Supply Chain Innovation Trends

I look at the first transatlantic flight using 100% sustainable aviation fuel (SAF) in a way similar to the US’s Moonshot project. My team was tasked with testing and evaluating the flight's non-CO2 emissions from the SAF – just one aspect of the project. But what we were all trying to do – the academics, OEMs, airlines and the government – was demonstrate that SAF is a feasible fuel that worked. Our ‘SAFshot’, as I call it, was a success. I was on Flight100 when it took off in November 2023. It used 100% SAF on both Rolls-Royce Trent 1000 engines (Boeing 787). The flight travelled safely from London to New York. We reduced the emissions for that journey by 95 tonnes CO2e (equivalent to 64% CO2 reduction) compared to traditional jet fuel. The technology works. So why are we not using SAF in all our flights? The resources aren’t there. Yes, there is a clear political will to decarbonise the aviation industry. The UK, EU, US and many other countries have set ambitious targets and SAF mandates. But for us to meet these, a significant amount of research and innovation will be needed – to produce the amount of SAF required and at an affordable cost. At an international level, the aviation industry may need 490 million tonnes of aviation fuel a year by 2030. To meet the current UK mandate targets, 10% of UK aviation fuel consumption – 12 million tonnes per year, which translates to 1.2 million tonnes of SAF – will need to be changed to SAF by 2030. At the moment, we are at approximately 0.11 million tonnes, so there's a substantial gap to bridge in the next five years. One major bottleneck is the high cost of SAF. We need a breakthrough technology to make SAF more affordable and improve feedstock availability and quality, ensuring its unlimited use as a future fuel. Currently, biomass and waste-based feedstocks are utilised for SAF production. We are now exploring next-generation technologies that leverage green hydrogen and CO2 capture from the air, powered by nuclear Small Modular Reactors or renewable energy sources. This approach promises an unlimited supply chain feedstock, marking a significant breakthrough. Consequently, major aviation stakeholders are concentrating on these advanced production pathways. In Sheffield, when we applied for funding for our Energy Innovation Centre in 2018, we took a risk. We looked to the future, saw the importance of decarbonisation and considered the impact on the aviation sector. Taking this risk means our capabilities and facilities are maybe five to 10 years ahead of our competitors, which is why so many companies have chosen us as their main partner to deliver. We are showing how we can provide the missing piece of the puzzle – cost reduction and availability. Our next ‘SAFshot’ should focus on exceeding the SAF mandate targets – ‘mandate plus’ – to decarbonise the sector quicker. We have taken our first, not-so-small step – it’s now time to take a giant leap forward for the future of our planet.

bigbasket just abandoned its entire traditional e-commerce business for 10-minute deliveries. India's largest grocer has already ditched their entire business model. ❌ No more planned deliveries.  ❌ No more time slots. Starting next month, everything will be delivered in 10-30 minutes. The pivot was inevitable as BigBasket was losing the race badly: → Revenue grew only 6.27% in FY24 while competitors exploded  → BB Now has just 10% market share despite being India's largest grocer → Blinkit's revenue jumped 145% in the same period  → Zepto raised $665 million and became the poster child of quick commerce Even customers are moving more towards quick commerce, as quick commerce grew 77% last year vs. traditional e-commerce at 13%. BigBasket built their reputation on scheduled deliveries for over a decade, but consumer behavior shifted faster than they adapted. Now they're throwing $1 billion to catch up. This is what makes this move massive: → Expanding from 400 to 700 dark stores  → Targeting $1 billion revenue just from quick commerce  → Complete abandonment of their original model in upcoming months Consumer behavior has shifted, and people want everything fast. The convenience economy is here to stay. For Zepto and Blinkit, this means serious competition is coming. A well-funded, experienced player with deep pockets just entered their game. For consumers, this means better prices and faster service as competition heats up. Has quick delivery changed how you shop?

