Uploaded April 2026 | Updated September 2026, 2 weeks ago
Most companies still don’t have a real-time view of their logistics operations.
Which means cost, service, and emissions are often being managed on guesswork.
My guest for this episode is Constantine Komodromos, Founder and CEO of VesselBot. His work sits right at the point where logistics execution, emissions measurement, and operational decision-making collide. The problem he’s tackling is a serious one: many companies are still relying on averages, historical assumptions, and fragmented systems to understand what their transport operations are actually doing.
That matters now because supply chains are being hit from every side at once: geopolitical disruption, tariff shifts, cost volatility, climate pressure, and growing expectations around sustainability and Scope 3 reporting. But the real issue here is bigger than reporting. If your freight data is late, aggregated, or disconnected, then your decisions on carriers, routes, utilisation, packaging, and service levels are weaker than they should be. And in a volatile environment, weak visibility becomes a resilience problem very quickly.
What genuinely stood out to me here was how often better emissions data turns into better operational data. One example Constantine shared was a company discovering that high emissions intensity on a lane was tied directly to poor truck utilisation and an outdated contract. Fixing that cut emissions and cost at the same time. We also break down why the Suez rerouting story is more complicated than “more miles equals more emissions”, and why the real shift is moving emissions from a reporting line into an operational KPI used in day-to-day choices.
This is for supply chain, procurement, logistics, operations, and sustainability leaders trying to make better decisions under real pressure.
If you’re dealing with this on the ground, I’d like to hear how you’re handling it.
🔗 Podcast website: resilientsupplychainpodcast.com
🎧 Follow the podcast for more conversations on supply chain resilience, operational risk, and sustainability
👍 Subscribe for more practical analysis on logistics, visibility, and decision-making
Chapters / Timestamps
00:00 - The logistics visibility gap most companies still have
00:22 - Why weak transport data leads to weak decisions
01:56 - Why historical averages fail under disruption
04:24 - How fragmented systems hide logistics reality
06:51 - Why rerouting changes more than distance or emissions
12:28 - Why investor pressure matters more than regulation
14:45 - Seeing cost, time, and emissions in one view
16:31 - When sustainability data exposes wasted spend
21:14 - The trade-off between service levels and emissions
30:01 - Why AI starts with better supply chain data
Most companies still don’t have a real-time view of their logistics operations.
Which means cost, service, and emissions are often being managed on guesswork.
My guest for this episode is Constantine Komodromos, Founder and CEO of VesselBot. His work sits right at the point where logistics execution, emissions measurement, and operational decision-making collide. The problem he’s tackling is a serious one: many companies are still relying on averages, historical assumptions, and fragmented systems to understand what their transport operations are actually doing.
That matters now because supply chains are being hit from every side at once: geopolitical disruption, tariff shifts, cost volatility, climate pressure, and growing expectations around sustainability and Scope 3 reporting. But the real issue here is bigger than reporting. If your freight data is late, aggregated, or disconnected, then your decisions on carriers, routes, utilisation, packaging, and service levels are weaker than they should be. And in a volatile environment, weak visibility becomes a resilience problem very quickly.
What genuinely stood out to me here was how often better emissions data turns into better operational data. One example Constantine shared was a company discovering that high emissions intensity on a lane was tied directly to poor truck utilisation and an outdated contract. Fixing that cut emissions and cost at the same time. We also break down why the Suez rerouting story is more complicated than “more miles equals more emissions”, and why the real shift is moving emissions from a reporting line into an operational KPI used in day-to-day choices.
This is for supply chain, procurement, logistics, operations, and sustainability leaders trying to make better decisions under real pressure.
If you’re dealing with this on the ground, I’d like to hear how you’re handling it.
🔗 Podcast website: resilientsupplychainpodcast.com
🎧 Follow the podcast for more conversations on supply chain resilience, operational risk, and sustainability
👍 Subscribe for more practical analysis on logistics, visibility, and decision-making
Chapters / Timestamps
00:00 - The logistics visibility gap most companies still have
00:22 - Why weak transport data leads to weak decisions
01:56 - Why historical averages fail under disruption
04:24 - How fragmented systems hide logistics reality
06:51 - Why rerouting changes more than distance or emissions
12:28 - Why investor pressure matters more than regulation
14:45 - Seeing cost, time, and emissions in one view
16:31 - When sustainability data exposes wasted spend
21:14 - The trade-off between service levels and emissions
30:01 - Why AI starts with better supply chain data
