Businesses that are fit for the future are excelling beyond their rivals. They thrive by achieving goals such as business growth, faster innovation and improved sustainability. Their strategic foresight and agility have allowed them to succeed amidst uncertainty.

Here are some highlights from our Future Fit data, which show how organisations that effectively integrate sustainability into their operations and projects are better positioned to thrive in the evolving mobility and logistics landscape.

• Vision development: Identify opportunities and the necessary steps to capitalise on them.
• Proactive approach: Initiate change rather than merely responding to external events.
• Partnerships and collaboration: Explore the supply chain and other industries for potential collaborators.

Mobility and logistics businesses face challenges ranging from political and economic volatility to pressure for carbon footprint reduction. Our research, surveying businesses from automotive manufacturers to fulfilment specialists, reveals that sector leaders are more determined than ever to seize opportunities.

These future-ready businesses are leveraging new technologies, strengthening partnerships, and embracing sustainability responsibilities.

“They recognise they are operating in a highly disruptive environment, but their leaders are committed to taking the steps necessary to advance the business,” Richard says.

• Investment strategy: Align sustainability investments with long-term commercial objectives.
• Stakeholder collaboration: Engage employees, suppliers, and partners in sustainability initiatives.
• Customer-focused sustainability: Shift from regulatory-driven to customer-driven sustainability approaches.

Mobility and logistics companies are significant contributors to greenhouse gas emissions. However, good progress is evident: 64% have switched to renewable energy sources, and 48% are generating their own energy. Additionally, the sector is focused on mapping its carbon footprint so it can make better informed decisions about where to reduce its impact: 57% have invested in environmental measurement tools, and 56% prioritise sustainability in board meetings.

The key now for is to get on the front foot in the sustainability debate, Richard explains. “Much of the debate so far has been driven by the regulatory agenda, with larger Tier Ones in supply chains responding and pushing requirements down through their supply chains,” he says. “But we have seen less focus on the consumer opportunity – the potential to persuade customers to buy products or services on the basis of their sustainability performance.”

Amid growing evidence that consumers now actively seek out greener products, there is potential for mobility and logistics companies to secure a key point of competitive differentiation.

The sector is beginning to recognise this. Two-thirds of the businesses surveyed agree that investment in sustainability can drive competitive advantage. There are other benefits on offer too. For example, mobility and logistics companies are more likely than their peers in other sectors to be raising finance linked to sustainability objectives, which may often be cheaper.

• Data capabilities: Enhance data collection and analysis for positive feedback loops.
• Fail-fast culture: Support iterative improvements through a culture of rapid experimentation.
• Emerging technologies: Utilise technologies such as artificial intelligence to boost efficiency.

Another priority for the sector will be to leverage the power of emerging technologies. Many businesses in this industry have a long and proud history of innovation, but the pace of change is now faster than ever. In some areas, businesses in the sector are outperforming – 72% have implemented data analytics capabilities to inform management decision-making and 53% are developing their own software in-house.

But there is also some catching up to do. Only 37% of mobility and logistics companies have started to implement tools and processes that make use of artificial intelligence, for example. Just 60% believe their success depends on data capabilities, and a third invest without empirical evidence.

One challenge is to formalise the approach to innovation and transformation. Our research indicates that mobility and logistics businesses are less likely to have formal change management capabilities or regularly discuss technology risk at board level.

The temptation for many businesses, Richard says, has been to let the largest companies in the sector – the original equipment manufacturers and Tier One suppliers – set the pace on innovation. “That is beginning to change, but some businesses are still waiting to be led. They need to get past that fear factor – to not to be afraid to experiment to make themselves more competitive in supply chains.”

• Regulatory opportunities: Use sustainability regulations on Scope 3 emissions to drive supply chain collaboration.
• Value chain relationships: Strengthen partnerships up and down the value chain.
• Digital investments: Invest in digital technologies for seamless supply chain connections.

The supply chain represents another opportunity for mobility and logistics businesses to respond positively to challenges. The experience of recent years, including the Covid-19 pandemic and the Ukraine war, has exposed the danger of relying on a small number of low-cost suppliers.

Our research highlights that supply chain resilience has  become a priority, with 64% valuing it over speed and cost. Collaboration is increasing, with 59% involving key suppliers in strategic decisions and over half monitoring supplier ESG performance. However, only a third regularly collaborate with customers, and few lead industry-wide collaborations.

“Digitalisation could support a move away from more hierarchical supply chains,” Richard suggests. “As businesses become more connected to their suppliers, there is the potential for shared innovation and mutual opportunity.”

• Employer branding: Establish your business as an employer of choice locally and nationally.
• Skills development: Collaborate with educators, develop apprenticeship programmes and in-house training.
• Supportive culture: Focus on a culture that improves retention.

Securing the necessary skills and talent is crucial in a competitive labour market and some progress is being made. The sector is now taking a broader view on recruitment and retention, prioritising skills development, employee wellbeing, and remuneration.

But only 13% of businesses have identified long-term talent needs and initiated plans to secure a talent pipeline. And progress is needed in diversity, company culture, and organisational purpose.

“Businesses have to take ownership of this problem and promote what they do to their local communities,” Richard says. “Can they create their own apprenticeship programmes, or secure long-term commitment through initiatives such as employee share-ownership?”

Our research provides a comprehensive view of future fitness in the mobility and logistics sector. While progress varies, every business has opportunities to advance. This requires self-reflection and strong leadership.

“It’s about understanding your current behaviours and capabilities, and then investing in the areas where there are gaps,” Richard says. “Don’t be afraid to seek out external support and advice as you move forward.”

By acting now to prioritise change, your business could be more ready to boost future resilience, meet market demand, reduce costs, or access capital. Find out about all the ways we could support you.

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