It is well to be noted that the summit brought together Ursula von der Leyen, the European Commission President, as well as European Council President Antonio Costa, along with Canadian Prime Minister Mark Carney, as well as Canadian representatives, to talk about a suggested structure referred to as an alliance for the future.

According to the European Commission, bilateral trading in goods and services reached about €130 billion in 2025, which is over 80% more than what existed in 2016. The EU and Canada combined represent almost a fifth of the world’s GDP.

Trade and supply chain security come to the fore.

The talks were focused on trade and economic security, digital cooperation, and defence along with research and innovation.

Apparently, the proposed alliance is aimed at deepening economic ties and enhancing joint efforts in fields thought to be critical to competitiveness in industry and supply chain durability.

More close economic cooperation might impact the future consumption of cargo between both the European and Canadian markets, impacting shipping lines, freight forwarders as well as port operators.

With an objective to elevate supply chains and cargo flows, the relationship involves the shipment of machinery, manufactured goods, industrial machinery, agricultural goods, and various other commodities via predetermined Atlantic shipping lanes.

But there are no specifics on new cargo volumes, shipping services, or even port investments that have come out of the summit as yet.

Project cargo in focus brought by critical raw materials

It is worth noting that critical raw materials were an additional important component of the agenda at the summit.

Canada has large reserves of minerals such as nickel, cobalt, and copper, as well as lithium, utilized in manufacturing batteries, renewable energy equipment, and industrial manufacturing.

European manufacturers rely on reliable supplies of a variety of these materials as demand shifts in the automotive, technology, and energy sectors.

Closer cooperation could lead to possibilities for investment when it comes to standard extraction, processing facilities, and related infrastructure.

Such projects usually involve specialized logistics such as heavy machinery, modular industrial installations, processing equipment, and other types of breakbulk cargo.

Any transport demand generated would be contingent on upcoming investment decisions, project authorizations, and the completion of commercial agreements.

The summit was held in Montreal on 29 and 30 October and was hosted by Mark Carney, the Canadian Prime Minister. Canada is looking to diversify its global trade ties, and European leaders are aiming at greater collaboration in energy and industrial output, as well as economic security.

Symbotic remains focused on developing innovations that leverage AI to enhance supply chain efficiency. According to the expanded agreement, Symbotic will add more capabilities to the U.S. distribution network of Walmart. The agreement also supports the global supply chain network of Walmart and allows for greater value for customers in markets all over the world. The agreement calls for a first pledge of about $6 billion over a number of years and at different locations.

According to Chairman and CEO of Symbotic, Rick Cohen, “Our partnership with Walmart started with a single product over a decade ago, and now we offer a full end-to-end solution to help power Walmart’s growth across its supply chain for years to come. This expanded agreement reflects the strength of that collaboration – a partnership defined by trust and shared ambition.”

The fact is that when it comes to Symbotic, innovation never stops. Their integrated solution now includes a BreakPack each-picking solution and the SymMicro micro-fulfillment solution for e-commerce. At the heart of Symbotic’s solutions is its proprietary software that leverages AI to coordinate and optimize the flow of millions of cases daily.

Says executive vice president of Walmart U.S. Supply Chain Operations, Rob Montgomery, “At Walmart, we’re focused on bringing more items to more customers and members faster than ever. Our investments in the physical and digital supply chain help us serve them however they choose to shop, whether in stores, at the curbside, or at home. Our work with Symbotic over the years, including this expanded agreement, helps us improve service, grow capacity, simplify work for our associates, and lower costs.”

By expanding its work with Symbotic, Walmart aims to bring greater automation to its network of regional distribution centers so as to better manage upstream inventory for e-commerce, increase capacity for storage, and improve the movement of products via the supply chain. These features will enable Walmart to offer customers a more extensive variety, speed, and more dependable restocking throughout its network.

It is well to be noted that OIA Global, founded in 1988, has over 1,200 employees in more than 60 offices across over 30 countries. Its capabilities include freight forwarding, customs broking, contract logistics, 4PL, and packaging design project logistics, as well as materials management.

