Simarco International proudly sponsors Suffolk Chamber of Commerce Prestige Dinner 2026

🥂New connections, great conversations, and fantastic entertainment all in one night

Team Simarco are proud to have recently attended and sponsored the Suffolk Chamber of Commerce Prestige dinner event, hosted by guest speaker Anton Du Beke.

For Team Simarco, events like these are more than coming together for dinner. They give us the opportunity to connect with local businesses and professions whilst strengthening our existing customer relationships.

A special mention to our customers, everyone who joined us on the Simarco table and to Suffolk Chamber of Commerce for hosting a fantastic evening.

And don’t worry – we left the quickstepping firmly to the evening’s guest speaker 😉🕺

Simarco explains CBAM: The Next Compliance Change Businesses Cannot Ignore

Carbon is becoming both a compliance requirement and a direct cost consideration when moving goods across international borders – and for UK importers, an important change is getting closer.

From 1 January 2027, the UK’s Carbon Border Adjustment Mechanism (CBAM) will introduce a carbon-based tax on imports of specified carbon-intensive goods. Core legislation and initial guidance are now available, although the 2027 sector rates and government default emissions values are still to be published.

That makes the remainder of 2026 an important preparation period: businesses need to establish whether their goods are in scope, what information will be required and what the potential cost could be.

At Simarco International, our in-house customs specialists work with businesses every day to navigate changing international trade requirements, from customs declarations and commodity classification to documentation and wider customs compliance. With UK CBAM approaching, we’re helping businesses understand what the changes could mean in practice and where they need to start preparing.

What is CBAM and why does it matter?

CBAM is designed to address carbon leakage. UK manufacturers can face costs associated with their emissions, while comparable goods made overseas may come from countries where carbon pricing is lower or does not apply in the same way.

The mechanism is intended to place a more comparable carbon price on certain imported goods. Classification, origin, customs value and duty treatment will remain important, but production emissions may now create a direct tax liability.

Businesses familiar with EU CBAM should note that the UK mechanism is separate, with its own scope, thresholds and reporting rules.

From 1 January 2027, UK CBAM will apply to specified goods within five sectors:

Aluminium | Cement | Fertiliser | Hydrogen | Iron and steel

The sector description alone is not enough to determine whether a product is covered. Scope is defined by commodity code, and some goods within the five sectors are specifically excluded. Importers should therefore check their products against HMRC’s latest commodity-code list and continue to monitor the UK Tariff for changes.

What will UK CBAM mean for importers?

In most cases, the liable person will be the UK importer in whose name, or on whose behalf, the customs declaration is made. An agent may assist, but registration and payment responsibility remain with the importer.

Registration is triggered when the customs value of in-scope goods reaches the £50,000 threshold under either a forward-looking 30-day test or a backward-looking 12-month test.

Importantly, the £50,000 figure is a registration threshold based on the value of relevant imports. It is not the CBAM charge, a cap on liability or a tax-free allowance. Businesses below the threshold will still need appropriate records to demonstrate why they are not required to register.

The CBAM charge itself will not be calculated as a percentage of the customs value. Broadly, the calculation will be:

Imported embodied emissions × applicable sector rate – eligible Carbon Price Relief

Imported embodied emissions will generally be determined by multiplying the emissions intensity of the goods by their weight. The government will publish a rate for each sector at the beginning of every quarter, based on the effective UK carbon price and adjusted to reflect free allowances under the UK Emissions Trading Scheme.

To put that into context, if a business imported 100 tonnes of an affected product with embodied emissions of 2 tonnes of CO₂ equivalent per tonne, and the applicable CBAM rate were hypothetically £50 per tonne of CO₂ equivalent, the initial charge would be:

100 tonnes × 2 tCO₂e × £50 = £10,000

The £50 rate in this example is purely illustrative and is not a forecast of the rate that will apply in 2027. Any eligible Carbon Price Relief would then be deducted.

Even so, the example demonstrates why CBAM could affect landed cost, margins, pricing decisions and supplier selection – not simply create another reporting obligation.

The data behind the CBAM charge

For many importers, one of the biggest challenges may not be calculating the eventual liability. It could be obtaining the information needed to calculate it.

Importers will be able to use verified actual emissions data from the overseas producer or government-set default values. If actual data is unavailable or lacks the required verification, a default must be used. At launch, UK CBAM will focus on direct production emissions, including relevant precursor emissions for certain complex goods.

