rights effectively.
    • Budget for wage increases and expanded leave entitlements.
    • Refine hiring and performance management processes to ensure employees meet expectations before the revised dismissal period takes effect.

    Will these changes deter businesses from operating in the UK?

    While regulatory updates may require adaptation, they should not be seen as a deterrent to doing business in the UK. As with so many situations, the key to sustainable success lies in being flexible, proactive and having the right team in place. Many of these changes align with global employment trends which aim to foster fairer workplaces and enhance employee satisfaction, which in turn improves productivity and retention. Businesses that get on the front foot by adjusting their strategies will be in a much better position to continue to thrive.

    Working with the right procurement and supply chain partner

    Adapting to evolving employment laws is a challenge but it’s much easier with the right team behind you. Partnering with a procurement and supply chain recruitment specialist like Bramwith helps ensure your business attracts and retains the top talent while ensuring compliance and resilience. We can also support you with refining hiring strategies, improving workforce planning and supporting regulatory adaptation.

    Contact our team today to find out how we can help. 

  • 5 challenges for procurement and supply chain in 2025

    5 challenges for procurement and supply chain in 2025

    It feels more like twelve weeks than twelve months since we shared our predictions for 2024. And here we are already, at the start of  2025, looking at what lies in store for the year ahead. As every procurement and supply chain professional knows, preparation is essential to ensure you and your team are in the best possible position to succeed. From adapting to advanced AI technologies to balancing sustainability with profitability, let’s take a look at some of the key challenges (and solutions) for procurement and supply chain in 2025. 

    Challenge 1: Effective AI integration

    Whatever level of AI integration you’ve achieved so far, you’ll probably have to accelerate in 2025. As you’re no doubt aware, AI can drastically increase operational efficiency and accuracy by automating administrative tasks and facilitating better decision-making. But fully integrating AI is often easier said than done. Potential hurdles include the high cost of implementation, data security concerns and the challenge of training employees to use new tech and tools. Without a solid foundation and strategic approach, you risk falling behind or compromising sensitive data.

    The solution: Next year, focus on embedding AI into your strategic planning and day-to-day operations. Start by assessing which areas of your procurement process (e.g. forecasting, spend analysis and supplier risk assessment) could benefit most from AI and double down on these. Make sure you collaborate closely with your IT and cybersecurity teams to establish robust security protocols, safeguarding data and remaining compliant as you scale.

    You should also ensure that your teams are educated in responsible AI usage. If you’re not sure where to start with this, consider bringing in a specialist AI consultant to help your team fully understand the potential and limits of AI. Regular training sessions and ongoing support will ensure everyone is equipped to use these tools effectively.

    Find out more about how to choose the right consultant.

    Challenge 2: Closing the AI and digital skills gap

    This follows neatly from our last point. To get the most out of AI and other emerging tech, you need team members who are skilled in data analysis, machine learning (ML) and other digital technologies. 

    The solution: To build a workforce that is ready for the future, focus on upskilling, strategic recruitment and fostering a learning culture business-wide. Start by investing in training and skills programs that prepare your current team for emerging technologies like AI, ML and big data. You could expand on this by encouraging colleagues to work towards certifications in areas like analytics and procurement-specific AI tools.

    Next, refine your recruitment strategy to attract candidates with a good mix of traditional procurement expertise and digital capabilities, particularly in data analytics and technology integration. If appropriate, consider adding roles in data science, automation or tech implementation to strengthen your team.

    As your strategy matures, take the time to nurture a continuous learning culture to keep employees aligned and engaged and to ensure your approach to AI is fully integrated. This not only boosts business resilience but positions your company as an attractive choice for the top procurement and supply chain talent.

    Discover some of the ways AI and automation are shaping recruitment.

    Challenge 3: Balancing efficiency with human insight

    As we’ve established, AI is more than capable of handling routine tasks like data entry, RFIs and RFQs. However, too much reliance could create a disconnect in areas that require human insight, such as relationship management, complex negotiation and strategy. Over-automating processes might lead to missed nuances in supplier relationships, which could reduce trust and impact quality control.

    The solution: It’s absolutely possible to strike a balance between AI and human intervention. Use AI to gather insights, analyse market conditions and forecast requirements, but leave it to your team to build that all-important trust, negotiating cultural differences and managing nuanced deals and arrangements.

    To build the right team for this hybrid approach, recruit procurement and supply chain professionals who are skilled in relationship management, negotiation and strategic thinking. Look for candidates who have experience managing long-term supplier relationships, can navigate complex cultural and organisational dynamics and are comfortable using data-driven insights to inform decisions. 

