Latest Industry Insights From LogiPharma 2025

Faced with regulatory requirements, geopolitical developments, sustainability pressures and operational complexity, supply chain leaders can no longer afford to operate reactively. To maintain resilience and competitiveness, they must adopt a proactive approach, leveraging data-driven insights and fostering collaboration across the value chain to effectively manage potential disruptions.

This was the driving theme behind the CxO Fireside Chat at the LogiPharma 2025 conference. Senior executives from across the pharmaceutical and logistics sectors came together in France in early April to explore what it means to build a truly proactive supply chain, and what it will take to get there.

The next five years will be a turning point for pharma supply chains, as the industry will see a dramatic transformation in how manufacturers operate. To learn more about this, we spoke to Adam Ruiz, Growth Business Development Representative at Veratrak, who attended the conference in France last week, and shared some key highlights from the presentation.

According to the CxO panel, five trends are set to shape the industry’s supply chains through to 2030:

1. The rise of ESG and Scope 3 reporting - With legislation like the EU CSRD in force, organisations are under pressure to quantify and reduce emissions across their extended supply chains. Scope 3 emissions, particularly from outsourced transport and warehousing, make up the majority of a pharma company’s carbon footprint.

Download our white paper to find out more about Benchmarking Scope 3 Emissions Reporting Across the Pharmaceutical Industry.

2. AI and automation becoming foundational - Advanced analytics are now essential to keep pace with the speed and scale of decision-making required. Automation is enabling faster responses, while AI is uncovering risks and opportunities beyond human capability.

3. Volatility from political instability and climate events - From global conflicts to extreme weather, supply networks face more unpredictability than ever. Static, just-in-time models are being replaced by agile, diversified networks.

4. A push for transparency and traceability - As regulations evolve and patient expectations rise, pharmaceutical companies must ensure visibility from source to shelf. Blockchain and data-sharing frameworks are gaining traction to meet these expectations.

5. A need for cultural and talent transformation - Data and technology are only as powerful as the people interpreting and acting on them. Building analytical capability and fostering a proactive mindset are now core to supply chain excellence.

Why data alone isn’t enough

A recurring message from the Logipharma panel was that data, on its own, is not a silver bullet. Many organisations have plenty of it, but few are able to translate it into forward-looking action.

One panellist noted that, “data without interpretation is noise.” True competitive advantage comes not from collecting more data, but from making it usable: structured, shared, and contextualised. This means investing not only in infrastructure, but in people who can ask the right questions and act quickly on insights.

It also requires platforms that can aggregate information across business units and partners, breaking down siloes that slow response times or limit visibility.

Predictive capabilities as a resilience tool

When pharmaceutical companies were hit by disruptions during the COVID-19 pandemic, many scrambled to adjust supply routes, manage stockouts, or switch distribution partners. These reactive responses were often costly (and not always fast enough).

Today, predictive technologies are changing that dynamic. With the help of AI and automation, supply chains can now anticipate issues weeks or months in advance. For example:

• Cold chain failures can be predicted by monitoring thermal deviation patterns across lanes.
  
  
• Inventory gaps can be flagged through demand-sensing tools before they affect patient access.
  
  
• Route disruptions due to geopolitical risks or weather can trigger automated alerts and re-routing.

The panel stressed that adopting predictive capabilities requires not just tools, but trust - especially when integrating data from external logistics partners and contract manufacturers. Transparency and collaboration are essential to ensuring insights are complete, timely, and actionable.

Collaboration over control

One of the most powerful insights from the discussion was that control no longer guarantees resilience. Instead, what matters is coordination.

Pharmaceutical companies that once prized strict oversight are realising the value of deep, long-term collaboration with third-party logistics providers (3PLs), contract development and manufacturing organisations (CDMOs) and even commercial partners. Rather than trying to own every node of the supply chain, leaders are focused on building ecosystems that can flex and respond together.

This shift means investing in shared platforms, establishing clear data governance models, and aligning incentives - for example, by making ESG progress a joint metric across partners.

Sustainability and Scope 3: from compliance to competitive edge

The conversation around sustainability is also changing. It’s no longer just about meeting compliance deadlines or publishing annual ESG reports. Supply chain emissions (especially Scope 3) are now seen as both a risk and an opportunity.

Forward-thinking pharma leaders are using carbon emissions data to inform commercial strategy. Which partners align with your sustainability goals? Which lanes or warehouses offer the lowest carbon footprint? Where can digitalisation lead to meaningful reductions?

Scope 3 is no longer a side project for ESG teams. It’s becoming a cross-functional priority spanning procurement, logistics, distribution and even sales.

Watch our webinar recording to learn how to optimise your Scope 3 emissions reporting across your supply chain.

Building a proactive culture

Perhaps the hardest shift of all, according to the panellists, is cultural. Becoming proactive requires a mindset change across the organisation. It means shifting from reacting to yesterday’s issues, to preventing tomorrow’s.

Proactivity must be embedded into daily operations. Leaders need to reward foresight, enable faster decision-making, and support risk-taking in service of resilience. That also means equipping teams with the right training - not just in technology, but in change leadership.

Bringing it all together with data and digital platforms

While the CxO discussion was filled with insights, one common thread tied it all together: the need for integration.

Bringing together partners, emissions data, predictive tools and operations planning into a unified environment is what allows pharma companies to act decisively, not reactively. This is where digital platforms like Veratrak’s Hub come in.

A top 5 pharma manufacturer recently used Veratrak's Collaboration Platform to standardise carbon emissions reporting across more than 35 markets. By collecting final mile and warehousing data from partners of varying digital maturity, they were able to meet CSRD requirements and build a trusted emissions baseline - while freeing up internal teams to focus on strategic ESG planning instead of chasing spreadsheets.

This kind of capability isn’t just about reporting: it’s about visibility, readiness and long-term value creation.

Ready to stop chasing spreadsheets and start leading with data?

Download our free Scope 3 case study to discover how a global pharmaceutical giant used final mile data to create a centralised emissions reporting programme across five continents. See how they tackled data maturity gaps, onboarded dozens of partners and met EU CSRD requirements, all with a single platform.

Contact us to discuss your supply chain collaboration plans, and how we can help.