Where goods have been subject to a qualifying overseas carbon pricing scheme, Carbon Price Relief may reduce the UK liability. Appropriate evidence and verification will be required; it will not be enough simply to state that a carbon price was paid.

This makes CBAM as much a supply-chain data challenge as a tax and compliance change.

Information may need to come from manufacturers several tiers back in the supply chain, which means businesses need to consider now whether their suppliers can provide the required emissions and carbon-pricing information.

Why preparation needs to begin in 2026

The first UK CBAM return and payment will be due by 31 May 2028 and will cover relevant imports made during 2027.

That later payment date should not be mistaken for a later start date.

The goods, values, weights and supporting information become relevant from 1 January 2027. A business that discovers part-way through 2027 that it needs verified emissions or carbon-pricing evidence may find itself trying to obtain information retrospectively from overseas manufacturers.

CBAM could also involve several areas of a business, including procurement, finance, sustainability, logistics and customs. Establishing responsibilities before the mechanism begins could therefore make the transition considerably easier.

For importers, preparation during 2026 should include:

• Identifying potentially affected imports using commodity codes, origin, customs value and net weight.
• Testing historical and forecast import values against the £50,000 registration rules.
• Modelling possible CBAM exposure using a range of emissions intensities and carbon-rate assumptions until the official figures are published.
• Asking overseas suppliers whether they can provide actual emissions data, verification evidence and information about any qualifying carbon price.
• Deciding who will own CBAM internally and building the required data into procurement, customs, finance and record-keeping processes.
• Reviewing supply contracts and pricing arrangements to establish who will bear CBAM-related costs and verification expenses.

The aim should be to build CBAM into existing import processes from the outset rather than trying to address the requirements retrospectively.

Preparing for the next change in international trade

International trade compliance increasingly depends on reliable supply-chain information as well as an accurate customs declaration.

For businesses importing goods that could fall within UK CBAM, the message is straightforward: establish the scope, understand the possible cost and start the supplier-data conversation before 1 January 2027.

Preparing early gives businesses more time to understand their exposure, engage with suppliers and incorporate the new requirements into their existing processes before CBAM takes effect.

The legislation starts in 2027. The financial and operational preparation starts now.

Useful government guidance

HMRC: Prepare for the Carbon Border Adjustment Mechanism – Prepare for the Carbon Border Adjustment Mechanism (CBAM) – GOV.UK

HMRC: Commodity codes within scope of UK CBAM – Check which goods are in scope of Carbon Border Adjustment Mechanism (CBAM) – GOV.UK

PPWR: Why Packaging is Becoming a Supply Chain Conversation

The box your goods travel in is becoming just as important as what’s inside it.

Every day, businesses pack products into boxes, stack them onto pallets, secure them with film and send them on their way.

It is such a routine part of moving goods that it is easy to overlook the packaging itself.

But that’s changing.

Last month, the EU’s Packaging and Packaging Waste Regulation (PPWR) changed, introducing new requirements designed to reduce packaging waste and support a more circular approach to packaging across Europe.

For businesses moving goods into or across the EU, packaging is no longer just about protecting a product on its journey. It is becoming part of the wider supply chain conversation.

Think about the journey of a single box:

Consider what happens to the packaging surrounding just one of your products.

It may begin with a supplier. The product is boxed, perhaps surrounded by protective materials, placed onto a pallet and wrapped ready for transport.

From there, it could travel through warehouses, vehicles, ports and distribution centres before eventually reaching your customer.

Then it is unpacked.

Suddenly, all the material that played an important role in protecting that shipment becomes something else entirely: waste that somebody must manage.

Now multiply that by hundreds, thousands or even millions of shipments.

It becomes much easier to understand why packaging is receiving so much attention.

What does PPWR mean for businesses?

The PPWR covers packaging and packaging waste across different materials, with requirements addressing areas including packaging design and composition, recyclability, reuse and waste prevention.

The direction of travel is clear: reduce unnecessary packaging and packaging waste while moving towards packaging that can remain within a more circular economy.

That might sound like an issue for packaging manufacturers or sustainability teams.

Its impact can reach much further into the supply chain.

Start by looking at what you already move:

Preparing for PPWR does not necessarily have to begin with a huge compliance exercise.

