Anwen Robinson shares why people-first integration and practical AI determine whether logistics transformation actually delivers operational impact
Can you briefly walk us through your career path and how it led you to your current role at OneAdvanced?
I have spent much of my career leading UK operations for global companies through periods of significant technological change. My experience with businesses including Unit4 Business Software, TechnologyOne, and Infor, has given me a front-row view of how enterprise technology has evolved, and where it often falls short in practice.
I joined OneAdvanced in 2023 to lead a new Accelerator division focused on identifying where technology could deliver real, operational impact. Logistics emerged as a clear growth sector, where OneAdvanced has extensive experience and a customer base that spans the distribution supply chain across manufacturing, wholesale, retail and direct to consumer.
Why does digital transformation in logistics so often lose momentum when it reaches frontline, day-to-day operations?
Digital transformation frequently stalls at the frontline because initiatives are too often designed around systems rather than people. In logistics, frontline teams work under intense time pressure and rely on proven routines. When new tools feel like an extra administrative burden, lack intuitive workflows, or do not clearly improve daily tasks, adoption drops quickly.
This is reflected in our latest Annual Trends research, which found that 62 percent of wholesale and logistics organizations are facing platform integration issues, leaving frontline teams to work around disconnected systems rather than being supported by them.
Our experience, explored in our recent Disenfranchised Workforce report, shows that when digital change is not embedded into everyday workflows, frontline employees feel disconnected from transformation efforts and are less likely to engage with new tools. Success depends on linking workforce management, time recording, and financial controls so that technology reduces friction rather than adding to it.
What are the most common integration gaps you see across logistics and wholesale organizations?
These generally sit between operational systems such as warehouse, transport, and fleet platforms, and the finance, workforce, and governance systems that support them. While each system may work well alone, many organizations are still operating in silos rather than as part of a connected model.
Breaking down these silos allows operational data to flow through into finance and workforce management in near-real-time, creating a more accurate and actionable view of cost, productivity, and compliance across the organization.
How do these integration challenges directly affect decision-making, accountability, and operational visibility?
Poor integration slows decision-making and reduces confidence in the data. When information is fragmented, leaders and managers spend time reconciling reports rather than acting on them, delaying responses and increasing reliance on instinct over evidence.
Our research also highlights a clear perception gap between senior leaders and managers on the ground around whether systems are genuinely enabling effective decision-making. That disconnect weakens accountability, as it becomes harder to trace outcomes back to specific decisions or teams.
AI investment is growing, yet adoption remains limited. What’s holding organizations back from using AI more widely in warehousing, transport, and fleet management?
The main barriers are data readiness, trust, and skills. AI depends on clean, connected data, yet many logistics operators still struggle with fragmented systems that limit AI’s ability to operate within day-to-day workflows.
This gap between ambition and reality is pronounced: while AI is widely cited as a top investment priority, 45 percent of organizations report that it is used in less than a quarter of their everyday operations, highlighting how foundational issues are holding adoption back.
Concerns around opaque decision-making can slow adoption unless organizations have clear governance around how AI is developed and used. OneAdvanced has addressed this through a UK data-sovereign AI engine embedded within its platform, and by becoming one of the first 100 organizations globally to achieve the ISO 42001 certification, which provides independent assurance that AI is being governed responsibly, helping organizations move from experimentation into trusted, operational use.
Where do you see AI delivering the most immediate, practical value for logistics operators today?
The most immediate value from AI is emerging in areas such as governance and compliance, demand and labor forecasting, spend analysis and cost anomaly detection, predictive maintenance, asset utilization, and exception management.
This focus on practical, real-world value is reinforced through OneAdvanced’s strategic partnership with the Road Haulage Association, where we work closely with operators to ensure AI-enabled capabilities are shaped around regulatory, compliance, and day-to-day operational realities.
How can organizations modernize their systems without overwhelming already stretched operational teams?
Planned, incremental change is essential. Organizations should prioritize platforms that integrate with existing operational systems, protect previous technology investments, and remove manual, repetitive processes rather than introducing new layers of complexity.
Phased implementations are often the most effective approach, starting with areas such as finance, spend, or workforce management where returns are clear, and then expanding capability over time without disrupting day-to-day operations.
What role does leadership play in ensuring digital initiatives translate into operational impact?
Leadership plays a critical role in linking digital initiatives to clear operational outcomes, including cost control, service reliability, workforce wellbeing, and compliance. When transformation is treated as an IT project rather than a business change, momentum is quickly lost.
Our research shows a persistent disconnect between senior leaders and managers on the ground around whether digital systems are actually delivering operational value, reinforcing the importance of clear ownership and alignment from the top.
Strong governance frameworks help close that gap by reinforcing accountability, prioritization, and alignment from board level through to frontline supervisors, ensuring digital initiatives translate into consistent, measurable operational improvements.
Are there common mistakes you see companies making when they try to accelerate digital change in the supply chain?
Several recurring mistakes tend to slow progress. Organizations often over-customize systems instead of taking the time to standardize and simplify operational processes, making change harder to scale. Others attempt to introduce too many new systems or initiatives at once, overwhelming teams and diluting focus.
At the same time, training and change management are often deprioritized, even though our research shows skills gaps remain one of the biggest operational challenges across the sector.
Organizations that make faster, more sustainable progress typically standardize first, integrate core platforms such as finance, workforce, and governance, and then apply embedded AI where it can deliver clear, practical value.
Looking ahead, what capabilities will logistics and wholesale operators need most to stay competitive over the next three to five years?
Bringing operational, financial, and workforce data together will be critical to improving productivity, cost control, and service performance.
Data-driven workforce planning will also become more important as skills gaps persist across the sector. While AI adoption is accelerating, our research highlights a continuing imbalance between investment in technology and investment in workforce readiness, making it essential for organizations to improve how they plan, deploy, and support their people.
Strong governance and compliance automation, combined with AI-enabled forecasting and decision support, will help organizations manage growing operational complexity and risk. Underpinning all of this will be scalable, cloud-based platforms that can adapt as business models, regulations, and market conditions evolve.
Anwen Robinson is SVP at OneAdvanced. OneAdvanced equips wholesale and logistics companies to optimize their operations with next-generation, composable ERP systems designed for scalability and seamless supply chain management.