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This situation is likely to change, however. will inevitably make the supply chain much less ‘linear’ than at present.
In future, autonomous vehicles will present Many of the innovations will be driven in part by the need
opportunities to speed up the chain. In the short to respond to demand for increasingly frequent deliveries
to medium term, we expect to see more in plant and, consequently, the need for transportation of smaller
autonomous transportation. As a second step, unit sizes. These responses are likely to include the
we are likely to see short-distance haulage pooling of volumes through the introduction of crosschain
within national boundaries. And we are already platforms and multi-purpose networks, including sharing
in the midst of this development process: cold-chain capabilities across sectors. Innovations such
vehicles with some level of autonomous as these will play an increasingly important role in
capability or artificial intelligence – known as facilitating the efficient usage of spare capacity, even
advanced driver assistance systems – could extending to the use of crowd-sourced delivery options.
jump from a little more than 10 per cent in 2015
to close to 40 per cent of all vehicles by 2025.
As well as the aforementioned measures,
which aim to speed up the supply chain and
thus increase product freshness for consumers
in store, we also expect to see a wave of new
ways to boost shelf-life. These will range from
breeding more robust varieties of fruit and
vegetables, to improved packaging, and
ensuring the greater availability of uninterrupted
cold chains.

More flexible supply chains
Increasing the flexibility of the supply chain is
aimed at ensuring continuity and fulfillment in
supply. There are many reasons why the fresh
produce chain can be interrupted – for
example, the impact of unexpected weather
patterns or pest infestations – while customers’
demands are also evolving, as already
discussed. To stay in touch with demand
therefore requires agility, particularly if cost
targets are to be met.
The battle for consumers is becoming
tougher and tougher, particularly in well-
developed markets. In future, weather-related
stock shortages will no longer be acceptable.
Customers will opt for suppliers that can offer
produce whenever and wherever required,
while at the same time balancing consumer
demands for sustainability and authenticity.
Companies all along the chain are already
well aware of the stresses such demands can
place on supply. Tomorrow’s demands,
however, will be of a different order. Meeting
them fully will require the adoption of dynamic
capacity planning, in combination with dynamic
control of product flows. Operations will need
to have advanced systems analytics in place
to predict demand and variations in supply.
This information will provide decision makers
with the lead times necessary to take corrective
action well in advance of a problem affecting
supply, enabling those involved to find
alternative sources or re-route supplies. This

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