Why not start by looking at your existing supply chain and ask some practical questions:

• How much packaging surrounds your products?
• Could any of it be reduced?
• Are boxes routinely much larger than the products inside them?
• Could reusable packaging work for regular movements between the same locations?
• What materials are your suppliers using?
• Does everyone involved in your supply chain understand what the requirements could mean for their part of the journey?

These conversations can uncover potential issues, and opportunities, long before goods are sitting in a warehouse ready to move.

Why changing a box can change more than you think:

Packaging decisions do not happen in isolation.

Changing the dimensions of a box might affect how many products fit onto a pallet.

Change the pallet configuration and you could affect how efficiently a trailer or container is loaded.

Change the packaging material and you may change how the shipment needs to be handled, recovered or recycled.

A seemingly small packaging decision can therefore have consequences across storage, handling, transport and distribution.

That’s why it is worth looking at PPWR as more than another regulatory requirement.

It is also an opportunity to ask whether packaging is working as efficiently as it could across your wider supply chain.

Could you use less material while still protecting the product?

Could better-sized packaging improve pallet utilisation?

Could reusable solutions make sense on repeat routes?

And could conversations with suppliers now prevent more complicated problems further down the line?

Packaging is now part of the bigger supply chain picture:

The way businesses think about packaging is changing.

It still needs to protect products and withstand the realities of international transport. But businesses increasingly need to consider what happens to that packaging before, during and after the journey.

At Simarco, we help customers navigate the practical realities of international supply chains and understand how changing requirements can affect the movement of their goods.

If you’re reviewing what PPWR could mean for your supply chain, speak to our team.

Further information:

For official information on the Packaging and Packaging Waste Regulation, visit the European Commission:

https://environment.ec.europa.eu/topics/waste-and-recycling/packaging-waste_en

Simarco Supports Trust Links Through Employee Fundraising and Community Giving

💚 Sometimes, it’s the everyday things that make the biggest difference. 💚

Earlier this month, we shared our support for the The Peter Pan Centre for Children with Special Needs. Today, we’re pleased to shine a light on another fantastic local charity, Trust Links – Community Mental Health – another donation made possible thanks to the generosity of our employees.

When we asked Trust Links – Community Mental Health how we could help, the answer was simple: practical items that would support their day-to-day work and the people who use their services.

Thanks to everyone’s fundraising efforts, we’ve been able to donate a range of practical items, including an air fryer and microwave to support the charities kitchen facilities, as well as garden tools and gift vouchers to help maintain their outdoor spaces.

These may seem like everyday items, but they’ll play an important role in helping Trust Links – Community Mental Health continue creating welcoming spaces where people can learn new skills, build confidence and connect with others.

Knowing that our fundraising is making a real difference in such a practical way makes every cake sale, raffle, and fundraiser worthwhile.

A huge thank you to every member of the Simarco team who has supported our fundraising throughout the year. Your generosity continues to help us give back to the communities we’re proud to be part of. 💚

What Does Logistics Look Like When Everything Happens in Real Time?

Think about the last time you ordered something online.

Chances are you checked the tracking more than once. You probably wanted to know when it would arrive, whether it was on schedule and if there were any delays along the way.

Now imagine you’re responsible for thousands of pounds worth of stock, coordinating deliveries for customers or keeping a production line running.

Suddenly, knowing where your goods are is not just convenient – it’s critical.

That is exactly why real-time visibility has become one of the biggest priorities in modern logistics.

It is No Longer Just About Moving Freight

For years, logistics was measured by one thing: getting goods from A to B.

Today, that is only part of the picture.

Customers want to know what’s happening throughout the journey. Has the shipment been collected? Has it cleared customs? Is it arriving on schedule? If something changes, they want to know immediately – not hours later.

At Simarco International, we’ve seen this shift first-hand. As supply chains become more connected and customer expectations continue to grow, businesses aren’t just looking for a logistics provider – they’re looking for a partner that can provide visibility, transparency and confidence at every stage of the journey.

Better Visibility Leads to Better Decisions

Real-time logistics is not simply about putting a pin on a map.

It is about giving businesses the information they need to make smarter decisions.

Knowing where freight is, understanding inventory levels, monitoring warehouse activity and receiving live shipment updates all help businesses react faster when circumstances change.

Through Simarco’s customer portal and integrated digital systems, customers can monitor key shipment milestones, access operational reporting and gain greater visibility across their supply chain. That means fewer surprises, quicker responses and more informed decision-making.

