63% of companies are already experiencing climate change in their supply chain

A supplier that doesn’t deliver, an order that gets delayed, a cost that rises without warning… For years, these issues have been attributed to market volatility or isolated failures. But it’s becoming increasingly difficult to ignore a recurring factor: the climate.

63% of companies already acknowledge that they are experiencing the impact of climate change in their supply chain. And in many cases, this translates into losses in profit, time, and stability.

From climate risk to operational problem

For a long time, climate change has been treated as a future risk, linked to long-term scenarios, emissions reduction commitments, and strategic planning. But that logic is starting to fall short.

Extreme weather events such as heatwaves, droughts, and floods are already affecting infrastructure, production, and transportation in uneven, unpredictable, and increasingly frequent ways.

And they do so in a particularly fragile context. Supply chains are now more global, complex, and interdependent than ever, making them more efficient—but also more vulnerable to disruption.

A climate event in one location can trigger a chain reaction. A drought reduces production and leads to raw material shortages, rising costs, and delivery delays. A flood cuts off a key route, forcing rerouting and disrupting planning. A heatwave slows down port operations and delays incoming goods, directly impacting available stock.

What’s at stake: cost, continuity, and control

This type of impact is already being felt, especially in sectors highly dependent on natural resources or global logistics networks, such as food, retail, or manufacturing.

The consequences are not always immediate or obvious. Sometimes they appear weeks later, in the form of accumulated delays, last-minute supplier changes, or cost increases that are difficult to explain.

The issue is not each individual disruption, but their cumulative effect, which ultimately impacts three critical business variables:

• Cost: more volatile raw materials, higher transport costs, and lower operational efficiency.
• Continuity: difficulty meeting deadlines and maintaining service levels.
• Control: lack of visibility beyond direct suppliers.

From efficiency to resilience

For decades, supply chains have been optimized for efficiency—reducing costs, shortening timelines, and eliminating redundancies. The current context is forcing a shift in approach. The question is no longer just how to be more efficient, but how to be more resilient.

This means changing how decisions are made across the supply chain:

• Evaluating suppliers not only by cost and quality, but also by their exposure to climate risks (location, resource dependency, operational stability).
• Incorporating environmental variables into procurement processes to avoid risk concentration in specific regions.
• Reviewing logistics routes and alternatives in anticipation of recurring disruptions.

But there is a fundamental challenge: most companies lack a complete view of their supply chain and the ability to connect operational data with climate variables.

Anticipating instead of reacting

The problem is not the lack of information, but how it is used. In most supply chains, supplier data, logistics variables, impact indicators, and external factors such as climate or regulation exist in silos, across different systems and without a unified interpretation. The signals are there, but they arrive too late—or fail to connect—leading to decisions being made only when the problem is already evident.

What Manglai changes is precisely that ability to integrate and make sense of all this information. By connecting operational data with environmental and risk variables, the supply chain stops being a sequence of disruptions and becomes a system that can be understood and anticipated. This makes it possible to identify which suppliers are most exposed before they fail, understand where inefficiencies are driving costs, and prioritize actions that have real impact beyond reporting.

In practice, this leads to better-informed procurement decisions, more precise supplier network management, and a clear reduction in the time and effort spent on audits and compliance. Traceability stops being a manual process and becomes embedded in operations, enabling faster responses without slowing down the business.

Want to see how it works?

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The difference going forward will not be who is affected, but who is able to anticipate. Because in an uncertain environment, resilience is no longer a competitive advantage—it is a condition for operating.

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