The Gartner Supply Chain Executive conference continues to evolve in both scale and content. This recent one, as Gartner noted, was the biggest one to date. So much so, that Gartner will now be converting the supply chain summit to its larger symposium format starting in 2020.

For seasoned attendees who might recall when this used to be the AMR Research Supply Chain Executive conference, it may feel strange to venture anywhere other than Phoenix in May. But if this event was a testament of what’s to come, Orlando 2020 will be something to look forward to.

Fans of Star Wars are familiar with the concept of the Force: an energy field that can be tapped into, that gives a Jedi their power. In the supply chain universe, the Force is like the inevitable progress of technology. A seemingly limitless pool of potential we tap into and are empowered by to not only better handle the pressures and challenges of the ever-evolving industry, but to pioneer that very change and transform the world as we know it.

Chances are you’re familiar with the renown Maslow’s Hierarchy of Needs. The psychological theory attempts to map out the stages of human growth, starting with physiological needs, like food, shelter, and safety, and moving onward and upward to love, belonging, esteem, until culminating in self-actualization.

The hierarchy is conceived as a pyramid with the basic needs at the bottom; to advance, you must first meet the requirements of the previous level. In other words, starvation takes precedence over safety. Most won’t have the bandwidth to sustain meaningful relationships if they feel unsafe, and they probably won’t reach their full potential if they lack self-esteem.

The same can be said about a business’s growth and development.

Approaching a digital transformation can seem daunting. There are many considerations and software providers, so how do you determine which solutions are best? After assembling a small, cross-functional team, outline a strategic approach for summarizing your intentions and highlighting priorities for the initiative.

In the following sections, we’ll discuss how to effectively approach the task and apply your decisions to the vendor selection process.

Transportation management was once straightforward: Order management systems grouped batches of orders into origin-destination pairs based on delivery dates, then sent order releases down to the transportation management system (TMS), which had the sole function of accepting that input and releasing the batch.

A lot has changed since then. Between global competition, high consumer demand, and the rise of multi-enterprise networks, businesses are realizing this legacy method is insufficient to handle the supply chain industry’s growing complexity.

If you need a more effective and efficient way to manage transportation in the modern supply chain, here are several do’s and don’ts to consider:

When you think of the supply chain, it’s easy to recall the antiquated notion of a literal chain of command and linear process. The chain begins at Point A, the order, and ends at Point B, the delivery of the product; what happens in between is as predictable and routine as goods flowing down an assembly track. When consumers were generally local and products typically unchanging, it was practical to invest in the same team of partners, routes, and practices.

The breakneck growth of the Internet has radically disrupted that paradigm. The continuous demand for newer, better offerings has shortened product lifecycles and upended the practice of stable partnerships. As dynamic networks are the new normal, technology has emerged to better form and manage these vital relationships.

We opened this series by discussing why digital transformation and continuous improvements are critical to long-term success. But once you’ve made this realization, how do you actually make it happen in an effective and streamlined way? Just because you’ve discovered the key to your company’s inefficiencies and the importance of aiming higher doesn’t mean everyone else does. Besides, small to mid-size businesses don’t typically have a dedicated professional or department to oversee the endeavor, so you need to champion internal support.

Here, we’ll take a quick look at how to craft a value proposition for executive sponsorship, then focus on who you should enlist to ensure the endeavor is handled intelligently and without delay.

Mergers and acquisitions activity have been on the rise for several years, and according to Deloitte’s The state of the deal | M&A trends 2019 report, they show no sign of letting up. In fact, these deals are projected to continue to grow in size. Whatever the reason for each M&A – whether to stay competitive by acquiring new technology or broaden their market reach – what they all have in common is the drive toward synergy: the belief that the new combined whole will be greater than the sum of their parts.

Then why do about 50-85% of all M&As fail?

Having spent over 25 years in the supply chain industry, I noticed that while companies diligently assess their performance and capabilities, they are often unmotivated to improve as long as they do better or earn more than the year before. Satisfaction with small, incremental gains is a setback. The mindset usually stems from the presumption that additional growth demands significant spend, time, resources, and disruption.

In light of this, I’m launching a blog series to relate my perspective as an actual practitioner who has evaluated, selected, justified, and implemented software solutions for e-commerce fulfillment, warehouse management, supply and demand planning, transportation and logistics management, supply chain control towers, reverse logistics, and depot repair. There’s a lot of misunderstanding surrounding the process of systems upgrades, why they are necessary, and what it takes to set them in motion.

Growth, global expansion, and building complex networks of partnerships are a boon to businesses, but they also come at a price. Greater complexity invites greater risk and room for error, and if companies aren’t careful, they may easily enter into unwieldy processes and systems that are ineffective and inefficient.

Gartner just released their Magic Quadrant for Multienterprise Supply Chain Business Networks. But what exactly are they and how can they help your business?

At its root, the term encapsulates how supply chains have evolved into complex networks involving multiple parties and partners. Across orders, organizations must communicate with everyone from manufacturing and warehousing to transportation partners, freight forwarders, distributors, retailers, and others. While having all these connections is certainly advantageous, the pressing question is: are you really making the most of what you have?

55% of business leaders in supply chain and top bosses in finance plan to invest in Artificial Intelligence in the next couple of years according to a recent Forrester survey. This stat tells us AI is increasingly being seen as a technology capable of driving effective decision making and improving operational processes.

The modus operandi of the ‘sales process’ has changed over the years in both the B2B and B2C spheres; it has moved from being a largely offline to an online process and this transformation has also changed customer expectations vis-à-vis product delivery. 

There’s no question that the supply chain is a strategic asset for forward-thinking retailers and brand owners. Getting products from A to Z efficiently while maintaining a positive customer experience is a big balancing act that supply chain leaders deal with every day. So, how can your supply chain have an impact on customer satisfaction levels? How do successful companies view their supply chains and why is it worth investing in them? While the path to success may not be obvious, some recent research gives us some clues.

The prospect of the two leading global economies, the United States and China, pushing beyond the trading of punitive tariffs and into a full-scale trade war is creating a lot of uncertainty. The potential fall out for organizations engaged in global trade could be disastrous. But the desire for managing supply chain disruption, reducing risk, and protecting future profits also creates the drive for improvement that will lead forward-thinking businesses to pursue real-time visibility and control over their supply chains. By adopting supply chain orchestration (SCO) global organizations may be able to reduce some of the uncertainties that comes with these tariffs.