    Challenge 4: Improving risk prediction and management

    The increase in multi-tiered supply chains means procurement teams face more exposure to risk. Managing these risks requires granular visibility and the ability to make quick, accurate, data-driven decisions. Traditional methods often fail to provide the real-time insights needed to mitigate modern supply chain risks, leaving your team vulnerable.

    The solution: To improve risk management, implement advanced predictive analytics and risk-screening tools. These technologies help identify potential issues early and address them proactively and strategically. If you haven’t done one in a while, begin 2025 with a comprehensive audit of your supply chain, assessing areas of vulnerability and evaluating your current risk management strategies.

    Again, it is vital to build the right team. Effective risk management requires talented data analysts, strategic thinkers and people with a deep understanding of regulatory requirements. Look for professionals skilled in analytics and experienced in interpreting complex data to make actionable decisions. This will help you create a proactive approach to risk, safeguarding your business against disruptions and compliance issues.

    Challenge 5: Balancing ESG goals with profitability

    Increasing pressure from investors and consumers for stronger environmental, social and governance (ESG) commitments has – rightly – made sustainability a priority in procurement. However, aligning ESG initiatives with profitability is challenging. Many businesses struggle to maintain profit margins while pursuing sustainable practices and there’s a real risk of greenwashing if companies overstate their ESG achievements without demonstrating meaningful action.

    The solution: Create a clear, actionable ESG strategy that aligns with your business goals. Integrate ESG criteria into procurement processes, only working with suppliers who share your commitment to sustainability and ethical business. Use transparent communication to showcase these efforts and make sure all claims are supported with solid evidence.

    You should also collaborate with finance teams to develop models that balance ESG efforts with profitability. Regularly analyse the ROI of sustainable initiatives to ensure they’re benefiting both your brand and bottom line. In the long term, aligning with ESG goals will improve brand reputation and enhance long-term profitability by winning the trust of investors and consumers.

    When it comes to having the right people on board, focus on building a team with experience in sustainable procurement and a comprehensive understanding of ESG frameworks. Candidates with backgrounds in environmental management, regulatory compliance and sustainable business practices will provide the expertise needed to drive meaningful progress in your ESG goals.

    Preparing for 2025 with the right team

    As you can see, navigating these challenges requires a team that is proficient in both traditional procurement skills and emerging technology. At Bramwith, we help businesses build strong procurement and supply chain teams with proven track records and industry-leading expertise. Our tailored recruitment strategies are designed to connect you with candidates who bring deep procurement and supply chain knowledge and the digital skills essential to tackle modern business challenges. 

    So why not set yourself up for a successful year by connecting with the top talent who can help you turn challenges into opportunities? Reach out to Bramwith today to get the support you need to succeed, all year round.

  • How to prepare for peak shipping times

    How to prepare for peak shipping times

    Whether it’s Christmas, Black Friday or a particularly busy time of year for your sector, effectively managing peak shipping times is essential. All the best-laid plans will be put to the test, but knowing you have as many of your logistical ducks in a row will reduce sleepless nights in the run-up to your busy periods. From improving demand forecasting to keeping suppliers on side read on to discover how to prepare for peak shipping times. 

    It’s never too early to plan 

    Supply chain professionals rarely say they plan too much for peak season. Start your planning strategy with a strong caffeinated drink then take the time to analyse data from previous holiday seasons so you can anticipate trends and sort potential pesky bottlenecks. Getting a firm grasp on which products were in high demand and identifying areas where your supply chain struggled will help you avoid similar headaches. 

    Work closely with marketing and procurement to find out if any marketing or buying trends could impact consumer preferences and supply chain. It’s also a good idea to factor in global challenges like geopolitical tensions which might cause disruptions along trade routes, leading to delays and increased lead times. By laying out a clear roadmap well in advance, including securing key resources and negotiating the best possible terms with suppliers, you’ll be better equipped to handle the holiday rush. 

    Improve your demand forecasting

    Accurate demand forecasting allows businesses to make informed decisions about stocking levels and logistical needs. Here are some tips to improve demand forecasting. 

    • Clean and optimise internal data to ensure accuracy.
    • Analyse historical data to remove seasonal trends and identify baseline demand.
    • Integrate external data sources like POS data and social listening.
    • Use event impact analysis to correlate demand shifts with external events.
    • Combine historical sales and event data to understand event-driven demand changes.
    • Consider using machine learning for advanced forecasting and uncovering patterns and trends that have slipped through the net.
    • Implement time series analysis, deep learning and predictive analytics for improved accuracy.