The acquisition will enhance the existing offering of SGL and will significantly solidify its position in the US and various other strategically significant markets. The combination will indeed offer customers exposure to a more comprehensive worldwide network and expanded portfolio of supply chain solutions, helping them more easily manage supply chains that are becoming increasingly complicated.

Not only has the supply chain and logistics solutions of Scan Global Logistics been enhanced, culturally too, both the organizations fit well – in addition to the higher capacities and scale.  Both are very customer-focused and entrepreneurial with an intense focus on individuals, as demonstrated by some of the highest NPS scores along with customer satisfaction in the sector.

The Global CEO of Scan Global Logistics, Allan Melgaard, is of the opinion that “the acquisition of OIA Global marks a significant milestone for Scan Global Logistics.” As our largest investment to date, it will place us among the world’s top 20 freight forwarders, strengthen our position in key markets, and expand our capabilities across the supply chain. Together with OIA Global’s talented people and experienced leadership team, we will create a stronger, more resilient platform for future growth.”

The CEO of OIA Global, Jeffery Barrie, adds, “What stood out to us about Scan Global Logistics was not only the scale of the organization but also the way it does business. Both companies are built on strong customer relationships, entrepreneurial thinking, and empowered local teams. These shared values provide a strong foundation for the future and make SGL the right partner for OIA Global.”

OIA Global has a diversified business model that goes well beyond conventional freight forwarding. Its demonstrated proficiency in supply chain management, customs broking, and project logistics, as well as packaging solutions, will add to SGL’s knowledge and strengthen the combined company’s capacity to serve customers throughout increasingly intricate global supply chains.

The transaction is contingent upon usual regulatory authorizations, and the companies will continue to operate autonomously until closing. Closing is anticipated in Q1 2027.

The modifications include conversational AI, a link to compatible AI tools, and AI agents that evaluate the severity of risk and consequences for suppliers. Sphera says the tools are intended to reduce the time from identifying a threat so as to determine how to react.

The launch is based on a survey of 750 chief operating officers throughout the US, the UK, Germany, and France, as well as the UAE. It found that 58% said their biggest disruptions came from outside as much as from inside their organizations. It was 71% in the UAE.

The study also found particular difficulties in responding. 33% of respondents stated the most important thing was to identify exposed suppliers or products, followed by choosing the right response at 30% and measuring the business impact at 29%.

Introduction of Risk Management

New conversational AI capabilities enable users to ask inquiries regarding supplier and supply chain risk information in simple terms. The features, Sphera says, highlight which suppliers, products, and operations are exposed, decreasing the need to compile information that is manually derived from multiple views.

The company also added a link to Model Context Protocol, letting organizations pull data from their supply chain risk management software into AI tools that support it. That provides teams with another way to obtain the information when making standard choices.

AI agents in the Risk Response & Resolution Center at Sphera assess the risk level of severity and supplier impact in order to assist teams in recognizing issues that require a response. This is designed to minimize the manual process of reviewing and prioritizing alerts, the company says.

Gap in Confidence

The survey showed a gap between executive confidence and their ability to rapidly assess unforeseen events. COOs were sure they understood their business reliance, but only 5% said they could evaluate the consequences of an external event in just a matter of minutes.

As per Paul Marushka, CEO and president of Sphera, “The boundary of the enterprise is no longer the boundary of operational risk.”

Every one of the 750 executives who were surveyed said there was a minimum of one risk management task that they would enable AI to advance automatically if the right regulations and safeguards were in effect.

At the center of the event were 2,350 one-to-one meetings, including 330 walk-ins, matching retailers with solution providers against their live priorities and capabilities. The 2026 edition welcomed solution providers such as DP World, Dragonfly, Linnworks, Swap and more, alongside brands and retailers including Carlsberg, Pop Mart and Yogi Tea.

Gopalendu Pal, Director of Operations at Target, said: “I have been to DELIVER three times now, and every single time is fantastic. The experience is great, the curation is fantastic, and the right people are in the room.”

Retail supply chains under pressure and in transition

The conference program focused on the operational decisions shaping retail and supply chain strategies now, with senior practitioners sharing first-hand perspectives on AI, volatility, network design, fulfillment, leadership, and peak-season planning.

