Why will people, not just technology, future-proof supply chains?

For many years, “agility” in logistics has been an elusive goal—something all boards aspire to but few achieve. In his opening remarks at Air Cargo Southeast Asia 2025, Rado Palmario, CEO of Alcott Global Group, challenged the industry on what agility means in an age of volatility, automation and consolidation.

Palmario divides resilience into three fundamentals: mindset, technology and talent.

“Mindset first – because uncertainty is constant. Technology second – because it’s never been faster or cheaper to deploy it. And people last – because that’s what ultimately defines us.”

He added: “You can’t beat someone who uses pen and paper if they have world-class digital tools. But by the same token, the best software in the world is useless without the right leaders implementing it.”

In an industry that is increasingly unpredictable, his message resonated with freight forwarders, airport operators, and logistics executives looking for a balance between automation and adaptation.

“Technology will change everything we do,” Palmario concluded. “The question is not whether we accept it – but whether our people are ready to lead this change.”

Mindfulness versus machines

With so many uncontrollable variables, Palmario believes passion starts with mindset. He cited Roger Bannister’s four-minute story and compared it to leading under pressure: “Before Bannister, scientists said it was impossible. Then one man did it, and suddenly thousands did it. We can’t control the chaos, but we can control our vision.”

He urged logistics leaders not to view technology as expensive or complicated. “The limiting belief I see is that digital tools are only for the DHLs or DSVs of the world. It’s outdated. Today’s modular and scalable systems can be deployed in weeks and pay for themselves quickly.”

He cited examples of transportation management or invoice reconciliation tools that yield ROI within a month. “Implementation of technology is never easy – the hurdle is faith,” he said.

The future of artificial intelligence

Although afraid of the hype, Palmario predicted that AI will fundamentally shape logistics within four years. “A consulting firm I work with expects to reduce operating costs by 10% in 18 months through automation and artificial intelligence,” he notes. “That 10% head start becomes a competitive moat. You can’t simply wait and imitate the first mover—they’re already more efficient and have more capital to reinvest.”

The bottom line, he said, is that companies should start experimenting now instead of waiting for “full clarity.” Early adopters using AI for forecasting, route optimization, or process automation will widen the gap over their slower counterparts.

Basically people

Ultimately, Palmario stressed, “Technology alone won’t future-proof a company—people will.” He praised companies such as Maersk and PSA Singapore that are building digital systems with extensive operator training. “They’re investing in teams that already know how to use AI and robotics to make better decisions,” he said.

But finding such talent is becoming increasingly difficult. In an executive search for an AI-powered procurement role, his team screened 350 candidates and found only one truly qualified. “A man like that is worth his weight in gold,” he added. “If you have these things, keep them – pay them well, give them space to experience. If you don’t have them, find them.”

For leaders, this means re-evaluating the team structure. “Find out who embraces the technology and who resists it. The latter will slow you down. Those who ‘get it’ must be empowered to drive change across all disciplines.”