THE CUSTOMER

Riviana Foods is a leading rice company and marketer of wild rice. The company is a wholly owned subsidiary of Ebro Foods, which operates in the rice sector across the globe through an extensive network of subsidiaries and brands in more than 80 countries spanning Europe, North America, Asia, and Africa.

THE PROVIDER

Franklin, Tennessee-based ProvisionAi offers sophisticated suites of optimization tools for load building and transportation load leveling that reduce total supply chain costs.

Like many companies over the past few years, Riviana has faced challenges when looking for trucking capacity, especially when demand spikes. One way companies can address this, even when capacity tightens, is to ensure all truckloads are optimized to their maximum legal capacity when they leave a facility.

To help its supply chain organization meet this goal, Riviana turned to Auto02 (Automatic Order Optimization), a load-building solution from ProvisionAi.

Selling a Broad Profile

As a large rice processor—its plant in Memphis, Tennessee moves more than 10,500 shipments annually—Riviana sells a wide range of products to retailers, industrial companies, and food service organizations, among other clients.

Shipments can vary from small, lightweight rice cups to 20-pound bags of rice geared to food service operations. “It’s a broad profile,” says Jennifer Phillips, Riviana’s director of transportation. Shipments generally travel by box car, intermodal, and truckload.

Riviana Foods is a wholly owned subsidiary of Ebro Foods, a global leader in the rice vertical. Ebro Foods’ network of subsidiaries and brands spans more than 80 countries across Europe, North America, Asia, and Africa.

The range of products and weights Riviana ships can present challenges when trying to load a truck so all the space within the trailer is fully utilized. Riviana had been using a load planning solution, but even so, trucks would often ‘weigh out’ before they ‘cubed out’, says Zachary Dale, Riviana’s supply chain continuous improvement manager.

Optimizing Truckloads

In the United States, most truckload shipments travel on 53-foot trailers that provide a bit more than 4,000 square feet of capacity, says Tom Moore, founder and CEO of ProvisionAi.

Most trucks traveling on highways can haul between 45,000 and 50,000 pounds. Because many of Riviana’s products—like sacks of rice—are heavy, shipments often meet the weight capacity of the truck before they’ve actually filled the space available.

The breadth of products Riviana offers and the range of pallet weights can also make it challenging to train new employees to properly load trucks.

“More efficient loading and better truck utilization could cut both the number of trucks on the road, as well as transportation costs,” Phillips says.

Generally, when shipping a variety of product sizes and weights, combining products of varying weights on a truck, rather than filling it with a single product, more efficiently uses the legal weight and space available. Even when dealing with slight differences in weight, there are opportunities to take advantage of that difference in the load design.

A Good Fit

When shipping a range of product sizes and weights, like Riviana does, combining products of varying weights on a truck, rather than filling it with a single product, more efficiently uses the legal weight and space available.

To help optimize truck capacity, Riviana began working with ProvisionAi. As Dale had been researching sustainability, a key initiative at Riviana, he came across information on the AutoO2 solution from ProvisionAi. “It sounded like a good fit and referenced a lot of the issues we were having,” he adds.

Auto02 load building software uses machine learning to optimize shipments, while it also considers more than 300 parameters, including product and customer-specific loading rules, among others.

For instance, a shipper may require that all shipments of a specific product family be placed in the tail of the truck, or that all pallets be shipped on the narrow dimension. The software can accommodate this. It has been deployed by companies around the globe and across verticals.

Along with enabling companies to fit more products on fewer trucks, the Auto02 solution manages the placement of pallets so that lighter weight products are placed on top of heavier ones—“eggs on top of bricks,” as Moore says.

In addition, pallets are placed so that they’re supported when, for instance, a truck must turn sharply. This helps eliminate much of the damage that can occur during transit and from material handling.

AutoO2 bolts on to companies’ enterprise resource planning and warehouse management systems, so it can create and guide large orders through execution. It also creates diagrams workers can follow to guide them as they load shipments onto the trucks. This helps ensure that what is planned actually is loaded, and that the resulting shipments comply with relevant regulations and are protected against most damage.