    Optimise inventory management

    The last thing you want to do during peak seasons is run low – or even out – of stock. Consider implementing just-in-time inventory strategies, safety stock protocols and real-time tracking systems to ensure you have enough stock to meet demand without over-committing your resources.

    Warehouse Management Systems (WMS) can significantly improve visibility into your inventory, alerting you to shortages or excess stock and helping streamline the restocking process. This reduces waste, optimises space and ensures products are where they need to be when demand spikes. 

    Keep strengthening supplier relationships

    Our suppliers are the backbone of our businesses so it’s vital to keep them happy and to communicate well. Update them on projected demand and make the effort to have discussions way ahead of busy seasons to confirm capacity, set delivery schedules and lock-in the best pricing.

    Naturally, having backup suppliers is also crucial, especially during peak season when delays can be more frequent. By establishing a broader network of trusted suppliers and maintaining strong relationships, you’ll have more flexibility to pivot if your primary supplier faces disruptions.

    Improve logistics and transportation 

    Transportation challenges are pretty much always heightened during peak season. To mitigate disruptions and delays, consider working with multiple logistics providers or using third-party logistics (3PL) services to diversify your shipping options.

    You could also invest in a Transportation Management System (TMS) to help monitor shipping journeys in real-time, providing updates on potential delays. This means you can make quick adjustments and keep customers informed, maintaining a smooth customer experience regardless of any logistical hiccups.

    Choose the right tech and tools

    Investing in the latest supply chain technologies can significantly improve efficiency during the busy season. Technologies such as WMS and TMS, as well as automated Inventory Management Systems (IMS) help businesses monitor stock levels and track shipments more effectively.

    These systems also provide real-time data so you can adjust your supply chain operations dynamically. All this helps reduce manual errors, speeds up decision-making processes and gives you valuable insights into areas for improvement.

    Find out more about AI in supply chain management.

    Address workforce challenges

    Labour shortages are common during the holiday season. To avoid falling short on manpower, consider hiring seasonal staff and offering flexible work schedules. Automation solutions can also help reduce the pressure on human workers by streamlining repetitive tasks, allowing your core workforce to focus on more critical, high-impact areas of the supply chain.

    Offer a superior returns service

    Christmas, Black Friday et al usually mean an increase in returns, especially in sectors like retail and e-commerce. To manage this efficiently, implement a robust returns management system that simplifies the process for both the customer and your business. You could also consider reverse logistics solutions that can handle returns quickly and cost-effectively, reducing the impact on your operations.

    Communicate effectively

    It’s not just businesses that are under pressure during the holiday season. Customers have their own stresses to deal with. Keep your customers informed about shipping timelines, potential delays and how your return policies work. Transparency builds trust and customers are more likely to stay loyal to brands that keep them in the loop.

    It’s also important to maintain consistent communication with your suppliers and logistics partners. Keep them updated on your needs and anticipate any potential issues that could affect delivery timelines or stock availability. Regular communication helps ensure everyone is aligned and prepared to manage the seasonal rush.

    Getting the right team on board

    Overcoming the challenges of demand fluctuations, transportation delays and so forth requires more than strategic planning. You need the right procurement and supply chain experts on board. A skilled team can make all the difference in forecasting demand accurately, managing inventory efficiently and ensuring that your operations run smoothly during the busiest time of the year.

    At Bramwith, we specialise in connecting businesses with top-tier procurement and supply chain professionals who can help you meet and exceed your goals. Don’t let lucrative peak times overwhelm your operations. Contact Bramwith today to secure the expertise you need to succeed. 

  • Tackling rising costs and digital challenges for 2025

    Tackling rising costs and digital challenges for 2025

    Every UK business is feeling the strain of increasing costs right now. Coupled with the need to improve operational efficiencies (and successfully adopt the appropriate technologies), we are set for another challenging year ahead. Readers of this blog will know that we never resort to doom and gloom. Far better to approach these obstacles with solutions and best practice approaches in mind. Let’s take a look at how to tackle rising costs and digital challenges in 2025 and beyond. 

