The Global Trade Observatory Annual Outlook Report 2026 highlights a shift in thinking among 3,500 supply chain and logistics executives.
The clear message sent: modern logistics tends to be a competitive advantage. The infrastructure must be treated as a strategic priority.
Across markets and sectors, a shift is evident in the redesign, investment, and governance of supply chains.
We still have a significant amount of work ahead. DP World’s new Global Trade Observatory Annual Outlook Report 2026 highlights this issue.
It combines a survey of more than 3,500 senior supply chain and logistics executives across the world. This is with an analysis of today’s fast-moving trade environment. The study reflects how companies are responding to change.
The results are strikingly positive. This remains true even in the context of shifting trade policies, changing geopolitics, and disruptions to routes.
Overall, 54% of executives expect trade growth this year to be quicker than last year. This means that 40% of executives expect trade growth to remain the same as last year. This result is despite more than half (53%) predicting high or very high policy uncertainty during 2026.
What clearly stands out alongside this outlook is the level of ambition. When asked to identify their top 3 strategic changes for 2026, 51% chose supplier diversification as the primary response.
Drilling down and asking executives why they were diversifying their supply chains made the data even clearer. ‘New market entry’ was the most popular answer, moving with 16%. This was followed by new technology that enabled change (15%). The pursuit of agility or resilience (14%) came next. There was a clear willingness displayed in embracing change in pursuit of strategic advantage.
This ambitious pursuit of growth was also evident elsewhere. When supply chain executives were asked to select the top 3 drivers of growth for their businesses over the coming 1 to 3 years, the most popular answer was new markets and consumers (946%). This response was followed by deploying AI (43%). Additionally, 42% of respondents cited improving infrastructure and transport capacity as their primary drivers of growth.
When viewed collectively, these findings demonstrate that logistics is no longer merely a support function. However, technology is supporting a strategic enabler of growth, making it increasingly central to competitive success.
Redesigning, investing in, and governing supply chains across markets and sectors reflects a shift.
An important question arises: how can executives transform their ambition into sustained business growth, given that technology is empowering firms?
A single clear answer emerged when logistics executives were asked to name the top three infrastructure investments. This was needed to support trade and logistics in their markets. Warehousing and logistics hubs were the top choice, which was selected by 39% of respondents.
This reflects the evolution of warehousing. In the current context, decisions about location and capacity tend to be deeply strategic. It shapes entire distribution networks. It is especially so in a world influenced by just-in-time logistics and complex supply chains. Warehousing has become a strategic asset. In addition, it plays a crucial role in determining speed, resilience, and market access.
The range of warehousing also reflects this shift. This comes from secure facilities needed for high-value servers powering the data centre boom. It is strategically important to have cold storage facilities. Cold storage is often associated with agricultural exports, besides food security. It also plays a significant role in high-value industries. This category includes pharmaceuticals besides speciality chemicals.
As an example, in India, DP World provides temperature-controlled warehousing to hundreds of businesses. This supports product segments that range from fruits to temperature-sensitive pharmaceutical products. This underpins vital and fast-growing export industries.
Logistics parks also explain the prominence of this finding. When developed alongside ports or as part of special economic zones (SEZs), they tend to transform regional connectivity. They also tend to aid the establishment of trade hubs that attract investment, besides driving exports.