Whether it is adjusting production schedules, managing stock levels or keeping customers informed, having the right information at the right time makes a real difference.

Because Things Don’t Always Go to Plan

Let’s be honest – no supply chain is perfect.

Traffic builds up. Weather causes delays. Customs requirements change. Customer priorities shift. Unexpected issues arise every single day.

The difference is not whether problems happen.

It is how quickly you know about them and how effectively you respond.

With experienced customs specialists, warehousing teams and transport experts working alongside real-time operational data, Simarco helps customers identify potential issues early and find practical solutions before they become bigger problems.

That is what creates resilience.

Technology Gives You Information. People Turn It into Action.

We hear a lot about digital transformation, AI and automation in logistics—and rightly so. These technologies are changing the industry for the better.

But technology is not the solution on its own.

Data tells you what is happening.

Experienced logistics professionals decide what to do next.

That is why Simarco continues to invest in digital innovation, customer reporting, supply chain visibility tools and system integration. Supported by our in-house IT expertise, these technologies provide customers with accurate, timely information while enabling our teams to deliver proactive support every step of the way.

The best logistics operations do not rely on technology alone, they combine intelligent systems with knowledgeable people who know how to use them.

Real-Time Logistics Covers More Than Transport

When people think about visibility, they often picture a vehicle moving across a tracking screen.

In reality, it is much bigger than that.

Whether freight is moving by road across Europe, arriving through UK ports via ocean freight, travelling by air or being stored within one of Simarco’s warehousing facilities, customers increasingly expect visibility throughout every stage of the supply chain, not just during transport.

That is why integrated logistics has become so valuable. Instead of viewing warehousing, transport and customs as separate services, businesses benefit when every stage works together and information flows seamlessly from one to the next.

What Does This Mean for Businesses?

Real-time visibility gives businesses something incredibly valuable confidence.

Confidence to plan ahead.

Confidence to communicate with customers.

Confidence to react quickly when circumstances change.

And confidence that they have the information they need to make informed decisions.

In today’s fast-moving supply chains, that is becoming just as important as moving freight efficiently.

Looking Ahead

Supply chains will continue to evolve, and customer expectations will continue to rise.

We believe the future of logistics is not just about moving goods faster -it’s about giving businesses greater visibility, better insight and the confidence to make smarter decisions every day.

At Simarco International, we are continuing to invest in technology, infrastructure and, most importantly, the expertise of our people to deliver exactly that. By combining digital innovation with over 30 years of logistics experience, we are helping customers build more connected, resilient and efficient supply chains.

As our Head of UK & European Warehousing, Steve Pyne, explains:

“Visibility has become one of the most valuable tools in modern logistics. Our customers don’t just want to know where their freight is, they want the confidence to make informed decisions throughout the supply chain. By combining real-time technology with the experience of our teams, we’re helping customers stay agile, informed and ready to respond to whatever comes next.”

Because in modern logistics, success is not just about delivering goods.

It is about delivering certainty.

Why Investing in People is Still the Smartest Investment a Logistics Business Can Make

Artificial intelligence is reshaping warehouse operations. Automation is streamlining repetitive tasks. Data is improving visibility across global supply chains like never before.

The logistics industry is evolving at pace, with businesses investing heavily in new technologies to improve efficiency, productivity and customer experience. Yet amid all this innovation, one truth remains unchanged: people continue to be at the heart of any successful logistics operation.

While technology is transforming the way goods move around the world, it is skilled, knowledgeable and adaptable people who keep supply chains running smoothly.

Technology Is Changing Logistics – But People Make It Work

There is no doubt that today’s logistics sector looks very different from just a few years ago. Warehouse management systems have become more intelligent, real-time tracking has become the norm, and AI is helping businesses forecast demand, optimise inventory and identify operational efficiencies.

These innovations are delivering real benefits, but technology is only ever as effective as the people using it.

When unexpected delays occur, customs regulations change or customer priorities shift, it takes experienced logistics professionals to make informed decisions, solve problems quickly and keep freight moving. No algorithm can replace the judgement, collaboration and customer focus that experienced teams bring every day.

Rather than replacing people, technology is giving them better tools to make smarter decisions.

The Skills Behind Every Successful Supply Chain

Every successful delivery relies on far more than vehicles, warehouses and software.