    Tackling rising costs

    At the time of writing the autumn budget is yet to be delivered, but we know it will involve ‘difficult decisions’. Inflation dropped from its 40-year high of 11.1% in October 2022, but prices are still rising – just more slowly. The surge in 2022 was driven by increased demand for oil and gas post-pandemic and the Ukraine war. While food prices have eased, inflation remains above the Bank of England’s 2% target, with sectors like services still seeing significant price increases.

    As UK businesses contend with rising operational costs, many are making strategic adjustments. According to a 2024 YouGov study nearly 60% of large businesses (those with over 250 employees) have raised prices to offset increased expenses, compared to 45% of microbusinesses (fewer than 10 employees). This trend grows with business size, reflecting the greater flexibility larger companies often have when adjusting to market pressures.

    The survey found that businesses are also focusing on operational efficiencies, with 58% of large companies and 49% of medium-sized businesses cutting operational costs. Smaller companies, although less likely to make drastic cuts, are still trying to rein in spending, with 42% of small businesses and 31% of micro-businesses adopting similar measures.

    Some businesses, however, particularly smaller ones, have been slower to react to rising costs. The survey shows that 33% of micro-businesses are yet to implement strategies to manage higher expenses. Only 7% of large businesses are in the same boat, indicating a proactive approach among these firms.

    What can businesses do? 

    To cope with these pressures, businesses are adopting several strategies:

    Price adjustments: Many companies, particularly larger businesses are gradually increasing their prices. While understandable, it’s important to communicate price changes transparently to customers to maintain trust. Most of us are feeling the pinch, after all. 

    Cost reduction: As detailed above, cutting operational expenses remains a critical strategy, particularly for larger businesses with the resources to invest in efficiency improvements. This could involve anything from renegotiating supplier contracts to optimising internal processes.

    Diversification: Where possible, businesses should diversify products and services. This helps spread risk and may offer opportunities to tap into new revenue streams.

    Seek external support: When going through periods of transition, many businesses find engaging consultant services beneficial. Professionals with specific experience in supply chain and procurement, digital transformation and other change-related strategies can add huge short and long-term value.

    Emerging technologies and digital transformation in 2025

    In a surprise to absolutely no one, AI and other digital technologies will continue to dramatically reshape UK business in 2025, driving operational efficiencies and transforming processes. According to the US International Trade Administration, the UK AI market, currently valued at over £16.8bn, will reach £801.6bn by 2035. 

    Sectors like IT and telecommunications, already leading in AI adoption, will likely accelerate the use of emerging technologies. In contrast, industries with slower adoption rates, like hospitality and retail will be under increased pressure to catch up as AI becomes a competitive necessity. 

    How businesses can prepare for digital transformation

    Invest in AI and automation: A recent gov.uk report revealed that 68% of large businesses and 33% of medium-sized firms already incorporate at least one AI technology. To remain competitive, invest in AI tools that genuinely enhance data management, machine learning and natural language processing (NLP) capabilities. 

    Find out more about the role of AI in supply chain management.

    Adopt cloud and mobile technologies: Cloud-based systems offer flexibility and affordability, improve a variety of procurement and supply chain processes, enhance transparency and enable better decision-making. They also reduce time-to-market and improve collaboration across teams.

    Leverage big data and analytics: Businesses need strong, well-defined strategies to effectively manage growing volumes of data and leverage it for market intelligence and strategic planning. Predictive analytics can help companies manage inventory, improve quality assurance and make better procurement decisions, enabling them to cut costs and remain competitive.

    Address Cybersecurity concerns: Cybersecurity measures, including encryption, risk assessment and network monitoring, must be integrated into all digital procurement systems to safeguard business data and protect against emerging threats. 

    Prepare for workforce changes: As AI adoption grows, the UK government predicts that around 7% of existing jobs could be displaced within five years. Businesses should focus on reskilling and upskilling employees to adapt to new roles.

    Recruiting the right procurement and supply team for the future

    Securing the top procurement and supply chain talent is critical for navigating future challenges and capitalising on new opportunities. Skilled procurement professionals bring strategic insight, expertise in supplier management and a deep understanding of market dynamics. They lead initiatives that improve cost control, quality assurance and regulatory compliance – all while driving innovation and operational efficiency.

    Contact the Bramwith team today to learn how we can help you build a winning procurement and supply chain team for 2025 and beyond.