ROI In Weeks

In some cases, the solution has cut deployment freight expenditure by more than 10%. Many shippers see a return on their investment within a few weeks of going live, the company says.

As Riviana worked to implement the Auto 02 solution, Dale and his team sought input from multiple departments across the organization, including the warehouse, information technology, packaging, and transportation planning teams. This helped ensure all gained a solid understanding of the solution, its potential impact, and how it could help them load more efficiently.

“This helped with the success of the implementation,” Dale says. “Everyone was on the same page and understood the goals.”

Step-By-Step Implementation

The implementation process ran about four months, Dale says. Steps included cleaning the data, and some development in SAP. Among other actions, the teams needed to develop a way to electronically send information, such as the item master with the dimensional and weight data for each product.

In addition, the solution needed to transmit the requirements that the supply planning systems needed to ensure enough inventory would be on hand in customer-facing distribution centers.

For instance, a requirement might say that Location A needs 200 cases of wild rice. Most of the development used standard SAP functionality, Moore says.

Through the connection with Riviana’s supply planning system, Auto02 knows which items are headed to which distribution center. Based on this information, Auto02 can develop truckloads that are both legal and optimized.

When Auto02 went live in late 2022, most operators quickly learned how to use the load diagrams, Dale says. The Auto02 solution reduced the learning curve for new loaders by about 80%, Phillips adds.

Almost as soon as operators can read load patterns, they’re ready to begin loading; they don’t need to first become experts in the products themselves, as well as which are stackable and which aren’t.

Riviana’s supervisors can run the programs to create loads when operators come in each day. If the inventory of loads starts running low during their shift, the supervisors can generate additional plans.

Since implementing Auto02, Riviana has seen about a 3.5% increase in weight per truck. Because freight costs fluctuate, it’s difficult to attribute changes in overall freight expense to the software. However, the increase in weight per truck, “adds up in terms of cost savings,” Dale says.

Suggestions for Improvement

The ProvisionAi team has been flexible and open to suggestions that can improve the solution, Phillips says.

For instance, ProvisionAi helped Riviana streamline the process of importing Excel files for times when demand might veer from what was expected. This could occur when a special promotion is planned that will drive demand in specific locations, and the Riviana operations planning team needs to manually tell the system where to ship products.

Now, the system will still produce a loading diagram, even though the load has been created manually. “They’re helpful in coming up with solutions for any issues or for improving the system,” Dale says.

The ProvisionAi team also has offered suggestions to help Riviana continue to leverage the solution. For instance, the team suggested weighing trucks to understand “weight per load goals.” Because the total legal weight that can be driven on U.S. highways is 80,000 pounds, if a truck weighs 35,000 pounds, as many have, the payload can be 45,000 pounds.

Weighing the Options

Over the past several years, trucks have tended to become lighter, as manufacturers try to increase mileage and allow for higher payloads. However, a loader who is used to working with the heavier trucks of the past might assume a truck weighs more than it actually does.

“By taking the time to weigh each truck, rather than relying on memory, loaders might learn that some are 32,000 pounds,” Moore says. “This means they can increase payload targets to 48,000 pounds.”

Riviana currently has plans to implement Auto02 at its plant in Freeport, Texas, which is the company’s second-largest plant.

Case Study: Taking Up Space

Challenges:

Riviana needed to optimize truckloads to use as much trailer space as possible, cutting costs and number of trucks on the road.

Solution:

Implement Auto02 load optimization software from ProvisionAi.

Results:

An average increase in weight per truck of 3.5% and an 80% reduction in the training time many new loaders require.

Next Steps:

Implement Auto02 in Riviana’s Freeport, Texas plant.

The answer may be blockchain technology, which can be used to build applications where multiple parties can transact directly via a peer-to-peer network, without the need for a central authority to verify transactions.

With blockchain, companies document production updates to a single shared ledger that provides complete data visibility and a single source of truth. Because transactions are always time-stamped and up to date, companies can query a product’s status and location at any time. This helps to combat issues like compliance violations, delays, and waste.

In addition, companies can take immediate action during emergencies such as product recalls, and the ledger audit trail ensures regulatory compliance.

