The modern warehouse is no longer a static cost centre. It must evolve into an intelligent, resilient, and sustainable hub for businesses and become a strategic platform for growth, resilience, and differentiation.

This paper examines the forces reshaping the warehousing landscape, from geopolitical shifts, and the urgent need for sustainable operations, to the increasing requirements for digital transformation, alongside evolving labour dynamics. 

This convergence of forces necessitates a shift, for organisations to change their view of their warehouses from tactical necessity, to a true business differentiator and a cornerstone of their supply chain and business resilience.

At Softeon, we believe your operation is unique. We empower everyone from executive stakeholders to power users and IT teams with tools to configure UIs, optimize pick paths, and create codeless integrations, all without breaking the core system. If you want to be faster, smarter, and truly different, it’s time to rethink your WMS.

As the UK gears up for this year’s festive shopping spree, retailers are increasingly worried about how to handle the vast number of unwanted items bought online and then sent back.

The convergence of big data and advanced data analytics has become more important than ever for creating and maintaining an agile supply chain. These tools can be used as part of supplier management and manage supply chain risk.

This overview of the UK’s oil and gas market starts with a look at the UK’s primary energy supply and final consumption. We provide an analytical snapshot of the UK’s oil and gas reserves and production volumes. Next on our agenda are the analysis of the last five years’ oil and gas trade dynamics and the liquified natural gas infrastructure snapshot. We also map the UK’s trade partners.

This guide provides readers with a comprehensive understanding of warehouse storage capacity, its importance in the supply chain and options for improving it.

The past few years has brought a messy procession of disruptive events to transport and logistics organisations. And while the fallacy of perfectly sequenced and spaced moments of disruption is exactly that – a fallacy – it’s become increasingly evident that disruption is increasing in frequency, intensity, and in the inter-relatedness of activity.

Logistics organisations face unprecedented transformation as consumer expectations change and new technologies emerge. Customers increasingly want to receive their goods faster, more f lexibly, at a lower price and in a way that is least harmful to the environment