As the CEO of DP World Europe, it’s my job to anticipate the major logistics trends that will continue to impact our industry. And in the wake of DP World’s third annual Global Freight Summit, I found myself reflecting – what are the trends that freight forwarders, supply chain providers, and industry specialists alike are looking out for? Here’s my view: 1. Digitalisation: In Europe’s highly interconnected trade ecosystem, digital solutions have been critical in streamlining supply chains and improving cross-border efficiency. Embracing smart logistics has allowed us to reduce costly delays at our ports and terminals and strengthen Europe’s position in global trade. 2. Sustainability: Europe is at the forefront of a more sustainable transition, and decarbonising our supply chains is not just an obligation but a competitive advantage. Future trade in Europe will be as much about greener credentials as about efficiency. 3. Geopolitical and Macro-Economic Uncertainty: From inflation to energy crises, Europe’s trade landscape has taught us the importance of resilience. Building flexibility into our operations and fostering meaningful collaborations with our customers have been vital in mitigating risks and maintaining stability. 4. Socio-Cultural Change and Demand: European consumers are driving demand for more sustainable, faster, and more transparent supply chains. Adapting to these expectations has reinforced the need for innovative solutions that not only meet demand but also reflect the values of the markets we serve. Europe’s trade landscape is evolving rapidly, and with every challenge comes an opportunity to better our industry. To find out more about how DP World is finding solutions to supply chain challenges, visit: https://lnkd.in/esfMsv3y

Modeling something like time series goes past just throwing features in a model. In the world of time series data, each observation is associated with a specific time point, and part of our goal is to harness the power of temporal dependencies. Enter autoregression and lagging -  concepts that taps into the correlation between current and past observations to make forecasts.  At its core, autoregression involves modeling a time series as a function of its previous values. The current value relies on its historical counterparts. To dive a bit deeper, we use lagged values as features to predict the next data point. For instance, in a simple autoregressive model of order 1 (AR(1)), we predict the current value based on the previous value multiplied by a coefficient. The coefficient determines the impact of the past value on the present one only one time period previous. One popular approach that can be used in conjunction with autoregression is the ARIMA (AutoRegressive Integrated Moving Average) model. ARIMA is a powerful time series forecasting method that incorporates autoregression, differencing, and moving average components. It's particularly effective for data with trends and seasonality. ARIMA can be fine-tuned with parameters like the order of autoregression, differencing, and moving average to achieve accurate predictions. When I was building ARIMAs for econometric time series forecasting, in addition to autoregression where you're lagging the whole model, I was also taught to lag the individual economic variables. If I was building a model for energy consumption of residential homes, the number of housing permits each month would be a relevant variable. Although, if there’s a ton of housing permits given in January, you won’t see the actual effect of that until later when the houses are built and people are actually consuming energy! That variable needed to be lagged by several months. Another innovative strategy to enhance time series forecasting is the use of neural networks, particularly Recurrent Neural Networks (RNNs) or Long Short-Term Memory (LSTM) networks. RNNs and LSTMs are designed to handle sequential data like time series. They can learn complex patterns and long-term dependencies within the data, making them powerful tools for autoregressive forecasting. Neural networks are fed with past time steps as inputs to predict future values effectively. In addition to autoregression in neural networks, I also used lagging there too! When I built an hourly model to forecast electric energy consumption, I actually built 24 individual models, one for each hour, and each hour lagged on the previous one. The energy consumption and weather of the previous hour was very important in predicting what would happen in the next forecasting period. (this model was actually used for determining where they should shift electricity during peak load times). Happy forecasting!

New developments on SAF (Sustainable Aviation Fuel) The aviation industry is making significant strides toward sustainability with the advancement of Sustainable Aviation Fuel (SAF). Recent developments include: - Asia's SAF Production Surge: Asia's capacity to produce SAF is set to surpass regional demand in 2025, leading to increased exports and potential price reductions. While production is ramping up with at least five new projects, demand remains subdued due to limited policy mandates and the higher cost of SAF compared to conventional jet fuel. - Japan's MORISORA Project: Japan Airlines and Airbus are collaborating on the MORISORA Project, aiming to produce bioethanol-based SAF from domestic wood biomass. This initiative represents a significant step toward large-scale SAF production, leveraging innovation and sustainable resources. - Delta's Innovative Aircraft Design: Delta Air Lines, in partnership with JetZero, has unveiled plans for a blended-wing-body aircraft designed to reduce emissions and fuel costs. Scheduled for a maiden flight by 2027, this aircraft is part of Delta's strategy to achieve carbon neutrality by 2050 and is expected to operate on SAF. These developments underscore the industry's commitment to reducing carbon emissions and promoting sustainable practices. #SustainableAviationFuel #SAF #AviationInnovation #Sustainability #GreenAviation