Behind the scenes are warehouse operatives ensuring orders are picked accurately, customs specialists navigating ever-changing regulations, transport planners adapting to live network conditions, customer service teams providing proactive communication and drivers delivering goods safely and efficiently.

It is this collective expertise that allows supply chains to remain resilient when challenges arise.

As logistics becomes increasingly complex, technical knowledge alone is not enough. Businesses also need people who can collaborate, think critically, solve problems and build trusted relationships with customers.

Investing in Skills Delivers Long-Term Value

Developing people is not simply about filling vacancies, it’s about building capability for the future.

Businesses that invest in apprenticeships, mentoring, leadership programmes and continuous professional development create teams that are more engaged, more adaptable and better equipped to embrace change.

At Simarco, this philosophy has become an integral part of the business. As long-standing supporters of the National Apprenticeship Scheme, we work closely with local schools and colleges to help develop the next generation of logistics professionals. Apprenticeships span a wide range of disciplines, including warehousing, customer service, HR, IT Infrastructure, Team Leader Support and the Level 3 International Freight Forwarding Specialist qualification.

Our commitment does not stop once an apprenticeship is complete. Colleagues across the business are encouraged to continue developing through professional qualifications, leadership coaching, Customs Academy training, driver development programmes and ongoing learning opportunities. This reflects our belief that learning should be continuous throughout a career, not confined to its first few years.

Warehouse Administration Clerk, Sam Kelsall said, “Simarco has given me the opportunity to undertake further study and has invested not only time but money into my professional development.

This means a great deal to me, it shows that Simarco not only have faith in me and my ability, but they are also willing to invest in me as a person.”

Career Development Builds Stronger Businesses

One of the clearest signs of a business that values its people is the opportunities it creates for progression.

Many organisations, including Simarco, increasingly focus on promoting from within wherever possible. Employees who begin their careers as apprentices or trainees often go on to take supervisory and specialist roles, bringing with them invaluable operational knowledge and first-hand experience of the business. Apprentice testimonials on our website highlight journeys from business administration into European imports and supervisory training, as well as trainees progressing quickly through customer service and sales with the support of colleagues and structured learning.

This investment creates far more than individual career success. It helps businesses retain knowledge, strengthen culture and build leadership from within.

Strong Teams Deliver Better Customer Service

Customers don’t simply remember whether a shipment arrived on time.

They remember how problems were handled, whether communication was clear and whether they had confidence that someone was taking ownership when challenges arose.

Those experiences are created by people.

Employees who are supported, trained and empowered are better equipped to anticipate issues, respond quickly and provide practical solutions. That expertise often becomes a company’s greatest competitive advantage.

A Culture That Extends Beyond the Workplace

Investing in people also means creating a workplace where employees feel connected to something bigger than their day-to-day role.

At Simarco, that culture extends into the communities where we operate. Recent initiatives have included colleagues volunteering with Trust Links, supporting therapeutic gardening projects that promote mental health and wellbeing. While unrelated to freight movements, activities like these help strengthen teamwork, reinforce company values and demonstrate that investing in people goes beyond professional development alone.

Similarly, our LinkedIn channels regularly celebrate long-service milestones, apprenticeship achievements, employee training and participation in industry events, reflecting a belief that recognising people is just as important as developing them.

Preparing for the Future

The logistics industry will continue to embrace innovation. Artificial intelligence, automation and digitalisation will undoubtedly play an increasingly important role in shaping future supply chains.

However, the businesses that thrive won’t simply be those investing in the latest technology. They will be those investing in the people who use it.

Technology can improve efficiency, but people provide the expertise, adaptability and customer focus that businesses rely on when it matters most.

The future of logistics isn’t about choosing between technology and people; it’s about recognising that the two work best together.

As supply chains become more complex and customer expectations continue to rise, one investment remains as valuable today as it has always been: investing in people.

Because while technology may help move freight faster, it is people who keep logistics moving forward.

HR Director, Sairah Knight said, “I’ve always believed that people are the heart of every successful organisation. We can invest in the latest technology and continually improve our processes, but it’s our colleagues who bring expertise, innovation and dedication to everything we do. We must ensure that we continue to create opportunities for people to develop, progress and feel proud of the careers they build at Simarco. Because when we invest in our people, we’re investing in the future success of our business.”

