Logistics is essential to any business. In 2026, a leading analyst explains why agility now matters more than prediction in logistics, how AI is reshaping decision-making, what the next major disruptors in global supply chains may be.
Step forward Nishith Rastogi, CEO and Founder of Locus, who has been interviewed by Digital Journal. Here Rastogi explains in his responses why a dollar spent on agility is worth ten spent on prediction, the rise of the Digital Supply Chain Officer, underutilized AI use cases, the impact of shifting tariffs, and why humanoids may reach warehouses sooner than expected.
DJ: Why do you believe agility is more valuable than prediction in today’s supply chains?
Nishith Rastogi: Over the last decade, supply chains have become so globally connected that disruption is no longer the exception; it is the baseline. Whether it is a canal blockage, a tariff change, or a regional conflict, the next major disruption is always right around the corner. That’s why I often say a dollar spent on agility is worth ten spent on prediction.
Forecasting helps, but it never takes the unknown out of the job. The real question is how fast you can adjust when things shift. Maybe a shipment gets stuck, a route closes, or demand suddenly jumps somewhere else. You just have to move things around, make quick calls, and keep goods flowing. The companies that build that kind of flexibility into their normal operations handle surprises better than those that only react when something breaks.
DJ: The term “Digital Supply Chain Officer” has come up more often in recent discussions about logistics technology. How would you describe it?
Rastogi: The idea of the Digital Supply Chain Officer is to move from systems that only show information to systems that can act on it. Think of the difference between a static control tower that tracks truck locations and a dynamic one that automatically detects delays, sends an alert, and reroutes a delivery, all without waiting for human approval. That’s the essence of a digital supply chain officer. It’s a network of intelligent agents that can make decisions with confidence. The goal isn’t to remove humans but to let them focus on exceptions and strategy rather than constant firefighting.
DJ: Where do you think AI is still underutilised in logistics?
Rastogi: One area where AI is still underutilised in logistics is with document processing. Every day, companies handle a large number of invoices, delivery slips, contracts, and compliance forms. A lot of that info is printed, scanned, or still entered manually.
But these documents are highly structured, and because of that, AI can easily process and digitize them. Doing this will free up time for humans while reducing errors and accelerating the entire supply chain.
While it’s not the most glamorous use of AI, sometimes the biggest impact can come from simply automating the back-office tasks that slow everything else down.
DJ: How do shifting tariffs and trade policies affect logistics strategy?
Rastogi: Tariffs aren’t just economic levers anymore. They’ve become geopolitical ones, which means the volatility they create is here to stay.
Leaders have to assume policy will keep shifting and plan with that in mind. A retailer that once relied on imports might decide domestic sourcing makes more sense. That choice changes practical details like ports, inventory placement, and cross-border handling.
The smart approach is to build optionality into your network. Have multiple sourcing paths, flexible fulfilment centres, and decision tools that help you reroute quickly when conditions shift.
DJ: What’s changing about last-mile delivery and seasonal demand?
Rastogi: Ten years ago, delivery networks were rigid; today, they’re much more fluid. Companies can blend gig-based, contracted, and dedicated fleets to handle spikes without massive capital investment. That flexibility is crucial during the holidays and other peak seasons.
Same-day delivery adds another layer. It forces you closer to the customer with smaller, more dynamic nodes and real-time visibility into both people and assets. Again, it’s an environment where forecasting matters less than agility. Your systems need to react instantly when a customer two miles away places an order.
DJ: Looking ahead, what’s the next big disruptor in logistics technology?
Rastogi: Humanoids. It sounds way off into the future, but I actually think we’ll see meaningful adoption within the next 18 to 36 months. They’ll start in warehouses, where the environment is structured but still demands physical dexterity that fixed automation can’t offer. The economics are becoming surprisingly favorable too. They can digitize existing facilities instead of forcing companies to rebuild from scratch. I don’t think this will be confined to developed markets either; the price points will make humanoids viable globally. It’s one of those rare innovations that could reshape operations in a very short time.