Tom Killeen, COO of THG, delivered the keynote “Powering Brand Growth Through Intelligent Fulfillment,” exploring how proprietary fulfillment technology, automation, and robotics can help brands improve operational efficiency, elevate customer experience, and turn logistics into a genuine competitive advantage. “Fulfillment and operational services become so intrinsic to the success of any brand that it’s no longer the afterthought. You have to get it right,” said Killeen.

Rakesh Joshi, Senior Director D2C at adidas, also shared how changing consumer behavior is reshaping omnichannel fulfillment and the way brands plan their operations. “We do demand fulfillment, but the winners will be the ones who anticipate demand, who learn what their consumers want and give it to them before they think they need it,” said Joshi.

Sessions across the two days also addressed AI in live operations, retail network redesign, peak-season readiness, new network models changing shipper expectations, and winning the omnichannel fulfillment race, with an emphasis on practical examples rather than abstract predictions.

More room for focused conversation

Beyond the scheduled one-to-one meetings, DELIVER America created additional formats for more focused peer discussion. The High Roller Dinner, held on October 6 ahead of the event, brought together 120 senior leaders for an invitation-only evening of conversation before the main program began.

On October 8, the Women in Retail Breakfast brought together senior professionals from across the retail and supply chain community to discuss “Building the Next Generation of Supply Chain Leadership,” hosted by Tanya Thorson from RETHINK Retail and Knight-Swift Supply Chain.

Bobbie Kelley, Director of Sales & Business at Knight-Swift Supply Chain said: “We got to meet some incredible leaders in retail and hear directly about the challenges they’re facing. It was really about empowering what comes next.”

Retailers recognize the solution providers making an impact

The DELIVER Vendor Awards returned for 2026, with winners selected exclusively by the retailers attending DELIVER America. This year’s winners were:

• Game Changer Award: RightHand Robotics
• Sustainability Award: Paccurate
• Customer Experience Award: Dragonfly
• Rising Star Award: Unbox Robotics
• Brand Excellence Award: Shippo

B Corp Certification announced at DELIVER America

DELIVER used its America 2026 event to announce that the company has achieved B Corp Certification, marking an important milestone in its mission-led approach to business. The announcement builds on DELIVER’s existing commitment to social and environmental impact and responsible business.

Next stop: Dubai

Following the Las Vegas edition, DELIVER’s global community will reconvene at DELIVER Middle East in Dubai on January 20+21, 2027, continuing the company’s regional series of curated retail and supply chain matchmaking events.

Fujitsu, collaborating with partners, logistics operators, and local governments as well as regional businesses, will blend knowledge based on social acceptance with flow-of-commerce and logistics data and make use of AI-driven evaluations and modelling to develop regional delivery services that optimize transport modes, such as trucks and drones as well as autonomous delivery robots.

The results implemented in this endeavor are derived from collaborative research carried out by Fujitsu together with researchers from Kyushu University and Sungkyunkwan University, as well as other institutions. The findings of this study have been published via the internet in the international academic journal Transportation Research Part E: Logistics and Transportation Review on July 29, 2026, and will be presented in Volume 215 of the journal in November 2026.

The growth when it comes to the e-commerce market and the 2024 logistics issue have caused serious social problems, such as a lack of labor and an absence of transportation capacity. In the mountain areas, depopulation is posing problems for maintaining current delivery networks, whereas in the urban areas, the requirements are more varied, including speed, flexibility of receipt methods, and cost-effectiveness. Drones and autonomous delivery robots offer potential solutions, but advancements in technology are not enough for social deployment.

In the Fujitsu Uvance business model, Fujitsu is working to realize next-generation logistics through data and AI, particularly in the domains of Dynamic Supply Chain Management and Physical AI. It is important to record not only flow-of-commerce as well as logistics data, but also the circumstances under which novel delivery techniques are accepted, and to incorporate these findings into service design, with the aim of building logistics networks customized to the requirements of individual regions and residents.

Application of Research Inferences to Dynamic Supply Chain Management

Fujitsu will use the social acceptance findings from this research in combination with flow-of-commerce and logistics data, including delivery demand and transport capacity along with lead times. Fujitsu will analyze with AI-based analysis and simulation, together with partner organizations, logistics operators, local governments, and regional businesses, the optimal logistics services based on the features of various regions and their residents.

