By Tim Moylan, Chief Growth Officer, Infios
Extreme weather events are becoming an increasingly common challenge for supply chain leaders. From record-breaking heatwaves across the UK and Europe to flooding, storms and shifting seasonal patterns, businesses are facing disruption from factors that sit outside traditional supply chain planning models.
For warehouse and logistics operations, these events are more than temporary inconveniences. They can sit behind the empty shelves and delayed deliveries consumers see during a heatwave, revealing how prepared organisations really are to adapt when conditions change unexpectedly.
A heatwave can trigger a chain reaction across the entire supply network. Consumer demand can shift rapidly as people buy more bottled water, soft drinks, ice cream, fans and other seasonal products. Warehouses must respond by prioritising fast-moving orders, adjusting labour allocation and ensuring inventory is positioned where it is needed most.
At the same time, extreme temperatures can reduce operational capacity. Warehouse teams may require adjusted working patterns, while equipment operates under greater strain. The World Health Organisation and World Meteorological Organisation estimate that productivity can fall by 2–3% for every degree rise above 20°C in Wet-Bulb Globe Temperature. For operations already working to tight delivery windows, this creates a significant challenge.
Transport networks can also come under pressure. High temperatures can affect road and rail infrastructure, increase vehicle downtime and make delivery schedules less predictable. For temperature-controlled goods, including food, drink and pharmaceuticals, the risks are even greater. Cold-chain operations must maintain strict conditions throughout storage, handling and transport, even as external temperatures rise.
Small disruptions in one part of the network can quickly affect customer service levels elsewhere. A delayed vehicle, reduced warehouse productivity or a shortfall in cold storage capacity can mean stock arrives late, is sent to the wrong location or is unavailable when demand peaks.
Warehouses are becoming resilience hubs
Historically, supply chains have been designed around efficiency and predictability. Inventory was carefully positioned, processes were optimised and operations were planned based on relatively stable conditions.
That approach is becoming increasingly difficult in a world where disruption is no longer occasional. Growing concern around more volatile UK weather patterns means warehouse operations must support a wider range of scenarios, from sudden demand spikes and labour constraints to extreme heat, flooding and wider geopolitical uncertainty.
This requires a shift in thinking. Warehouses are no longer simply storage locations. Instead, they are becoming critical decision-making points within a broader supply chain execution network.
The ability to dynamically adjust priorities, redirect inventory, optimise labour and coordinate transport responses is becoming a competitive advantage. According to Infios research, 79% of supply chain leaders believe competitive advantage now depends on the ability to execute quickly and dynamically.
Visibility is not enough
Most organisations today have significantly improved visibility into their operations. They can track inventory, monitor warehouse activity and understand order status in near real time.
However, visibility alone does not prevent disruption. Knowing that a warehouse is experiencing reduced productivity, cold-chain capacity is under pressure or transport capacity is constrained only creates value when businesses can act on that information.
The next step is moving from visibility to intelligent execution: using real-time operational intelligence, data, automation and artificial intelligence to anticipate disruption and coordinate the best response.
For example, during a period of extreme heat, AI-enabled supply chain execution could help organisations anticipate changes in demand, adjust fulfilment priorities, recommend inventory movements, protect temperature-sensitive stock or identify alternative transport options before delays occur.
This is particularly important as many organisations continue to rely on manual processes. In fact, 58% of supply chain leaders identify manual workflows as a significant source of inefficiency, while only 6% currently use AI to enable automated, prescriptive responses.
The opportunity is not simply to collect more data. It is to turn data into coordinated action.
Building supply chains that can adapt
Extreme weather is just one example of the uncertainty facing modern supply chains. The same capabilities required to respond to a heatwave are also needed to manage other disruptions, whether caused by labour shortages, changing customer expectations, supplier challenges or geopolitical events.
The organisations best positioned for the future will be those that can move beyond reacting once disruption has happened. They will be able to sense risks early, make informed decisions quickly and coordinate action across warehousing, transport and inventory before customer service is affected.
Businesses cannot control the weather. But they can build supply chains that are prepared to respond when conditions change.
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