Supply Chain Management

China is electrifying its trucking fleet so fast that it’s now reshaping global diesel demand. This has not been widely covered by the mainstream media. Here's how quickly things have shifted: ➡️ 2020: Nearly every new truck in China was diesel ➡️ H1 2025: Battery-powered trucks reached 22% of new sales ➡️ Dec 2025: Battery-powered trucks hit 54%, achieving a majority share for the first time China's sales of "New Energy Vehicle" trucks in 2025 were almost triple the 2024 total – and the share is now expected to reach around 60% this year. And what's driving this shift? Economics. Rapidly falling battery prices mean electric trucks are now cheaper to own and operate than diesel or LNG alternatives – with each truck saving fleet operators around $165,000 over a 10-year operating life. Fleet operators are also increasingly adopting depot charging, opportunity charging and battery-swap networks – removing the last points of friction. This is a market-wide shift in the most energy-intensive road transport segment in the world’s largest vehicle market. And it matters: road freight accounts for around one third of global transport emissions. The impact on oil demand is already visible: ✅ China's electric trucks are already cutting oil demand by the equivalent of more than one million barrels a day. ✅ China's transport sector is forecast to use 40% less diesel in 2030 than in 2024. So why did analysts miss this? Most models assumed heavy trucks would be the last segment to electrify — but China moved faster on battery-swap infrastructure, ultra-cheap LFP batteries, and high-utilisation urban freight fleets. The economics flipped earlier than the forecasts assumed. The result: diesel demand in China – the world’s second-largest consumer – could fall much faster than many predicted. And that's not all. Already the world's largest exporter of passenger cars, China is now eyeing the global electric truck market. Adoption is growing in the Middle East and Latin America and BYD is building a new electric truck and bus factory in Hungary. This is just the beginning.

𝗗𝗮𝘁𝗮 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 𝗶𝘀 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝗺𝗶𝘀𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗼𝗼𝗱 𝘁𝗼𝗽𝗶𝗰𝘀 𝗶𝗻 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲. Because most people explain it from the inside out: policies, councils, standards, stewardship. But the business does not buy any of that. The business buys outcomes: → trustworthy KPIs → vendor and partner data you can actually use → faster financial close → fewer reporting escalations → smoother M&A integration → AI you can deploy without creating risk debt Most AI programs fail for boring reasons: nobody owns the data, quality is unknown, access is messy, accountability is missing. 𝗦𝗼 𝗹𝗲𝘁’𝘀 𝘀𝗶𝗺𝗽𝗹𝗶𝗳𝘆 𝗶𝘁. 𝗗𝗮𝘁𝗮 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 𝗶𝘀 𝗳𝗼𝘂𝗿 𝘁𝗵𝗶𝗻𝗴𝘀: → ownership → quality → access → accountability 𝗔𝗻𝗱 𝗶𝘁 𝗯𝗲𝗰𝗼𝗺𝗲𝘀 𝘃𝗲𝗿𝘆 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂 𝘁𝗵𝗶𝗻𝗸 𝗶𝗻 𝟰 𝗹𝗮𝘆𝗲𝗿𝘀: 1. Data Products (what the business consumes) → a named dataset with an owner and SLA → clear definitions + metric logic → documented inputs/outputs and intended use → discoverable in a catalog → versioned so changes don’t break reporting 2. Data Management (how products stay reliable) → quality rules + monitoring (freshness, completeness, accuracy) → lineage (where it came from, where it’s used) → master/reference data alignment → metadata management (business + technical) → access controls and retention rules 3. Data Governance (who decides, who is accountable) → data ownership model (domain owners, stewards) → decision rights: who can change KPI definitions, thresholds, and sources → issue management: triage, escalation paths, resolution SLAs → policy enforcement: what’s mandatory vs optional → risk and compliance alignment (auditability, approvals) 4. Data Operating Model (how you scale across the enterprise) → domain-based setup (data mesh or not, but clear domains) → operating cadence: weekly issue review, monthly KPI governance, quarterly standards → stewardship at scale (roles, capacity, incentives) → cross-domain decision-making for shared metrics → enablement: templates, playbooks, tooling support If you want to start fast: Pick the 10 metrics that run the business. Assign an owner. Define decision rights + escalation. Then build the data products around them. ↓ 𝗜𝗳 𝘆𝗼𝘂 𝘄𝗮𝗻𝘁 𝘁𝗼 𝘀𝘁𝗮𝘆 𝗮𝗵𝗲𝗮𝗱 𝗮𝘀 𝗔𝗜 𝗿𝗲𝘀𝗵𝗮𝗽𝗲𝘀 𝘄𝗼𝗿𝗸 𝗮𝗻𝗱 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀, 𝘆𝗼𝘂 𝘄𝗶𝗹𝗹 𝗴𝗲𝘁 𝗮 𝗹𝗼𝘁 𝗼𝗳 𝘃𝗮𝗹𝘂𝗲 𝗳𝗿𝗼𝗺 𝗺𝘆 𝗳𝗿𝗲𝗲 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/dbf74Y9E