Furthermore, Fujitsu will use this knowledge to optimize the integration of transports and to make specific delivery plans according to local demand and conditions.

Fujitsu will also look into the means of connecting to existing logistics systems like Warehouse Management Systems – WMS and Transportation Management Systems – TMS with Physical AI like drones and autonomous delivery robots by means of data linkage. Fujitsu will optimize the allocation of roles between trucks and drones as well as autonomous delivery robots in accordance with the needs and transportation situation in each region, and the drones will be used for short lead time deliveries or shipments that are difficult to be delivered successfully by trucks, thus redesigning the whole last-mile logistics network.

For instance, Fujitsu aims to realize delivery plans that offer packages by employing suitable methods at the appropriate time based on delivery demand and lead time, as well as convenience and price sensitivity prioritized by residents in areas with high populations. In contrast, in mountainous areas where it has become difficult to sustain current delivery networks because of declining populations, Fujitsu will cooperate with local authorities and regional businesses to develop and implement new delivery services via drones, taking into account delivery consistency and approval by residents.

It is well to be noted that Fujitsu integrates its supply chain business knowledge with a data linkage platform and AI-driven analysis and simulation technologies in order to connect conventional planning, decision-making, and execution with data and AI.

With this strategy, the company is more than simply a supplier of technologies, it is dedicated to offering comprehensive assistance, right from the creation of services that are accepted by local communities as well as residents to their social execution with partners.

Exploiting Physical AI for Social Realization

Fujitsu is moving forward with the development of Fujitsu Kozuchi Physical OS, which is a platform that combines systems, robotics, sensors, and spatial data via the Fujitsu-Carnegie Mellon Physical AI Research Center, founded in April 2026. Fujitsu will apply the knowledge gained by the social acceptance of drone delivery towards areas including deployment standards for drones and autonomous delivery robots, operational requirements, involvement with residents, and building a foundation of trust, from both the technical and social acceptance viewpoints, and will speed up the social adoption of physical AI.

Research Findings that Have Been Utilized

The study surveyed 5,113 people throughout Japan in order to investigate the elements affecting public acceptance of Urban Air Mobility – UAM for last-mile delivery. The results showed that the adoption of drone delivery is substantially affected not just by functional factors, like delivery speed and cost, but also by confidence in the support networks and mechanisms and compassion for the social value it delivers, such as addressing social problems and making contributions to regional communities.

The study also identified two different acceptance groups, one that reacts to functional features like delivery lead time and operator types and another that places greater importance on faith in the fundamental systems and general availability of logistics services, also for elderly people and those in underserved areas. These findings emphasize the need for the design of service and communication customized to the specific attributes of different regions and residents.

What’s Ahead

The results of this study will be used by Fujitsu as a basis for designing services and communication strategies for different age groups, providing suggestions for policy when it comes to institutional design like safety certification, and for putting in place ecosystems in the supply chain arena, such as drone delivery, through using flow-of-commerce and logistics data.

In addition, Fujitsu will apply the findings on institutional trust and social value to Dynamic Supply Chain Management and Physical AI activities so as to promote service creation and social execution.

This further solidifies the existing logistics presence of DP World in one of the biggest consumer and manufacturing markets in Europe and enhances its contract logistics capabilities within the food and beverage business. Notably, from Castel San Pietro Terme, nearby Bologna, DP World will bring together e-commerce fulfillment, warehousing, transport, and value-added logistics services in order to offer integrated, comprehensive supply chain solutions to customers within Italy and throughout Europe.

The FMCG Contract Logistics operations in Italy was set up by means of a strategic alliance with an Italian organic food company and anchor customer for the site, Alce Nero. The partnership also allows DP World to oversee key components of Alce Nero’s logistics activities, such as warehousing, e-commerce fulfillment, and shipping, which allows the company to put its resources into developing its fundamental business and driving future growth.