Following in My Dad’s Footsteps: My Week Behind the Scenes at Simarco

When Daniel decided to follow in his dad’s footsteps, there was only one place to start – a week spent discovering what really goes on in a busy transport department. From learning the ropes to uncovering just how much tea a transport team can drink in a day, it certainly wasn’t a quiet week! ☕🚛

But what did Daniel really think of his time at Simarco? Let’s hear it from him…

So, where do I begin…

I recently had the opportunity to spend a week at Simarco, getting an introduction to the world of transport.

On my first day, I spent time with the management team, who gave me an insight into the technology and systems that help keep the business running every day. I also had a tour of the site, including the busy warehouse, and learned about the different types of vehicles used to transport freight across the UK and around the world.

For the rest of the week, I was based in the Transport Office at Witham, Moss Road. I spent time with lots of knowledgeable people who showed me how transport planning works, from route planning and manifesting to the day-to-day coordination needed to keep everything moving. I quickly realised that some tasks can take a long time to complete but getting them right the first time is what really matters.

One of the highlights of the week was spending Thursday out on the road with one of Simarco’s drivers… my dad! It was great to experience what life is like on the front line of the business. I learned how to operate the tail-lift, secure and unsecure loads safely, and saw first-hand the responsibility that comes with the role. It’s a day I’ll always remember.

I’d like to say a huge thank you to everyone at Simarco for making me feel so welcome and giving me the chance to learn more about what my dad does every day, as well as everything that goes on behind the scenes to make transport happen. It’s been a really valuable experience, and I’ll take what I’ve learned with me in the future.

P.S. I never realised just how much tea people can drink when they work in an office! 😊

Team Simarco would like to say a big thank you to Daniel for being such an enthusiastic member of the team. It was a pleasure to show you what goes on behind the scenes, and we hope you’ve left with a new appreciation for the people, planning and teamwork that keep freight moving every day.

Five Ways Logistics Has Changed More in the Past Three Years Than The Previous Twenty

For an industry often associated with moving goods from A to B, logistics has undergone a remarkable transformation in recent years.

While the sector has always evolved alongside global trade and technology, the pace of change since 2023 has been unlike anything many logistics professionals have experienced before. From geopolitical disruption and sustainability pressures to AI-powered decision-making, today’s supply chains look very different from those of just a few years ago.

Here are five ways logistics has changed more in the past three years than it did in the previous two decades.

1. Supply Chain Resilience Has Overtaken Cost as the Priority

For years, supply chains were designed with one primary objective: efficiency.

Businesses sought the lowest-cost suppliers, the fastest routes and the leanest inventories possible. However, a series of global disruptions has fundamentally changed that mindset.

Today, organisations are asking different questions:

• How quickly can we respond to disruption?
• Do we have alternative suppliers?
• What happens if a key route becomes unavailable?
• How resilient is our network?

While efficiency remains important, resilience has become a boardroom priority. Companies are increasingly willing to invest in flexibility, visibility and contingency planning to protect their operations.

This shift is reflected in Simarco’s own approach to logistics, where bespoke solutions, alternative routing options and operational flexibility are increasingly important in helping customers navigate uncertainty and maintain continuity across their supply chains.

2. Sustainability Has Moved from the Side-lines to the Centre of Decision-Making

A few years ago, sustainability was often viewed as a separate initiative managed by dedicated ESG (Environmental, Social and Governance) teams.

Today, sustainability is becoming embedded within operational and strategic decision-making across the supply chain.

Customers, investors and regulators are demanding greater transparency around environmental performance, while businesses are looking for practical ways to reduce emissions without compromising service levels.

This shift means sustainability is no longer just about reporting. It is influencing transport planning, warehouse operations, procurement decisions and network design.

The conversation has evolved from “Should we focus on sustainability?” to “How do we make sustainability part of everything we do?”

At Simarco, sustainability is guided by its People, Planet and Prosperity framework, with initiatives including alternative fuels such as HVO, solar-powered facilities, energy-efficient warehouse operations and enhanced emissions reporting. These developments demonstrate how sustainability is becoming an operational priority rather than a standalone programme.

3. Visibility Is No Longer a Competitive Advantage – It’s an Expectation

Not long ago, real-time supply chain visibility was considered a premium capability.

Today, customers expect it.

Businesses want access to accurate, timely information about where shipments are, potential delays and the status of inventory across their supply chains. At the same time, organisations are seeking greater visibility into areas such as emissions, supplier performance and operational efficiency.

