IFGlobal in focus – Antony Day, Global Logistics and Carrier Manager

Welcome to IFGlobal In Focus, our series spotlighting the people driving our business forward. In each edition, we chat with key team members about their careers, industry insights, and what’s next for IFGlobal.

In this edition, we speak with Antony Day, our Global Carrier and Logistics Manager. Antony is responsible for shaping and strengthening our global logistics network, ensuring our clients have access to the right carrier solutions, at the right cost, with the right service levels. 

From researching emerging carrier partners and supply chain innovations to building resilience against disruption, Antony plays a key role in helping our clients navigate an increasingly complex logistics landscape. We spoke to him about his journey to IFGlobal, the future of carrier management, and why relationships remain at the heart of great logistics. 

Antony Day, Global Carrier and Logistics Manager 

What led you to IFGlobal?

Interestingly, IFGlobal (formerly I-Fulfilment) was actually a client of mine in a previous role. I worked for one of their final-mile carrier providers, managing an operation of more than 200 people.

Over the last decade, I’d watched the business grow and develop, particularly its investment in technology, so it was always on my radar. When I was looking to move out of London, the opportunity was hard to ignore.

Throughout the interview process, it became clear that the business had a genuine passion for growth and for delivering value-added services. That was something I wanted to be part of.

What does your role involve and how does it support the wider business?

My core responsibility is making sure our global logistics offering continues to meet the needs of both our clients and their customers.

A big part of my role is focused on research and development, identifying future opportunities, strengthening our logistics strategy, and finding solutions that improve cost efficiency, service performance, and sustainability.

I also help bring visibility to the complexities of logistics across the business, ensuring our support teams understand how decisions in one area can impact the wider operation.

How do you build strong relationships with carrier partners across the world?

Building relationships across multiple time zones can be challenging, particularly with partners in Asia and the west coast of the US.

While a lot of communication naturally happens via email and messaging, I make a point of arranging video calls, whether that means starting early or finishing late. I am a big advocate for face-to-face meetings as I believe putting a face to a name makes a huge difference and helps build stronger, more collaborative partnerships.

What role do you play in shaping IFGlobal’s carrier strategy?

A big part of my role revolves around researching global, regional and specialist carriers.

What many people don't realise is that only around 15–20% of global logistics is handled by the largest carriers. The remaining 80% is covered by regional and specialist providers that often offer highly effective solutions for specific markets or requirements.

The key is investing the time to understand those providers, build relationships, and uncover opportunities that create real value for our clients.

How do you balance cost efficiency with service quality and reliability?

It's one of the biggest challenges in logistics because cost and service don't always go hand in hand.

Generally, higher-cost services offer faster transit times, better visibility and stronger customer experiences. Lower-cost options can deliver savings, but often with compromises around speed or tracking capabilities.

My focus is on finding the right balance. The best carrier partners offer multiple service options, allowing clients to choose the right mix of price, speed and reliability based on their business needs.

What improvements have you introduced since joining IFGlobal?

Straight away, I'd say our Supply Chain Support solution.

Most brands are built around a great product idea, but what often gets overlooked is the complexity of getting that product from supplier to warehouse efficiently. That's where supply chains can quietly become a growth blocker. Delays at ports, supplier coordination issues, rising freight costs, customs challenges and a lack of visibility can all impact stock availability, margins and ultimately the customer experience.

We've developed a service that takes ownership of inbound logistics from end to end. That includes carrier sourcing and rate negotiation, shipment booking, import documentation, customs management, real-time tracking and delivery directly into our fulfilment centres. Rather than clients spending valuable time chasing updates, comparing freight quotes or managing paperwork, we handle the process for them and provide full visibility throughout.

One of the biggest improvements has been the technology we've introduced around live shipment tracking and proactive updates. It gives clients greater control and visibility across their supply chain, while helping them plan inventory more effectively and respond faster when challenges arise.

What makes the biggest difference, though, is that we're not just moving shipments. We're continuously reviewing carrier performance, costs and supply chain efficiency to identify opportunities for improvement. The result is lower shipping costs, less time spent managing logistics internally, improved stock availability and ultimately more control over the supply chain.

How do you manage challenges such as rate increases and geopolitical disruption?

The key is building resilience into your carrier strategy.

Not all carriers are affected by market conditions in the same way, whether that's general rate increases or external events such as fuel price volatility and geopolitical disruption. Having multiple carrier options allows us to adapt quickly when circumstances change.

Data visibility is equally important. It enables us to identify issues early and switch operating lanes where necessary to minimise disruption.

My ideal scenario, what I often call "Planet Utopia", is having pre-approved recovery plans in place for every client. That means we can act immediately when problems arise, resolve the issue first, and then communicate what happened, rather than waiting for approvals while orders are delayed.

How do you work with other teams to deliver the best outcomes for clients?

Seamless delivery performance is always a cross-functional effort.

I work particularly closely with our Client Support, Account Management, and Commercial teams. Together, we align logistics strategy with client expectations, cost models and growth plans.

The simple answer is to be present. Join calls, contribute to discussions, stay connected to what's happening across the business.

Some of the best ideas can come from people outside your own department because they bring a completely different perspective to the challenge.

What trends are you watching most closely in global logistics?

Definitely AI. Historically, AI has been used primarily for forecasting and analysing data, but we're now starting to see much more practical applications. From automated carrier selection and dynamic shipment routing to predicting disruptions before they happen, AI is beginning to deliver tangible operational benefits.

While some of these technologies have existed for years, we're only now starting to see their true potential being realised across the industry.

Looking ahead, how do you see our carrier network evolving and what opportunities excite you most?

What excites me the most is green initiative. We're seeing more logistics providers entering the market with genuinely innovative green solutions, from fully electric fleets to electric cargo bikes for urban deliveries.

These businesses are looking to scale and need the right volume and partnerships to make that happen. As adoption grows, I believe they'll play an increasingly important role in shaping the future of logistics.

What motivates you outside of work?

My what and why will always be my wife and daughter. I don’t say it enough, but they are the core pillars in my life and the support system that keeps me moving forward every day.

Outside of family life, I enjoy golf, although whether spending hours hitting a ball and then trying to find it qualifies as golf is probably open to debate!

What’s one piece of advice you'd give someone starting out in logistics?

Resilience should be one of the first tools in your toolbox.

Logistics and supply chain can be demanding, and you'll be tested regularly. Success comes from being able to solve complex operational challenges while staying calm in the face of constant change.

Delays, cancellations, compliance changes and unexpected disruptions happen every week. The people who thrive are those who embrace problem-solving and remain adaptable when plans change.

Solutions-focused and always looking ahead, Antony brings a relentless focus on innovation and resilience to IFGlobal's international logistics network. Whether he's identifying new carrier opportunities, strengthening supply chain visibility or preparing for future disruption, his work helps ensure our clients can scale with confidence in an increasingly complex global marketplace.