DP World Europe’s CCO, Rainer Schmid, said that “launching our first FMCG contract logistics operation in Italy is an important milestone for DP World. Italy is a key European market, and expanding our capabilities here strengthens our network while opening new opportunities in the food and beverage sector.  Our partnership with Alce Nero is a strong example of how we want to grow: by starting with a customer need, building the right solution around it and creating capabilities that can then support other businesses in the market.”

The operation comprises capabilities for organic product handling, temperature-controlled storage at 18-20 degrees Celsius, and integrated logistics technology. These capabilities allow the operation to service a variety of consumable businesses ranging from premium and organic brands to customers throughout e-commerce, consumer goods, and technology.

The multi-customer FMCG Contract Logistics operations in Italy comprises of 22,000 square meters has about 30,000 pallet positions and room for other customers. Its proximity to Bologna means it has access to both Italy’s domestic market as well as key European transport corridors, providing an opportunity for DP World to further develop its contract logistics services as customer demand increases.

The general manager of Alce Nero Spa, Renzo Patelli, said, “We are very pleased with the launch of our partnership with DP World. Finding the right logistics partner was an important process for Alce Nero, given the complexity of our business model, which brings together different supply chains, members, partners, and customers across multiple channels, each with specific requirements and logistics flows.  This partnership gives us a more integrated approach to managing that complexity and will help make our logistics operations more efficient, flexible, and responsive as we pursue further growth in Italy and internationally. It will also allow us to focus even more closely on our core business: producing and bringing to market high-quality organic food that reflects the values that have always guided Alce Nero.”

Interestingly, the expansion complements the present logistics footprint of DP World in Italy and bolsters its extensive European network, which supports the company’s strategy to offer customers progressively comprehensive, full-fledged supply chain solutions.

Building a comprehensive virtual model requires the integration of data from a wide variety of sources, including enterprise resource planning systems, warehouse management software, and real time tracking devices. This data integration creates a single source of truth that allows every stakeholder to work from the same set of facts. The these virtual replicas are not static representations but dynamic entities that evolve as the physical system changes. This continuous feedback loop ensures that the virtual model remains an accurate reflection of the current state of the operations, providing a reliable foundation for decision making.

The primary advantage of these virtual replicas is the ability to visualize the impact of various disruptions across the entire network. For instance, if a major port is forced to close, the system can immediately show which shipments will be affected and how the delay will ripple through subsequent stages of the production cycle. This high level of situational awareness allows logistics teams to take proactive measures to reroute cargo or adjust production schedules before the disruption becomes a crisis. By providing a clear and objective view of the situation on the ground, digital twins enable more precise and effective risk management.

Simulating Disruptive Events for Proactive Risk Mitigation

One of the most powerful applications of virtual modeling is the ability to perform simulations of various disruptive events. Managers can use the system to stress test their operations under a wide range of scenarios, from natural disasters and labor disputes to sudden shifts in trade policy. These simulations help to identify the “critical path” of the supply chain and prioritize risk mitigation efforts. By understanding which nodes are the most vital and the most vulnerable, companies can allocate their resources more effectively and develop targeted contingency plans.

Simulations also allow organizations to evaluate the effectiveness of different mitigation strategies before they are implemented in the physical world. For example, a company might use the virtual model to test the impact of adding a new distribution center or diversifying its supplier base. By comparing the results of different scenarios, leaders can make more informed decisions about where to invest in resilience. This data driven approach to strategy development provides a level of certainty that is impossible to achieve through more traditional, intuition based methods.

The use of artificial intelligence and machine learning further enhances the power of these simulations by allowing for more complex and realistic scenarios. These advanced technologies can identify non-linear relationships and hidden patterns in the data, providing more accurate predictions of how the system will react to a specific disruption. In addition, the system can automatically suggest the best course of action in response to a simulated crisis, such as recommending an alternative shipping route or identifying a backup supplier. This automated decision support speeds up the response process and ensures that all available information is considered.

Enhancing Scenario Planning with Advanced Data Modeling

Scenario planning is a critical component of strategic management, allowing organizations to prepare for a wide range of potential futures. These digital replicas provide the detailed data and analytical tools needed to perform this planning at a granular level. Rather than relying on broad industry trends, managers can use the virtual model to understand how specific events will affect their own unique operations. This tailored approach to scenario planning ensures that the organization is prepared for the risks that are most relevant to its business.