Global energy security faces an unprecedented range of risks & uncertainties across multiple fuels & technologies. The new International Energy Agency (IEA) World Energy Outlook’s scenarios show the synergies & trade-offs with other priorities like affordability, access & climate: https://iea.li/3JTJphc Newer vulnerabilities like critical minerals join traditional oil & gas risks. Geographic concentration in refining has grown for nearly all key minerals since 2020. One country dominates refining of 19 of 20 strategic minerals with a ~70% average share: https://iea.li/3LWnI0A Securing supply chains for critical minerals – vital not only for grids, batteries & EVs but also for AI chips, jet engines, defence & other strategic industries – requires looking beyond mining. Strengthened efforts are also needed to diversify refining & processing. Oil markets look well supplied in the near term, but the outlook varies. In the Current Policies Scenario, demand keeps rising through 2035 & beyond as electric vehicle sales stall outside China & Europe. In the Stated Policies Scenario, broader EV growth flattens global oil use around 2030. New LNG project approvals have surged in 2025, adding to the coming wave of natural gas supply in the years ahead. About 300 bln cubic metres of new annual LNG export capacity is scheduled to start operation by 2030. But questions still linger about where all the new LNG will go. A year ago, IEA said the world was moving quickly into the Age of Electricity – it’s clear today that age has already arrived. Electricity is the key energy source for sectors accounting over 40% of the global economy & the main energy source for most households. Renewables are set to grow faster than any other major energy source across #WEO25 scenarios, led by solar PV. And nuclear’s comeback is underway, with global capacity set to rise by at least a third by 2035. Natural gas is also poised to play a growing role in power generation. The Age of Electricity is set to reshape the nature of power system security. Careful attention is needed to ensure the availability of dispatchable sources, boost system flexibility & resilience, and expand & modernise the world’s grid networks. As countries face rising energy security risks, the world is falling short on universal access. 730 mln people live without power, and nearly 2 bln rely on basic cooking methods. #WEO25 shows a path to electricity for all by 2035 & clean cooking by 2040, with LPG playing a key role. With climate risks rising, WEO25 shows global warming regularly exceeding 1.5C by 2030 in all scenarios. The CPS sees emissions rise then plateau; in the STEPS, they peak then slowly decline. Only the updated net zero scenario brings temperatures back below 1.5C in the long term. Explore the wealth of freely available energy analysis in #WEO25: https://iea.li/3LWnI0A And join the lead authors, Laura Cozzi & Tim Gould, and me for our LIVE launch event at 11 CET: https://iea.li/4qJGbNS

🚛 WHEN TRANSPORT LEARNS TO THINK GREEN I came across a concept today that stopped me — an autonomous hydrogen truck-trailer drone designed for long-distance freight. At first, it looked like another futuristic vehicle. But then it hit me: this isn’t just transport evolving — it’s intent evolving. For decades, we’ve designed logistics around speed and scale. Now we’re finally designing around sustainability. This new concept merges autonomy, aerodynamics, and hydrogen power to do something radical: → Eliminate carbon emissions in heavy freight. → Cut operational energy costs through intelligent routing. → Reduce highway congestion with coordinated drone convoys. It’s not just engineering — it’s a shift in philosophy. A move from moving faster to moving responsibly. We often talk about “green tech” as a feature — but the real shift happens when sustainability becomes the invisible infrastructure behind innovation. It’s not an addition to progress. It is progress. What’s needed now isn’t more invention — it’s integration. We need to: ✅ Build networks where clean energy and automation reinforce each other. ✅ Redefine “efficiency” to include environmental balance. ✅ Shift from carbon offsetting to carbon prevention at design level. Because the next breakthrough won’t come from faster engines — but from systems that make waste impossible by design. That’s when technology stops being an experiment in innovation… and becomes an expression of intelligence. So here’s the question I keep returning to — 👉 Will the next era of transport be powered by fuel — or by foresight? #Innovation #Sustainability #Hydrogen #AutonomousVehicles #GreenTech #Logistics #FutureThinking

