Looking Back at 2025 and Preparing for 2026: A Year of Reset, Reflection and Real Progress
By Stuart Tosh, COO
As we come to the end of 2025, I’ve been reflecting on a year that has been both challenging and genuinely transformative for supply chains. The pace of change hasn’t slowed; if anything, it has accelerated, but what’s shifted is our understanding of what truly matters. We’re now operating in an environment where cost, flexibility, technology and people all carry equal weight, and where end-to-end visibility is no longer a nice-to-have but a fundamental requirement.
2026: A Year That Will Demand Smarter Balance
The first reality we all have to face is that cost management will continue to be a defining pressure point. The rise in national insurance and the slower-than-expected drop in inflation have left many organisations stretched. Businesses are still absorbing higher operating costs, and cost discipline will be essential throughout 2026.
But cost alone can’t be the only lens we look through anymore.
The next phase of supply chain performance is all about flexibility. With constant disruption, geopolitical, economic, and environmental, companies must be able to react quickly. That means networks that can shift, suppliers that can be swapped, and contingency plans that genuinely work in practice. Nearshoring will continue to build momentum as businesses recognise the value of resilience alongside cost efficiency.
And then there’s automation, which has taken a huge step forward this year. For many businesses, automation used to feel inaccessible, big warehouses, big robots, and big investments. But the rise of AMRs and modular solutions has changed the conversation entirely. More companies can now start small, scale sensibly, and introduce automation into existing environments without redesigning their entire network.
The real challenge for 2026 isn’t the technology, it’s the readiness. Automation only succeeds when people, processes and culture are aligned. You can’t just plug it in and expect results. You need planning, acceptance, and a shift in mindset.
A New Focus on Inventory and Real-Time Decisions
Another area that will become more critical next year is inventory placement and capital efficiency. Many organisations still have stock sitting in the wrong place, or worse, stock they can’t access or sell. In 2026, businesses will need to ask finer questions:
- Where should stock sit within the network?
- How do we maximise return on capital?
- How do we increase stock turn without compromising availability?
This ties directly into something the industry has talked about for too long without truly solving: real-time visibility. While transport has made progress, warehouses remain largely blind. Too often, we identify issues hours or days after they’ve caused damage.
AI and machine learning will help change that. They won’t revolutionise the industry overnight, but 2026 will be the year organisations properly start learning how to use these tools. Importantly, the biggest gains will come from people who can manage both human teams and intelligent systems together. That blended skill set will define the strongest managers from 2026 onward.
And for all this to work, systems integration will be key. Your WMS, OMS and TMS must talk to each other. Too many businesses still run each part of the chain in isolation. The future of supply chain is end-to-end from factory or field to shelf, and anything less leaves value on the table.
What 2025 Meant for Me and for Visku
When I look back on the year, the most meaningful moment wasn’t a project or a performance milestone. It was launching the Visku mentoring programme.
The response was far beyond anything I expected. To have industry leaders from major organisations volunteering their time, experience and insight for no other reason than wanting to give something back has been unbelievable. Thousands of hours have now been committed to supporting people across the industry. Watching mentors and mentees connect, grow and challenge one another has been a highlight of my career.
It reminded me why this industry is so special. Technology is evolving fast, but it’s people who elevate the field. People who care, who share, who guide, who invest in others. I’m incredibly proud of what we’ve started, and my ambition is to see this programme grow year after year, passing on the expertise that has shaped so many of us.
The Lesson I’m Taking Into 2026
The biggest lesson from this year is simple: you must look at the supply chain as one connected system. Not warehousing on its own. Not transport on its own. Not forecasting, planning or inventory in isolation. The magic happens when everything works together, joined up, transparent and aligned.
In 2026, Visku will continue helping organisations make that shift. Building more flexible networks. Supporting the adoption of practical automation. Strengthening visibility and decision-making. And investing in the people who will shape the future of our industry.
This year has shown me that progress happens when we combine experience with innovation, and when we bring people and technology together in the right way. I’m excited for what’s ahead, and even more excited for what we can build together.