Advanced data modeling allows for the creation of “what-if” scenarios that can explore the impact of subtle changes in market conditions. For instance, a company might use the virtual model to understand how a 5% increase in fuel costs or a 10% decrease in demand in a specific region will affect its overall profitability. These insights allow for more precise financial planning and help the organization to remain agile in a rapidly changing environment. By continuously updating the virtual model with new data, companies can ensure that their scenario planning remains current and relevant.

In addition to financial planning, digital twins also support the development of more sustainable and ethical operations. Organizations can use the virtual model to track the carbon footprint of their products and identify opportunities for reducing emissions and waste. This visibility allows for more informed decisions about sourcing and logistics, helping the organization to meet its sustainability goals and reduce its environmental impact. By integrating social and environmental metrics into their scenario planning, companies can build a more ethical and resilient business that is better positioned to meet the expectations of modern consumers.

Integrating Real Time Visibility into Strategic Decision Processes

For digital twins to be truly effective, the insights they provide must be integrated into the organization’s broader decision making processes. This involves moving beyond a purely technical focus and ensuring that the virtual model is used by leaders at all levels of the organization. When every department has access to the same high quality data, they can work together more effectively to solve problems and adapt to new challenges. This collaborative approach to management is essential for building a more stable and adaptable business.

Integrating virtual modeling into strategic decision making also requires a shift in culture and mindset. Leaders must be willing to trust the data and act on the insights provided by the system, even if they contradict traditional intuition. This data driven culture is the key to maximizing the value of the investment in digital transformation. Training and education are essential for ensuring that employees have the skills needed to use the virtual model effectively and to interpret the results of simulations and scenario planning.The use of automated alerts and dashboards further supports the integration of real time visibility into the management process. These tools allow managers to stay informed about changes in the network and respond quickly to potential issues. For instance, if a supplier’s performance falls below a certain threshold, the system can automatically notify the relevant procurement team and suggest corrective actions. This proactive oversight reduces the burden on human analysts and ensures that critical information is acted upon as quickly as possible. Ultimately, the goal is to create a system where data is used to drive every decision, from day to day logistics to long term strategic planning.

Ensuring Network Stability Through Continuous Virtual Monitoring

Continuous monitoring of the physical system through its virtual replica is essential for maintaining operational stability. Digital twins allow for the detection of subtle changes and anomalies that might indicate an emerging problem. For instance, a sudden increase in lead times or a minor shift in inventory levels can be an early warning sign of a larger disruption. By identifying these issues early, the organization can take corrective action before they escalate into a major crisis.

Monitoring also extends to the external environment, including geopolitical developments, weather patterns, and economic indicators. By integrating this external data into the virtual model, companies can gain a more holistic and accurate picture of the global risk environment. This high level of situational awareness is a key competitive advantage, allowing businesses to stay ahead of the curve and respond more effectively to emerging challenges. In addition, the system can automatically update the results of simulations and scenario planning as new data becomes available, ensuring that the organization’s foresight remains sharp and relevant.

The implementation of virtual models is an ongoing process of improvement and innovation. Organizations must continuously refine their virtual models and adopt new technologies to stay ahead of emerging risks. This includes exploring the use of blockchain for secure and transparent record keeping, as well as the application of advanced sensors and internet of things devices for more granular data collection. By embracing a culture of continuous learning and adaptation, businesses can build a supply network that is not only resilient but also ethical and sustainable. This strategic use of information and technology is the key to building a more successful and stable business in an increasingly complex and unpredictable world.

Final Perspective

The adoption of digital twins for risk simulation and scenario planning represents a fundamental shift in the way supply chains are managed. By providing high fidelity virtual replicas of complex networks, these tools enable organizations to identify vulnerabilities, test mitigation strategies, and prepare for a wide range of potential futures. This proactive and data driven approach to risk management ensures operational stability and protects the long term success of the business. As the global trade environment becomes increasingly complex, the ability to turn data into actionable insights will remain a critical competitive advantage for any organization looking to thrive in the face of uncertainty. Additionally, these models facilitate strengthening supply chain resilience through supplier diversification by allowing companies to test the impact of new partners on their overall network stability.