Moreover, blockchain technology is now mature enough to interface with, and take advantage of, other emerging smart technologies such as IoT, smart contracts (pieces of code stored on a blockchain), and AI to provide an enhanced and secured supply chain and automatically track production, transportation, and quality control conditions.
There are great strategic reasons to implement blockchain, such as:

Reduced risk. Access to reliable data can help mitigate risks thanks to the timely identification of issues and potential alternatives. Blockchain creates a trusted, shared, and decentralized ledger that eliminates silos and guarantees all parties access thanks to tamper-proof records that help ensure the data’s trustworthiness.

Improved visibility and transparency. A blockchain-based supply chain can digitize physical assets and create a decentralized, immutable record of all transactions across the end-to-end value stream when paired with IoT devices and RFID tags.

Increased trust. By recording all supply chain transactions on a shared and immutable ledger, blockchain provides a level of trust that was previously impossible.

While this all may sound good—but challenging—it raises the question of how to actually implement it. Some generic implementation steps include:

1. Identify the potential use.
2. Develop a proof of concept.
3. Choose a blockchain platform.
4. Build and test the solution.
5. Construct the first block with all essential features.
6. Deploy the blockchain network.
7. Create a set of rules to determine how participants agree on the validity of transactions in a blockchain network (known as “consensus protocol”).
8. Build out the blockchain ecosystem.

To get started, select supply chain software—often integrated with a “platform” such as IBM or Amazon Web Services—that utilizes blockchain technology for more accuracy, reliability, transparency and trust.
Maybe it’s time to unblock your supply chain with blockchain.

Technology

↓ Dexory’s autonomous robotics and AI-powered analysis solution, DexoryView, lets businesses understand what happens in their warehousing operations in real time. The system combines analytics capabilities with autonomous robots that capture image and sensor data from across a warehouse and a digital platform that connects warehouses across the global supply chain.

• Dock management solution myQ Enterprise from Chamberlain Group, the company behind the LiftMaster brand, is a connected hardware and software solution that streamlines driver scheduling, simplifies check in, and provides real-time communication. Facilities can automate loading dock assignments and processes with the solution.

• QAD’s new Industrial Transformation Platform helps manufacturers, suppliers, and supply chain participants address challenges by solving root causes. Also called the O3 Platform, the solution lets enterprises synchronize processes, systems, and people with artificial intelligence, accelerated implementations, frontline worker coaching, manufacturing and supply chain solutions, connected workforce capabilities, and process intelligence.

• PalletTrader, an online marketplace for buying and selling pallets, introduced new features to streamline the process. PalletTrader now offers buyers direct access to pallets for sale on the marketplace from its homepage without having to log into the platform. It also added a guest buying role.

• End-to-end supply chain planning software solution provider John Galt Solutions expanded its partnership with PlanetTogether to enhance supply chain planning and scheduling solutions and add new capabilities to the Atlas Planning Platform. Companies can streamline manufacturing processes, adapt to changes in production sequence, and unlock business value throughout the supply chain.

• AI-driven optimization software provider INFORM offers SYNCROSUPPLY, a truck and time slot solution that automates the scheduling of truck appointments at manufacturing facilities. The solution supports the yard management staff and provides visibility more than four days out to reduce vehicle congestion and improve dock door utilization.

Products

• Retailers can lower the environmental impact of their packaging with middle-mile logistics platform Fillogic’s new offering: 100% recyclable, reusable mono-material polypropylene packaging. Provided by Renegade Plastics and made by reusable packaging provider Returnity, the reusable shipping box replaces standard corrugated cardboard, holds more than 50 pounds, and lasts 40 – 50 shipping cycles.

• Toshiba America Business Solutions’ new BV400T thermal transfer printers quickly (7 inches per second) and vividly (up to 300 dots per inch) produce shipping and shelving labels, radio frequency identification (RFID) asset management tags, and other labels. Capable of making approximately 1,000 labels a day, Toshiba’s 4-inch desktop printers are designed to meet industrial labeling and receipt needs.

← ORBIS added a new pallet, top cap, and reusable sleevepack system to its OpteBulk collapsible plastic bulk solutions. Maximizing truckload space, the new OpteBulk 48×45 series offers a total of 28 positions per 53-foot trailer, two more positions than other 48×45 sleevepacks in the market.

