Commenting on his predictions for 2026, Chris Clowes, executive director at global supply chain and logistics consultancy, SCALA, said:
“As we look ahead to 2026, one of the biggest shifts facing supply chain leaders will be how AI, automation and data-driven tools are transforming the nature of our work at every level. The impact it’s having on skills, roles and leadership is becoming impossible to ignore.
“Entry-level and transactional jobs that once gave future managers their grounding are disappearing as forecasting, planning and analysis become increasingly automated. At the same time, warehouses are adopting robotics, wearables and advanced safety systems that raise productivity but also reduce headcount and require new technical skills that not everyone can access easily. Even in transport, the move toward autonomous and semi-autonomous vehicles will soon start to reshape what driving roles will look like.
“All of this puts a premium on reskilling, retraining and creating real pathways for progression. Traditional education and training models simply can’t keep pace, so businesses, educators and government will need to work far more closely together. Apprenticeships, vocational routes and mid-career retraining will become critical to keeping people employable as job content changes. And as routine tasks fall away, human strengths like judgement, communication and empathy will only grow in value.
“At the same time, we can’t ignore the well-being dimension. The sheer number of digital tools colleagues interact with daily risks creating cognitive overload. Responsible employers will need to think about wellbeing across both the physical and digital environment, ensuring technology enhances roles rather than eroding them.
“Ultimately, the next phase of supply chain transformation will hinge as much on people as on technology. Organisations that put human capability, inclusion and wellbeing at the centre of their strategy, not at the margins, will be the ones best placed to adapt to what’s coming next.”
Commenting on his predictions for 2026, Adam Coventry, executive director at global supply chain and logistics consultancy, SCALA, said:
“As we head into 2026, automation is entering a new phase where technology, commercial models and workforce expectations are shifting. The push for genuinely turnkey automation is driving far closer partnerships between software providers, robotics firms and integrators, giving businesses access to cohesive end-to-end solutions rather than piecing together multiple systems. This alignment will be vital as warehouses grow more complex and performance demands continue to rise.
“We’re also seeing Robots as a Service evolve into full Automation as a Service. For many, this removes a major barrier by replacing heavy capital investment with predictable operating costs, while enabling continuous upgrades and improved flexibility.
“These developments, however, come with workforce implications. As automation and AI absorb more routine, entry-level tasks, traditional starting roles in warehousing and logistics are declining. That puts pressure on talent pipelines: without those foundational roles, businesses will need new ways to develop the next generation of supervisors, planners and operational leaders. Technical capability will matter, but so will structured, practical experience.
“In the year ahead, the businesses that treat automation as both a technology decision and a people decision will be best positioned to succeed. The aim isn’t simply to automate, it’s to build operations that are more resilient, more adaptable, and better equipped to develop the workforce of the future.”
Commenting on his predictions for 2026, Rob Wright, executive director at global supply chain and logistics consultancy, SCALA, said:
“As we move into 2026, UK supply chains face another year where cost pressures, labour shortages and sustainability goals all collide – and that’s making automation a fundamental investment. Technologies such as Autonomous Mobile Robots (AMRs) and Automated Guided Vehicles (AGVs) are moving rapidly into the mainstream, helping businesses maintain throughput without relying solely on manual labour. At the same time, AI, machine learning and cloud-based SaaS tools are giving organisations far more intelligence, flexibility and control without the heavy upfront costs.
“This technological shift is unfolding against a backdrop of geopolitical tension, trade uncertainty and climate pressure, so supply diversification will remain a priority. Many UK businesses will continue exploring regional sourcing and nearshoring to strengthen resilience, while sustainability investment accelerates, from electric HGVs to collaborative route planning that reduces empty running and cuts emissions.
“But the real pressure point remains people. Skills shortages persist across the sector, particularly in driving and technical roles. Competitive pay, better shift patterns and clear development pathways will be essential to attracting and retaining the talent needed to support this next phase of change.
“In 2026, the businesses that perform best will be those that invest not only in automation and diversified supply, but in the people and partnerships that underpin resilient operations. Automation will deliver efficiency, but long-term strength will come from how well organisations combine it with skilled teams, sustainable practices and smart, future-ready investment.”