No words. No narration. Just one of the most powerful demonstrations of automotive safety technology I’ve seen. This video showcases Volkswagen’s Emergency Assist system, and it’s a masterclass in effective communication. Watch what happens when the system detects an unresponsive driver: 1. Alerts: It first tries to get the driver's attention. 2. Physical Intervention: It then does something fascinating...it jabs the brakes in an attempt to physically jolt the driver awake. 3. Autonomous Action: When there's no response, it takes control. It assesses the surroundings, activates the turn signal, and safely navigates the car across multiple lanes to the shoulder. 4. Secure & Call: Finally, it brings the vehicle to a complete stop, turns on the hazard lights, and automatically makes an emergency call. Think of the real-world implications. It's a lifeline for anyone experiencing a sudden medical event—a seizure, a heart attack, a narcoleptic episode. It also provides a critical safety layer for our aging population, helping older drivers maintain their mobility and independence with more confidence and peace of mind for their families. This technology will save lives. Period. Incredible work by the engineering and design teams at Volkswagen. This is human-centered technology at its best. What are your thoughts? #AutomotiveTechnology #RoadSafety #Innovation #Volkswagen #DriverAssist #Engineering #FutureOfMobility

Purpose is essential. It drives, motivates and gives focus. But, how do you communicate it in your organization and turn it into action? Use the Pyramid of Purpose The Pyramid of Purpose is a simple tool laying out the hierarchy of an organization’s strategic plan. The original version contains four questions: Why? What? How? and Who? While useful, it is incomplete. This is why I have extended it to the full “5W1H’ questions to further specify what is meant. As the picture shows, the Pyramid of Purpose puts the 5W+1H questions in a particular order. There is a logic to this. From abstract to specific, the questions refer to the following: WHY? This question asks for the overall purpose of the organization and the strategy, which is often reflected in an organization's Mission and Vision statements. It captures the organization’s primary reason for existence, why it does what it does. WHERE? A demarcation of scope and location. As most organizations do not address the entire world, it is useful to specify for which (part of the) organization, industry, or region the Why? question applies. This includes describing who is affected, or which unit, department or region. WHAT? Turning the overall purpose into clear and measurable goals and objectives. At this level it becomes clear what is meant with the overall purpose. Given that this may be different for different units and departments, the Pyramid may split from here on downwards so that the What? How? When? and Who? questions are answered differently for each of them. HOW? At this level, you explain what needs to be done in order to achieve the goals and objectives of the previous level. This includes defining actions, initiatives, tasks, projects, or anything else that describes what needs to happen and change to achieve the objectives and thereby the organization’s purpose. WHEN? Once it is clear what needs to be done and how, the next step is to define when. This concerns setting priorities and making decisions about what will be done and what not, and about when and in which order. It leads to a high-level long-term roadmap and a short-term concrete action plan that drives action throughout the organization. WHO? The final question concerns the allocation of people and resources. This includes budgeting and reserving sufficient capacity for executing the plan that results from the previous levels. Without assigning clear tasks and responsibilities, nothing will really happen, making this last step as important as the previous five. Time for some work: what does your organization’s Pyramid of Purpose look like? === → Subscribe to my Soulful Strategy newsletter here: https://lnkd.in/e_ytzAgU #purpose #valuecreation #businessdevelopment