  • Why Now’s the Right Time for a Procurement & Supply Chain Contractor

    Why Now’s the Right Time for a Procurement & Supply Chain Contractor

    Why Now’s the Right Time for a Procurement and Supply Chain Contractor Role

    If you’re an experienced procurement and supply chain professional seeking a new challenge or a better work/life balance, consultancy could be the answer. Contractors provide specific support to businesses from all sectors, usually for a pre-agreed period. When you’re assigned the right client and project for your skills and goals, procurement and supply chain consultancy can be an incredibly rewarding experience; from both a financial and job satisfaction point of view. 

    As companies navigate increasing global challenges, many are turning to talented contractors to solve particular problems or enhance business operations. Read on to find out why now is the perfect time to be a procurement and supply chain contractor.

    The growing demand for contractors

    The demand for procurement and supply chain contractors is on the rise due to several factors:

    Technological advancements: Industry 4.0 technologies, such as the Internet of Things (IoT), AI, machine learning, blockchain and robotics are transforming supply chain operations. Contractors skilled in these areas are urgently needed to implement and manage these advanced systems.

    Globalisation and geopolitical challenges: Global supply chains are increasingly complex, a situation which is exacerbated by geopolitical tensions, trade wars and disruptions like COVID-19. Contractors are sought after for their expertise in developing strategies for risk mitigation, diversification and localisation. 

    Sustainability and ethical business practices: Rightly, there has been more and more pressure on companies to demonstrate a real commitment to reducing their carbon footprint and improving sustainability and ethical practices. This requires a greater focus on responsible sourcing, reducing environmental impact and improving corporate governance. This has resulted in a growing demand for contractors to help companies navigate these challenges and meet regulatory, consumer and stakeholder expectations. 

    Project-based work

    Many organisations are moving towards project-based work to achieve specific goals without the long-term commitment of full-time hires. This trend is driving demand for contractors who can deliver results on a project-by-project basis. It’s also valuable for businesses to get outside perspectives on their workflows, operations and business in general to help them tackle the above challenges. 

    What are the benefits of procurement and supply chain consultancy? 

    Flexibility and autonomy

    If you’re craving a better work/life balance, want to travel, have more time for family and friends or to explore a side hustle, consultancy is a great option. Consultancy offers fantastic flexibility and, if your skills are in demand you may be able to choose specific project lengths, locations and scopes. 

    Broaden your horizons

    Contracting allows you to work with different organisations across diverse industries and business types. This opens your career up to broader experiences, new ways of working and fresh business cultures. It also helps you build a stronger professional network, so could lead to more procurement and supply chain roles in the future. 

    Competitive compensation

    Contractors aren’t usually paid for holidays or during periods of illness but often command higher hourly rates than full-time employees. This can lead to greater earning potential and financial rewards.

    Ability to work remotely

    This will depend on the contract requirements but consultants can often work remotely or hybrid, coming into the office for meetings or updates. 

    How to succeed as a procurement and supply chain contractor

    If the above has tempted you to find out more about becoming a procurement and supply chain contractor and you have some questions, give us a call. We’d love to help you explore your options. 

    If you are still considering or just want to read on for some extra tips, here’s some guidance on how to succeed as a contractor.

    Build a strong personal brand

    We all know how important it is to market ourselves on LinkedIn, at networking events and so forth. For a consultant, it is even more vital. Establish yourself as an expert by showcasing your skills and accomplishments. Maintain a professional online presence, engage in industry discussions and consider sharing your insights through blogs, or on LinkedIn and other relevant social media platforms.

    Commit to continuous learning

    As a consultant, you are paid to have skills others can’t readily offer. Stay ahead of industry trends and technological advancements by investing in continuous learning such as attending workshops, participating in development programs, going to conferences and learning new tech and IT skills.

    Actively network

    Networking is crucial for contractors. Attend industry events, join professional associations and devote time to LinkedIn. The stronger your network and the better your referrals and recommendations the more chance you have at getting a steady flow of consultancy roles. 

    Work with the right procurement and supply chain recruitment consultants

    Working with specialist procurement and supply chain recruitment agencies like Bramwith helps you find – and secure – the right contract opportunities. We have built an extensive network of businesses actively seeking talented and ambitious procurement and supply chain professionals for short and longer-term projects. 

    So, if you’re ready to explore the exciting world of procurement and supply chain contracting, get in touch today. Our recruitment experts can connect you with top-tier opportunities that match your skills and aspirations. We’re looking forward to meeting you. 

  • Navigating UK Supply Chain Challenges in 2024

    Navigating UK Supply Chain Challenges in 2024

    Navigating UK Supply Chain Challenges in 2024

    Whatever sector you work in, your business is exposed to a wide range of challenges when managing the supply chain. Being aware and being prepared to tackle these with the right approach and the best team is critical. From the latest AI developments to the imperative to source locally, we explore how to navigate the current supply chain challenges in the UK and worldwide. 