The challenge is no longer collecting data. It is turning that data into meaningful insights that support better decision-making.

Those organisations that can combine visibility with action are gaining a significant advantage.

Simarco has highlighted this shift in its own operations, investing in customer portals, integrated reporting systems and digital visibility tools that provide end-to-end insight across transport, warehousing and customs processes. As the company notes, visibility and transparency are now central to building confidence and control across increasingly complex supply chains.

4. Artificial Intelligence Has Gone from Concept to Reality

For years, AI was often discussed as a future possibility within logistics.

That future has arrived.

AI is now being used to support route optimisation, demand forecasting, warehouse operations, customer service and transport planning. More recently, businesses have begun exploring how AI can help manage increasingly complex supply chains by identifying risks, highlighting opportunities and supporting operational decision-making.

While AI will not replace logistics expertise, it is becoming an increasingly valuable tool for helping organisations improve efficiency, responsiveness and service.

The question is no longer whether AI will influence logistics, but how quickly organisations can harness its potential.

Simarco’s recent analysis of digital transformation within UK logistics highlights how technologies such as telematics, predictive analytics, warehouse management systems, transport management systems and AI-driven planning tools are already improving operational efficiency and decision-making. The focus is increasingly on using technology to support people rather than replace them.

5. Logistics Has Become a Strategic Business Function

Perhaps the biggest change of all is how logistics is perceived within organisations.

Historically, logistics was often viewed primarily as an operational function responsible for moving goods efficiently and cost-effectively.

Today, logistics plays a direct role in shaping business performance.

Supply chain decisions can influence customer experience, sustainability outcomes, profitability, resilience and long-term growth. As a result, logistics leaders are increasingly involved in strategic discussions that extend far beyond transportation and warehousing.

The businesses that recognise logistics as a strategic enabler rather than a cost centre are likely to be best positioned for future success.

This broader role is reflected in how logistics providers such as Simarco position their services today, combining freight forwarding, warehousing, customs expertise, technology integration and supply chain consultancy to help customers achieve wider business objectives rather than simply move goods.

Looking Ahead

If the past three years have demonstrated anything, it is that change within logistics is accelerating.

Resilience, sustainability, visibility, digitalisation and artificial intelligence are reshaping how supply chains operate and how businesses compete. While the fundamentals of logistics remain the same, the expectations placed upon the industry have evolved significantly.

For logistics providers and their customers alike, the challenge now is not simply adapting to change but staying ahead of it.

As Simarco’s recent industry commentary suggests, the organisations that embrace innovation, invest in visibility, build resilience and embed sustainability into their operations will be best placed to thrive in the years ahead.

The next three years may prove even more transformative than the last.

Why Scope 3 Emissions Remain Logistics’ Biggest Sustainability Challenge

As sustainability expectations continue to rise, organisations across the logistics sector are being asked to look beyond their own operations and better understand the environmental impact of their entire supply chain.

While many businesses have made progress in measuring and reducing their direct emissions, Scope 3 emissions remain one of the most significant sustainability challenges facing the industry today.

For logistics providers, the complexity is clear. Modern supply chains are built on extensive networks of customers, suppliers, carriers, warehouses and distribution partners, often spanning multiple countries and transport modes. This makes gathering accurate emissions data and achieving full transparency across the value chain a considerable undertaking.

However, despite these challenges, Scope 3 emissions are becoming an increasingly important focus for businesses seeking to improve sustainability performance and meet growing stakeholder expectations.

Commercial Operations Director, Mark Wraight said, “Sustainability is no longer a standalone business objective; it is becoming increasingly integrated into how supply chains operate and evolve. As an industry, many organisations have made good progress in understanding and reducing direct emissions, but Scope 3 remains one of the most significant challenges we face. Improving visibility across the supply chain is critical if we are to make meaningful progress and support our customers in achieving their own sustainability goals.”

The visibility challenge

Unlike Scope 1 and Scope 2 emissions, which originate from a company’s own operations and purchased energy, Scope 3 emissions occur across the wider value chain.

For many organisations, these emissions represent the largest proportion of their total carbon footprint.

As customers, investors and regulators demand greater transparency, businesses are recognising that understanding Scope 3 emissions is essential to identifying opportunities for improvement and building more sustainable supply chains.

