As global supply chains come under fresh pressure from US tariffs, extreme weather and international conflict, UK carmaker JLR (Jaguar Land Rover Automotive PLC) is taking bold steps to safeguard its production pipeline – a move that holds critical lessons for truck OEMs and fleet operators across Southern Africa.
Although JLR is a car maker, we are accenting this story as it highlights the increased focus on supply chains as a critical element for business success. We can no longer regard the truck in isolation. It’s the whole chain that we now have to look to for supply chain optimisation is no longer just a cost efficiency tool – it’s a survival strategy.
For local fleets (and their suppliers) serving sectors like mining, agriculture and logistics, any disruption in vehicle parts availability, for example, can halt operations. JLR’s latest investment in supply chain reinvention via enhanced material traceability sends a powerful message: visibility is the first step to resilience.
Prioritising traceability and sustainability
JLR has created 50 new roles dedicated to material mapping and traceability of parts and components. This additional capability improves supply chain robustness so JLR and its suppliers can deliver on production targets and give clients confidence in the company’s commitment to ethical standards.
The investment also supports JLR in delivering the highest standards in sourcing critical materials such as lithium, cobalt, nickel and rare earth elements, which remain essential for electric vehicle production and battery technologies.
JLR’s newly appointed supply chain specialists will work to maximise the resilience of the car-maker’s new electric vehicle supply chains and uphold ethical standards amid ongoing geopolitical uncertainty as it works to deliver its next generation of pure electric models across all its brands by 2030.
The new roles have been created to provide the business with additional, detailed and accurate visibility of parts and materials in its supply chain, including raw material sources. This visibility allows JLR to foresee and navigate threats to supply and ensure production can be maintained.
These new roles complement JLR’s existing partnerships with firms specialising in physical audits of critical materials, helping the company trace and monitor standards all the way down to mine sites. They also align with JLR’s investment in advanced technologies such as AI, machine learning and real-time analytics to unlock greater visibility and resilience.
Supply chains spanning multiple borders remain vulnerable to shocks. In recent years, the automotive industry has seen significant disruption – from Covid-era shutdowns to Red Sea shipping blockages and conflict-related halts.
The new team members are tasked with gathering key data to build a complete picture of the company’s supply chain. This enables JLR to proactively assess risk, find solutions to potential stoppages and ensure compliance with current and future legislation.
Jaspal Gill, supply chain mapping and transparency manager at JLR says: “In my previous role in JLR’s Industrial Operations, I collaborated with suppliers to support the seamless operation of our production lines. In my new role, I work to identify the true source of our parts so we can secure continual supply and uphold the highest supply chain standards. Since joining, I’ve trained new team members who bring their own experiences from around the business and a strong willingness to learn new skills and embrace new challenges.”
Supply chain mapping and transparency manager Ama Agyewaa Sappor, who also recently joined the team, brings 15 years of supply chain expertise to the business. She says: “I chose to commit my skills to JLR because of its commitment to people and planet; not just profits. Having grown up in Africa, I am passionate about our upstream impact, including ethical sourcing and sustainable end-to-end supply chain operations. It all starts with visibility and that’s what my team brings to the table, contributing directly to JLR’s efforts to be a truly global citizen.”
In addition to these new roles, JLR has trained over 20 000 employees in specialist supply chain management, covering key areas such as modern slavery and export controls. Overall, the company invests £20 million (around R470 million) annually in training and upskilling to support its transition to next-generation luxury electric vehicles.
Navigating Trump’s speed bumps
JLR’s actions come amid wider global concerns about supply chain risk. According to a June report from Reuters, based on a survey by global insurance brokerage Gallagher, 90% of US business owners express concern about the impact of the recent tariffs imposed by US President Donald Trump, with 69% citing supply chain disruptions and severe weather as top operational risks.
Gallagher CEO J. Patrick Gallagher told Reuters recently: “Global supply chains, strained by geopolitical conflicts and extreme weather events, remain vulnerable to disruptions.”
For Southern African truck fleets, this vulnerability is having an impact right now. Delays in imported components, misaligned procurement due to upstream shocks and legislative changes on minerals can affect everything from truck and parts availability to service intervals. The solution lies in better data, deeper partnerships and future-proof logistics.
JLR’s £20 million (±R470 million) annual investment in training underlines how seriously the company takes these challenges. It’s an example fleet operators would do well to follow.
As JLR builds a next-gen supply network fit for a volatile global economy, the message is clear: traceability, ethics and tech-enabled visibility are the cornerstones of modern supply chains. And for Southern African truck fleets navigating the same terrain, the time to act is now.