The Union Budget’s announcement to develop dedicated rare earth and #criticalmineral corridors across #TamilNadu, #Kerala, #Odisha, and #AndhraPradesh comes at a decisive moment for India and the global economy. This initiative is not merely about mining - it is about strategic autonomy, clean industrial growth, and long-term economic resilience. Today, China controls over 60% of global rare earth mining and nearly 85% of processing capacity, creating significant supply-chain vulnerabilities for clean energy, electric mobility, electronics, defence systems, and advanced manufacturing. In contrast, countries such as the United States, Australia, and the European Union are aggressively building domestic capabilities, strategic reserves, and recycling ecosystems to reduce dependence on concentrated supply sources. Rare earth elements are essential inputs for EV motors, wind turbines, solar technologies, semiconductors, batteries, defence electronics, and medical equipment. As India targets large-scale EV adoption, renewable energy expansion, and domestic semiconductor manufacturing, secure access to critical minerals becomes non-negotiable. The proposed corridors—spanning mining, processing, R&D, and manufacturing create an integrated ecosystem rather than fragmented interventions. Equally important is the opportunity to supplement primary mining with secondary sources. Estimates indicate that India’s e-waste alone could yield nearly 1,300 tonnes of rare earth elements, while mine tailings and industrial waste offer additional recovery potential. Last year’s ₹1,500 crore allocation for extracting critical minerals from waste streams was an important start, but scale, coordination, and regulatory clarity are now essential to unlock meaningful impact. The regulatory framework must evolve accordingly. E-waste Management Rules should clearly classify critical minerals as high-value strategic resources, not residual waste. Extended Producer Responsibility (EPR) frameworks must go beyond compliance and actively incentivise recovery, recycling, and reuse. At the same time, India’s large informal recycling sector—currently operating without safety nets must be formalised through technology transfer, skilling, access to finance, and transition incentives, ensuring both environmental protection and dignified livelihoods. From an economic and urban governance perspective, the implications are significant. Rare earth corridors can catalyse clean manufacturing clusters, generate high-skill employment, and reduce import dependence. Cities and industrial regions will benefit from value-added manufacturing, innovation ecosystems, and circular-economy models that align growth. If executed with coordination and clarity, this initiative can deliver multiple dividends: lower emissions, reduced waste, enhanced competitiveness, skilled job creation, and greater self-reliance.

I came across by this random Twitter post, which shared a fun spec ad on magicpin’s 15min food delivery offering (pic). Intrigued, I spent the last 2hrs researching about it. And I am really excited, as Anshoo and team have practically worked out a whole new hyperlocal logistics model to challenge the duopoly of Swiggy and Zomato (which is also a shareholder)  🙌🙌 Data is proof that this is a serious challenger to the two big giants. But, it’s quite sad that there is no post out there, covering this new logistics model that Magicpin has built, and what makes it different. Thus, here is all I learned! .. See, Magicpin has been onboarding tens of thousands of restaurants across cities to deliver food via Govt-backed ONDC at very low commission rates. And it already does ~2 lakh orders a day, which is about a tenth the scale of Swiggy & Zomato. Thus, already a serious contender in the food delivery market. But, how did it get there? -> It onboarded numerous delivery partners in various cities, including big names like Shadowfax, Rapido, Porter, Ola and Zypp Electric -> And, it began assigning the order pick-up and delivery to the lowest-cost provider from a given radius -> Magicpin practically perfected this model to the extent that it promised 30-minute deliveries This helped it cement to a tenth of Zomato and Swiggy’s scale in such less time 👏👏 .. Having aced this, Magicpin started conceptualising a new disruption for the space - MagicNOW. This was about partnering with restaurants to enable food order deliveries within 1.5-2km radius in a targeted 15mins. And this is something Magicpin has nailed over the last month or so, with nearly a lakh deliveries from ~2k restaurants and QSR brands across Bengaluru, Hyderabad, Mumbai, Chennai, NCR and Pune. These included big brands like Chaayos, Faasos, Wendy’s, Burger King, McDonald’s etc. Outcome? A means for the restaurant and QSR industry to deliver food orders in 15mins, without sharing much of the margins with Swiggy or Zomato 👏👏 .. With that, we now have 4 serious players in the game rapid food delivery game. -> Swiggy’s Bolt which competes with the hyperlocal delivery industry -> Zepto Cafe and Zomato’s Bistro by Blinkit, which competes with hyperlocal logistics players and also restaurants -> MagicNOW which doesn’t compete, but generates more business for them. That puts it on a favourable supply side pedestal versus Zomato or Swiggy And given Magicpin had scaled to ~2L orders already, the 15min delivery promise will surely perk up its daily order volumes in a big way. .. That said, I share such non-trending insights with 20k+ investors on WhatsApp daily. Do check out: https://lnkd.in/gKrAWbnt Best, Jayant Tags: Open Network For Digital Commerce (ONDC) | #magicNOW #quickcommerce