The challenge lies in the availability and consistency of data. Emissions information often needs to be collected from multiple partners and suppliers, each using different systems, methodologies and reporting standards.

As a result, improving visibility has become one of the logistics industry’s most important sustainability priorities.

Progress through measurement and transparency

At Simarco, sustainability remains a key business priority and an area of continuous development.

Our recently published Sustainability Report 2025 demonstrates the progress we continue to make in understanding and managing our environmental impact across the business.

In 2025, Simarco reported combined Scope 1 and Scope 2 emissions of 3,556.13 tCO₂e, representing a 3.1% reduction compared with 2024. Scope 1 emissions were reduced by 4.1% year-on-year, while Scope 2 emissions decreased by 10.7%, reflecting ongoing efforts to improve operational efficiency and energy management.

The report also highlights Simarco’s continued reporting of Scope 3 emissions, including purchased goods and services (warehouse packaging and paper usage), employee commuting, home working and waste generation. In 2025, reported Scope 3 emissions totalled 614.21 tCO₂e, representing a 1.5% reduction compared with the previous year.

Importantly, Simarco’s current Scope 3 reporting does not include transport-related emissions across the wider logistics network. Expanding Scope 3 reporting in this area remains a focus for future development as data availability, visibility and reporting capabilities continue to evolve across the industry.

Commercial Operations Director, Mark Wraight said, “Our Sustainability Report reflects both the progress we have made and the work that still lies ahead. While we have continued to reduce our Scope 1 and Scope 2 emissions, we recognise that addressing Scope 3 emissions requires a collaborative approach across the wider supply chain. Transparency, engagement and shared responsibility will be essential if the logistics sector is to achieve meaningful long-term reductions.”

Sustainability progress at Simarco

While Scope 3 emissions remain an important area of focus, sustainability progress is driven by a combination of emissions reduction, energy efficiency and responsible operational practices.

At Simarco, this approach is supported by a wider sustainability framework focused on energy efficiency, emissions reduction and continuous improvement.

In 2025, gas consumption across the business decreased by almost 30%, while Scope 1 emissions from gas usage fell by 29.7% compared with the previous year. Alongside this, Simarco maintained its structured energy management framework, based on continuous monitoring, auditing and improvement initiatives across its operations.

Alongside emissions management, Simarco continues to invest in responsible operational practices. During the year, 99.38% of all waste generated was recovered, recycled or converted to energy, supporting the company’s commitment to minimising waste sent to landfill.

These initiatives form part of a broader strategy built around two key pillars: energy efficiency and the expansion of renewable energy sources, helping to create a more sustainable and resilient business for the future.

Looking ahead

The conversation around Scope 3 emissions is only likely to grow in importance over the coming years.

As reporting expectations increase and businesses seek greater transparency throughout their supply chains, collaboration, data quality and visibility will become critical to delivering meaningful progress.

While Scope 3 remains one of logistics’ most complex sustainability challenges, it also presents one of the industry’s greatest opportunities. Organisations that can successfully measure, understand and reduce emissions across their value chains will be better positioned to meet customer expectations, improve efficiency and support long-term sustainability goals.

Managing Director, Trevor Scott said, “The logistics industry has a vital role to play in supporting a more sustainable future. By continuing to invest in operational efficiency, innovation and stronger partnerships across the supply chain, we can help our customers reduce their environmental impact while building more resilient and effective logistics networks.”

Simarco’s Sustainability Report 2025 highlights the progress already being made and reinforces our commitment to supporting a more sustainable future for logistics.

Download the Sustainability Report 2025 to learn more about our environmental, social and governance initiatives and the steps we are taking to drive continuous improvement across our business.

Simarco clean up for World Environment Day 2026

What can a few hours of volunteering achieve?

Last Friday, members of Team Simarco swapped their desks for litter pickers and bin bags as they headed outdoors to support World Environment Day. 🌍

With our Stoke site located alongside the canal network, the team spent time helping to clear litter and improve the local area, making a small but meaningful contribution to the environment and the community around us.

It’s easy to think that protecting our environment requires large-scale change, but sometimes it starts with simple actions and people willing to give up a few hours of their day to make a difference.

We are incredibly proud of everyone who took part and helped leave the area cleaner than they found it. 🚮

A big thank you to Team Simarco for their enthusiasm and commitment. 😊

Every small action counts.

Have you or your team taken part in any community or environ