Actions to Reduce Scope 3 Emissions 🌎 Scope 3 emissions typically account for the largest share of a company's carbon footprint, covering indirect emissions across the entire value chain. Addressing them effectively requires a multifaceted approach that engages suppliers, customers, and other stakeholders. This framework outlines clear actions across key Scope 3 categories, ranging from procurement to investments. Each action is categorized into three progressive levels, encouraging companies to start with quick wins and advance toward deeper integration and systemic change. In purchasing and capital goods, strategies include substituting high-GHG materials and equipment, applying GHG criteria in investment decisions, and engaging suppliers to standardize emissions reporting. These measures aim to embed sustainability criteria across the sourcing process. For energy-related activities and transportation, reducing energy consumption, switching to lower-emission fuels, and electrifying fleets play a critical role. While some listed actions—such as on-site renewable generation—typically fall under Scope 1 or 2, they remain integral to broader decarbonization strategies. Operational waste and product lifecycle emissions require both upstream and downstream interventions. Companies can minimize waste at source, enhance recycling processes, and design for recyclability, ensuring materials remain in circulation and emissions are mitigated across product life cycles. Business travel, employee commuting, and leased assets offer opportunities to reduce emissions through virtual collaboration tools, promotion of public transport, retrofitting for energy efficiency, and improving facility operations—highlighting the value of internal policies and infrastructure upgrades. Downstream logistics and product use demand focused improvements in logistics efficiency and product energy performance. Encouraging efficient product use and adopting low-GHG energy sources can reduce the footprint associated with sold goods and services. Franchise and investment-related emissions emphasize the importance of supporting energy-efficient operations and prioritizing low-carbon investment portfolios. Channeling funding into clean tech and applying rigorous climate criteria to investment decisions are essential for long-term impact. The success of Scope 3 reduction strategies depends not only on technical interventions but also on clear governance and collaboration frameworks. Accurate data collection, traceability, and continuous engagement across the value chain ensure sustained progress. Comprehensive Scope 3 management is vital for achieving credible net-zero targets. This framework provides a roadmap to operationalize reductions, integrating climate action into the heart of corporate strategy and ensuring alignment with global decarbonization goals. #sustainability #sustainable #business #esg #emissions

US trade policy is puzzling the world. But tariffs and protectionism aren't solutions—they're symptoms. For decades, America's middle class has faced economic hardship due to Reagan-era cuts to social safety nets, compounded by globalisation and automation—the "globotics shock." Unlike other advanced economies, the US failed to protect its workers, fueling deep economic frustration. This simmering anger reshaped politics, driving populist protectionism. Tariffs became politically convenient scapegoats, blaming foreigners rather than addressing root problems. America's trade turmoil isn’t temporary—it's a deep shift driven by middle-class malaise. To truly understand US trade policy today, look beyond trade itself.

In Ghana, Nigeria, and Burkina Faso, women in rural cooperatives produce some of the world’s finest shea butter- by hand, in conditions many global consumers will never see. Locally, it’s sold raw for $1 to $2 per kilogram. That same shea butter, once exported, repackaged, and labeled “organic” or “artisanal,” can sell in the U.S. or Europe for $30 to $50 or more. The difference? Branding. Packaging. Storytelling. Access to global markets. It’s not just shea butter. It’s coffee, cocoa, hibiscus, moringa, baobab oil- Africa exports raw, and imports wealth back in the form of marked-up goods. Meanwhile, the women who do the hardest work in the value chain often remain in poverty. This isn’t just an economic issue. It’s about power and narrative. The current system rewards ownership of the story, not just the substance. So what needs to change? 🔹 Investing in African-owned brands that can go beyond raw exports 🔹 Building infrastructure for local manufacturing and distribution 🔹 Creating access to retail markets, both on the continent and abroad 🔹 Shifting from “supplier” to brand owner, from “producer” to value creator Africa doesn’t need saving. It needs more control over its own value chains, and support for the people, especially women, who are the backbone of its raw material economy. Let’s stop asking why global brands profit from African goods and start asking what it takes to build our own. Image cred: @tanziehq #Africa #RawEconomy #ValueChain #Entrepreneurship #OwnTheNarrative

Finally - a database of AI risk mitigations. MIT has released their AI Risk Mitigations Taxonomy and Report. It's a structured database of 831 mitigation strategies for AI risks, taken from 13 leading frameworks. And it's awesome. This can help AI governance professionals: • Audit and strengthen existing AI risk frameworks • Build AI risk registers and assurance maps with real control examples • Identify blind spots in governance, especially beyond model development One interesting finding: Operational process controls (e.g. testing & auditing) are very common. But many frameworks miss areas like Environmental Impact Management or Model Alignment. Goes to show this space is still evolving. The value of AI depends on how well you govern it. And these controls are a great place to start.