🚢 What’s Shaping Supply Chains Right Now? The past 60 days have brought big shifts in supply chain conversations. Companies aren’t just reacting to disruption anymore—they’re talking about reinvention, exploring new strategies, and figuring out what’s actually feasible. Here are the key themes emerging: 🔹 AI & Automation – The buzz is turning into real-world applications in forecasting, risk management, and decision-making—but many are still in the early stages of understanding how to implement it effectively. 🔹 Resilience & Agility – It’s a priority, but the path isn’t always clear. Companies are testing scenario modeling and AI-driven insights to build flexibility into their operations. 🔹 Visibility & Transparency – Whether through IoT, blockchain, or digital twins, businesses are pushing for better end-to-end visibility—especially in maritime logistics, where tracking remains a challenge. 🔹 Geopolitical Risks & Trade Complexity – Uncertainty in regulations and trade policies is forcing companies to reassess sourcing and compliance strategies—often with no easy answers. 📖 Read the full article below for deeper insights The direction is clear—companies want to be more agile, data-driven, and resilient—but the reality is that execution takes time. What trends are you seeing in your supply chain? Let’s discuss. #SupplyChain #AI #Resilience #Logistics #TradeCompliance #DigitalTransformation

India’s quick food delivery space is on fire By 2030, this market is expected to cross ₹2 lakh crore Growing at a steady 18% CAGR We now have five players defining five radically different paths: 1. Zepto Cafe - Went from 30k to 100k+ daily orders - 50% gross margin on snacks & drinks - Built for 10-minute delivery via dark stores • Snack-first = higher margins than meals • Urban density + micro-warehousing is its engine • Positioned as a full-stack alternative to Zomato/Swiggy But: - Operations were paused in 44 stores across North India - Delhi NCR, Agra, Meerut, Haridwar, Gorakhpur, Amritsar, and Ghaziabad were impacted - Supply + staffing crunch triggered shutdown • Target to resume Q2 FY26 •Highlights the fragility of scaling ops too fast •High dependency on hyper-local labor & logistics 2. Bistro by Zomato  Zomato tried a restaurant-led 10-minute model.  It failed. • Kitchens weren’t ready • Restaurant menus were too long • CX was inconsistent - So they pulled the plug—and went all in on Blinkit’s Bistro kitchens. - Now active across Delhi NCR, Mumbai, Bengaluru. - More than 100 kitchens. Zomato now controls the experience end-to-end. • Tighter kitchen prep timelines • Curated, limited menus  • Blinkit infrastructure as a moat 3. Swiggy Bolt Swiggy’s counterpunch? Bolt - Live in 500 cities - 10–15 min food delivery - Now over 10% of total Swiggy food orders Unlike Zomato’s earlier model, Swiggy took a smarter route: • Partnered with restaurants to create Bolt-only prep stations • Menus capped at 8–10 items for speed • Uses cloud kitchen expertise to streamline ops Bolt isn’t about being everywhere. It’s about owning the urban “hungry-now” moment - Ideal for metros - Great for high AOV use cases - Appeals to speed-first professionals 4. Swiggy Snacc Snacc is Swiggy’s most interesting—and riskiest—play - A standalone app - Built for snack-first consumers - Targets urban, health-conscious professionals Think cold brews. Protein bars. Shakes. Delivered in <10 minutes. Unlike Bolt or Bistro, Snacc is not about meals. It’s about intent-driven indulgence. Why a separate app? • To test a focused vertical • To learn from behavioural signals • To keep branding distinct from Swiggy’s mainline But:  - Low order frequency.  - Harder to builda habit.  - Limited scale outside major cities. 5. bigbasket enters the chat BigBasket just announced a national rollout of 10-minute food delivery. Starting with: - 40 dark stores by July - Snacks from Starbucks and Qmin (Tata-owned) - No third-party brands involved The twist? They’re bundling food with existing grocery orders. This means: • Lower delivery cost per order • Higher AOV per cart • Repeat use from a loyal base And they’re expanding dark stores from 700 → 1200 by end-2025. So what’s really going on here? Standalone apps. Snack-only menus. Bundled logistics. This isn’t just food delivery anymore. It’s micro-commerce. Optimized for time, mood, and moment.