Services

→ Florida’s Port Canaveral welcomed a second mobile harbor crane, expanding its ability to handle a diverse cargo portfolio. Manufactured by the Liebherr Group in Germany, the LHM 600 evo 6 has a lift capability of up to 154 tons and a jib length of 200 feet. Its 20-container reach allows for containers to be stacked nine high on deck.

• Ryder System expanded its cross-border U.S.-Mexico operations by opening a logistics facility in Laredo, Texas, as well as extending its drayage yard in Nuevo Laredo, Mexico. Its new 228,000-square-foot warehouse and cross dock in Laredo is located 3 miles from the World Trade Bridge on the U.S.-Mexico border with interstate access in both directions.

• Americold Realty Trust plans to begin construction in the first half of 2024 on its first facility through a strategic collaboration with Canadian Pacific Kansas City to co-locate Americold warehouse facilities on the CPKC network. Americold is investing $127 million in the 335,000-square-foot facility in Kansas City, Missouri. The new facility will support CPKC’s single-line rail service for refrigerated shippers between the U.S. Midwest markets and Mexico.

• DHL eCommerce, a division of DHL Group, relocated from its Elkridge, Maryland, distribution center to a 138,500-square-foot location in Manassas, Virginia. Double the size of the previous location with 41 dock doors, the new distribution center enables DHL eCommerce to process more B2C domestic volume.

• Corporate Storage activated its Foreign Trade Zone designation at its Gainesville, Georgia, warehouse to save customers thousands of dollars through deferred duties, taxes, and processing fees. With the FTZ designation, Corporate Storage is positioned to serve customers whose products come through the nearby Blue Ridge Connector, Northeast Georgia’s inland port, which is scheduled to be completed in 2026.

Transportation

• Enstructure, a U.S. marine terminal and logistics company, and Dole Food Company expanded Dole’s shipping services to Port Wilmington in Delaware. The addition of a second weekly service increases the capacity for tropical fresh fruits, including Dole branded fruits, and general cargo being imported to the Mid-Atlantic region from Colombia, Honduras, and Guatemala.

Quick Checklist for Choosing Artificial Intelligence

☐ Does the AI project align with the company’s goals?
☐ Can we measure its impact?
☐ Should it augment or replace processes?
☐ Is this a problem AI can solve?
☐ Does the organization have access to pertinent data?
☐ Does the team have the needed technological capabilities and skills?
☐ Have we looked at ethical considerations?

Top Skills to Develop

AJ Wilhoit, Chief Product Officer, project44

Obsess over the customer. People who approach every problem with “what will make our customers’ lives better?” will always win in the long term. When you obsess over the customer, you are driven to deliver big, meaningful results for your customers and business.

Act like an owner. Your job is to define, advocate, and launch the right experience for your customers—which, in turn, will drive the right results for your company. Whether you’re an introvert or extrovert, find a way to make your voice heard so that you effectively guide your team to the right outcome.

Be a force multiplier. You can only get so far as a team of one. Be someone who motivates the people around you to bring their best work, grow, and have some fun doing it.

Dennis White, Vice President, Brokerage, Crowley

Adaptability, problem solving, and change management. All three center around the ever-changing nature of the supply chain industry. To thrive in such a dynamic environment, one must have a base level of adaptability. The inevitable challenges that arise in these fluid conditions require strong problem-solving skills, and the ability to lead a team through change management can be a true differentiator.

Heather Hoover-Salomon, CEO, uShip

Gain proficiency in data analytics. As data fuels the next wave of supply chain management, gaining an aptitude for how an organization creates more value from its data will be essential.

Be an ecosystem thinker. Take a collaborative approach with other partners in the industry to elevate the customer experience for all customers.

Maintain a human touch. B2B communications can often feel stilted, disengaged, and void of heart. Remember your buyers are humans, just like you. They love relatable stories and humanizing communications around how you can benefit their business.

Tony Harris, SVP & Chief Marketing and Solutions Officer, SAP Business Network

The most important skill for supply chain management is creative problem-solving. Constantly fluctuating geopolitical and market conditions, like the current crisis in the Red Sea, can create lags in delivery time, forcing companies to implement original solutions to transport products to customers.