The probe, launched in August 2025 by the Commerce Department, led Trump to order Howard Lutnick, the Commerce Secretary, and U.S. Trade Representative Jamieson Greer to collaboratively open or continue negotiations with trading partners in order to resolve concerns related to imports of wind turbines along with their components. Trump has ordered officials to not impose new tariffs on wind turbines imports and to report back to him in 180 days on the progress of talks.

The proclamation says the U.S. relies on imports of wind turbines and parts, which have grown over the past decade. The probe’s findings also revealed that foreign-made wind turbines as well as parts pose unique cybersecurity dangers, Trump said. The president pointed to inverters, noting that the vast majority of the components are made outside the U.S. Many tariffs have been imposed as a consequence of past Section 232 investigations by the Trump administration, including on drones as well as components, furniture imports, and also certain semiconductors. Trump’s latest order stops short of category-specific tariffs, however, there are some wind turbines as well as parts that will be subject to tariffs on steel and copper, as well as aluminum.

The order doesn’t cover those tariffs. Trump also said in an October 22, 2026, missive that he would look into alternative solutions depending on what comes out of negotiations.

Trump’s decision on wind turbines and parts is nothing new in his second term. He has put in place several new tariffs since he returned to the Oval Office. The president issued a comparable order in July 2026 following a Section 232 investigation when it comes to imports of commercial aircraft and jet engines as well as parts.

These most recent actions by Trump come as his administration is continuing to attack the wind energy sector, including efforts to withdraw offshore wind approvals and compensate developers to cancel offshore wind leases.

In the October 22 order, Trump called wind energy uncertain and a load as far as the domestic power grid is concerned, referring to the findings of the Section 232 probe.

This automated logistics center in France, built by LCR – Les Constructeurs Réunis, spans 41,000 square meters and is for the business-to-business – B2B operations of PUMA.  The site was officially inaugurated on 21 October 2026 but has been operational since the end of 2025 after the transfer of logistics operations from Landersheim.

The facility is capable of processing around 57,000 order lines per day, with a target processing time of 4 hours as far as priority orders are concerned. Its automated infrastructure allows it to handle footwear, apparel, and accessories and offers versatility to cope with seasonal demand variations.

The inauguration also follows the renewal of the collaboration between ID Logistics and PUMA for a further six years.

Automation in the warehouse helps speed up order processing

Vendenheim’s facility is equipped with an AutoStore automated storage and retrieval system connected to the Reflex Warehouse Management System – WMS.

It is worth noting that the installation comprises 15 order-picking stations along with 12 product induction stations, with a first storage capacity of 70,000 bins. The system can be grown to over 85,000 bins by 2030 to meet any possible growth in the logistics volumes of PUMA.

Apparently, ID Logistics handles the receipt, storage, picking, and shipping, along with returns at the site, thereby tailoring the processing priorities to the customer’s needs.

The facility employs an average of about 100 people, rising to 150 in peak periods. Employees from the former Landersheim site have moved to Vendenheim and have benefited from local recruitment and training to facilitate the transition.

As per Frédéric Grenier, Managing Director of ID Logistics France, “Ten years after the start of our collaboration with PUMA, the inauguration of Vendenheim marks a new milestone in our partnership.”

Grenier also said the platform was built to address the needs for supply chain responsiveness but also has space for future growth.

Long-term support for logistics operations

The new platform also includes environmental features to enhance its operational sustainability.

The facility is BREEAM Excellent certified and features LED lighting, energy consumption tracking systems, and rooftop photovoltaic generation as far as self-consumption is concerned along with electric vehicle charging infrastructure.

When it comes to PUMA, the investment is meant to improve its response capabilities for the changing distribution needs and to back the continuous development of its business activities in France.

Says Christophe Cance, Managing Director, Southern Europe, PUMA, “Logistics performance is a key driver of our development in France. With this new platform, we are strengthening our ability to respond more quickly, better meet the expectations of our business partners, and support our long-term growth.”

The Vendenheim site is another investment when it comes to automated contract logistics, integrating warehouse technology and scalable storage capacity so as to beef up PUMA’s distribution network across France.