The April edition of IN Supply has been published, with an editorial focus on what resilience now means in supply chains that are more data-dependent, more tightly coupled, and less forgiving of delay.
Rather than treating disruption as a broad strategic condition, the issue looks at the operational points where pressure now tends to accumulate. Its coverage spans agentic AI in warehouse environments, the risk posed by the gradual retirement of 2G connectivity, intelligence-led cyber resilience across supplier networks, and the growing strain on labour capability as logistics operations automate more aggressively.
That framing gives the edition relevance beyond logistics alone. One recurring argument is that resilience is no longer mainly about buffers, fallback options, or broad contingency language. It is increasingly shaped by the quality of data, the reliability of handoffs between systems, the visibility of ageing technical dependencies, and the ability of people and platforms to make sound decisions under pressure.
The issue also broadens the discussion into execution. Features on warehouse waste, payments, freight assurance, and last-mile response all point to the same industrial problem: too many businesses are still trying to run faster operations on top of fragmented processes and assumptions built for a steadier trading environment.
No matter which industry you sit in, this is a useful snapshot of how logistics is changing, and of the practical, systems-level work now required to keep supply chains coherent when disruption stops being episodic and becomes structural.