    The ongoing impact of Brexit 

    Brexit continues to reshape and impact the UK’s supply chain landscape, introducing new complexities and regulations businesses must manage and adhere to. Since January 2024, the UK government has implemented strict border controls on importing plants, animals and food from the EU. These new regulations categorise goods into high, medium and low-risk groups, requiring security declarations and physical checks at the border, particularly for medium and high-risk items.

    Naturally, this regulatory shift has significant implications for businesses reliant on EU imports, which can further exacerbate existing supply chain issues. British businesses are already dealing with inflation, geopolitical tensions and the ever-lingering effects of the COVID-19 pandemic, which collectively hinder the smooth flow of goods across borders.

    Challenges surrounding sourcing locally

    In response to the challenges mentioned above, many UK companies are shifting focus towards sourcing materials and services locally. A recent survey revealed that 69% of firms plan to increase their local procurement efforts in the coming year.

    This approach aims to mitigate the risks associated with international supply chains and reduce dependency on imports now subject to complex regulations. 

    While local sourcing can alleviate some economic pressures, it introduces new challenges. The availability of skilled workers is a big concern, especially post-Brexit. The same survey indicated that 27% of logistics professionals cited a shortage of skilled workers as a significant issue, impacting their ability to attract and retain employees with expertise in logistics distribution, data analytics and quality control.

    Technology and AI

    To cope with the growing complexities, many companies are turning to technological improvements and making more significant investments. Approximately 42% of firms have allocated between 6% and 10% of their 2024 budgets to supply chain technology, with 47% investing in artificial intelligence (AI).

    As we know, AI is great for effectively and efficiently automating processes, predicting disruptions and optimising inventory management, providing a crucial edge in an increasingly unpredictable environment. However, the digital transformation of supply chains also raises serious cybersecurity concerns. As more operations become digitised, the risk of cyberattacks increases. Companies are proactively mitigating this risk by investing heavily in cybersecurity measures, and integrating AI-driven solutions to predict and reduce threats. 

    The wider impact of global events

    Global events continue to influence the UK’s supply chain dynamics. For example, Taiwan is the global leader in semiconductor manufacturing, producing over 60% of the world’s semiconductors and over 90% of the most advanced chips. The recent Taiwan earthquake disrupted chip production, highlighting the fragility of global supply chains and the importance of building resilience and agility within supply chains to navigate unforeseen disruptions.

    Moreover, the ongoing conflict in Ukraine and geopolitical tensions have led to rising fuel and energy costs, placing further strain on supply chains. These factors, combined with heightened consumer expectations for fast and free delivery, present serious challenges to businesses when maintaining efficiency and enhancing customer satisfaction.

    How to tackle these challenges and prepare for the future 

    While these challenges are considerable, there are a number of cost-effective and impactful strategies to help businesses build resilient supply chains. These include: 

    Diversifying suppliers

    Relying on a single supplier can be risky, especially during times of disruption. Diversifying the supplier base across different regions can provide greater flexibility and reduce the risk of supply chain interruptions.

    Investing in technology

    As explored above, advanced supply chain management software can enhance visibility and control over inventory, helping businesses anticipate and address potential bottlenecks. 

    Technologies like AI, IoT and cloud computing are becoming integral to modern supply chains. However, you need the top talent to ensure you can optimise and manage these emerging technologies. Which brings us to the next point. 

    Sourcing the talent that will help you navigate challenges 

    In today’s complex supply chain environment, having the right talent and skills is crucial for tackling and overcoming the above, and other challenges. Companies must invest in attracting and retaining top talent with expertise in logistics, data analytics, AI, ML and cybersecurity. These skilled professionals can leverage technology effectively, anticipate disruptions and develop innovative solutions to maintain supply chain resilience.

    How Bramwith can help

    The challenges stemming from Brexit, global events and evolving consumer expectations are unlikely to go away any time soon. To navigate these, businesses focus on attracting and retaining the best supply chain and procurement talent available.  

    At Bramwith, we are connected to some of the most ambitious, talented and sought-after procurement and supply chain professionals; outstanding candidates who are actively seeking roles in businesses like yours. That includes people with expertise in the emerging tech we mention above as well as a variety of other crucial skills you need to thrive. Get in touch today to find out how we can help you, and your business.