___________________________________________________________________________________________ Transport Strategy
reminder of the scale of the challenge, but the financial and infrastructure hurdles are real, and they highlight the need for smarter, more strategic procurement.
All these figures are a wake-up call. The race to decarbonize is accelerating, and procurement has a pivotal role to play in helping organizations get ahead.
The key lies in closely aligning procurement strategies and wider business objectives before supplier and market engagement. This is a critical success factor in delivering transformational cost and sustainability outcomes.
Smarter: Breaking down silos to drive strategic impact
For procurement to deliver meaningful impact, it urgently needs to be more adaptable and aligned with wider strategic business goals.
Yet 58 percent of the supply chain professionals say transport and logistics are still misunderstood by other parts of the business, evidence of persistent silos that hinder progress.
Smarter procurement requires strategic integration. It needs to be embedded into finance, sustainability, operations, and digital transformation plans from the start, not treated as an afterthought. This joined-up thinking enables faster, better-informed decisions that align commercial performance with ESG goals.
It also calls for strong collaboration with trusted partners that understand both the strategic and operational dimensions of supply chain transformation. Procurement should be seen as a platform for innovation, not just a process.
Thankfully, digital transport solutions like Wincanton’ s EyeQ platform are already helping procurement leaders unlock greater value by fostering collaboration whilst enabling real-time visibility, continuous optimization, and smarter data-driven decision-making. Digital transformation doesn’ t just streamline operations; it opens the door to long-term efficiency gains across the entire transport network.
Procurement’ s pivotal moment is now
Procurement leaders are facing a critical choice – stay the course with legacy models that prioritize short-term cost savings or reimagine procurement as a strategic engine for long-term value, sustainability, and agility.
This is especially pertinent in the acquisition of transport and logistics services, where a leaner, greener, smarter approach can be a gamechanger, eliminating silos, reducing transport inefficiencies, and lowering emissions and costs.
By evolving beyond its traditional boundaries, procurement can become a catalyst for positive change, driving efficiencies, unlocking insight, and helping businesses adapt with confidence to the challenges ahead.
This is not without its challenges, but the risks of inaction are far greater. With netzero targets fast approaching, public and investor scrutiny intensifying, and technology transforming what’ s possible, the time to act is now. ■
Carl Hanson www. wincanton. co. uk
Carl Hanson is the Group Transport Managing Director at Wincanton and has been with the company for eight years. During his tenure, he has managed various Group functions including fleet, property, and procurement. Under his leadership, Wincanton has experienced business growth, substantial savings, and operational improvements. His career spans the construction and rail sectors, with previous commercial and business roles at Balfour Beatty and Jarvis Rail.
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