By Dorte Sundall, Director Commercial, LEMAN Denmark
In early 2026, one thing stands out clearly from the many conversations I have with customers across industries and geographies: Supply chains are no longer just an operational concern. They have become a board-level topic, a strategic differentiator, and, increasingly, a question of resilience and trust.
After several years marked by disruption, geopolitical uncertainty and growing regulatory pressure, companies around the world are not only rethinking how their goods move, but also how robust, transparent and future-ready their entire logistics setup really is.
In my daily dialogue with decision-makers, from manufacturers and retailers to global supply chain leaders, the same questions, concerns and priorities surface again and again. And together, they point to a few clear themes that will shape how companies design and manage their supply chains in the year ahead.
Stability, proactivity and credibility above all
First and foremost, customers are looking for stability in an unstable world. They want partners who can deliver consistently, communicate early when something changes, and act proactively rather than reactively. It is no longer enough to “fix problems when they occur”. The expectation is to anticipate risks, provide visibility, and be honest and clear when conditions shift.
Credibility has therefore become just as important as price and transit time. Companies want to work with logistics partners who say what they do. And do what they say.
Uncertainty and vulnerability in focus
Geopolitics and trade policy continue to shape planning discussions. Questions around potential changes in US tariffs and trade conditions are a concrete example of how political decisions far away can have direct impact on sourcing strategies, routing and cost structures.
More broadly, many companies are working actively to reduce vulnerability in their supply chains: diversifying sourcing, reassessing dependencies, and building setups that can absorb shocks without breaking.
The tension between ambition and reality
At the same time, there is a constant balancing act between strategic ambitions and everyday realities. Cost pressure remains high, and for many organisations, the need to maintain or even reduce logistics costs stands in tension with ambitions around resilience, sustainability and service level.
Technology is another area where expectations and execution do not always move at the same pace. Customers are eager to leverage digital tools that provide transparency and self-service such as real-time tracking, environmental reporting and data access around the clock. But these solutions only create value if they are intuitive, reliable and embedded in daily workflows, not just “nice features” on the side. In other words: it is not about having the most advanced systems, but about having the right tools that people actually use and trust.
What characterises the companies that are best prepared
Looking across industries, the companies that appear strongest going into 2026 share a few common traits. They are flexible and willing to change. They question established setups and are open to adjusting networks, processes and partnerships when conditions change.
They invest in transparency and collaboration, both internally and with their logistics partners, and they understand that resilience is built over time – through relationships, data, and the ability to act quickly when the unexpected happens.
Most importantly, they view their supply chain not as a cost centre, but as a strategic asset that can support growth, sustainability and customer experience in a complex world. In 2026, the winners will not be those with the cheapest solution on paper, but those with the most adaptable, trustworthy and well-connected supply chains in practice.
About this article
This article is part of a series where we regularly invite selected LEMAN experts to share their perspectives on how global supply chains are evolving. Through real customer dialogue and hands-on experience, they help identify key trends, challenges and priorities shaping logistics and supply chain management – today and in the years ahead.