These situations require imagination to source accurate responses, as unprecedented challenges require unprecedented resolutions.

Jeff Mahler, Co-Founder and Chief Technology Officer, Ambi Robotics

Emphasize empathy. Behind every data point, every shipment, and every transaction, there are people—customers, suppliers, partners, and employees—whose experiences need to be understood.

Empathy guides us to anticipate concerns, address challenges, and exceed expectations. It fosters resilience and collaboration in navigating disruptions and uncertainties. While technology optimizes operations, empathy drives success and fosters meaningful relationships in the dynamic supply chain.

Build a foundation in analytical and critical thinking. The future of the supply chain is data—the ability to get it, analyze it, and use it faster than anyone for competitive advantage. To do this takes good analytical skills and the ability to critically think through problems. This skill set will be important as you need to be able to break down problems and understand what the source of an issue is.

Many times supply chain issues wear a disguise, hiding the true problem and appearing as a completely different problem.

–Stephen Dombroski
Director, Consumer Products and Food and Beverage Vertical Markets
QAD Inc.

Three important skills to develop are 1) the ability to empower teams, 2) maintain a long-term focus, and 3) achieve work/life balance.

Efficient supply chain management requires seamless coordination across all links in the chain. A manager needs to provide their teams with the knowledge and skills they need to do their jobs well, but they also need to trust their teams and allow them some room to make their own mistakes.

Second, a long-term focus is critical. I’ve learned, sometimes the hard way, you need to keep your foot on the gas and keep building for the future. And last, no manager is useful to their company, customers, or teams if they are burnt out. By protecting some time for family and other personal priorities, a supply chain manager will be a more effective, productive, and balanced leader.

–Mark McCullough
CEO
Gebrüder Weiss North America

AI in Supply Chain Management:
Make it work for you

David Fisher, Executive Director, Transportation & Supply Chain Institute. University College, University of Denver

Remember AI is a tool and a methodology. Those who utilize it correctly will benefit from enhanced decision making and speed. The risk is not understanding how to use the tool correctly or worse, entrusting this technology to produce solutions that are not verified adequately. Like any new tool, AI will be most effectively utilized by those who get training.

If you plan to be a programmer or heavy contributor to the development and utilization of AI in the workplace then we would recommend that you get professional training to do so. If on the other hand, your intent is to be a user of AI-enhanced processes, you must think of AI as a new tool just as the calculator and the computer were once integrated in society in previous generations.

Lesley Veldstra Killingsworth​​​​, NMFTA Chairperson, Vice President of Pricing and Market Strategy, Polaris Transportation Group

First, get familiar with AI basics, machine learning, and data analytics. Embrace the data deluge and think strategically, not just tactically. Lastly, network, network, network. It’s important to talk with and learn from tech-savvy folks in the industry such as AI developers, data scientists, and other forward-thinking carriers. Stay ahead of the curve as AI is constantly evolving.

Dan Singer, Vice President, Dedicated Operations, Averitt

Be open-minded. We are in the early stages of determining all the applications of AI in supply chain management. Recognize that it can have a role in virtually any problem that must be solved repeatedly. It’s also important to stay abreast of each new application.

Christine Barnhart, Chief Marketing and Industry Officer, Nulogy

Foster a collaborative approach to AI implementation and involve cross-functional teams and stakeholders. This can facilitate seamless integration and maximize the benefits of AI across the supply chain. By embracing AI with a combination of technical expertise, adaptability, and collaborative spirit, supply chain professionals can then position themselves for success.

Sumit Vakil, Co-Founder and Chief Product Officer, Resilinc

Focus on rethinking processes to leverage AI’s potential to reduce manual work and enhance productivity. This means critically analyzing existing workflows to identify areas where AI can automate routine tasks, streamline operations, and optimize decision-making.

For example, look at how AI tools can be applied to forecast demand, manage inventory levels more efficiently, or improve logistics operations. Practitioners should start with small AI projects to gain practical experience and learn from both successes and failures, then slowly expand projects with the intent of developing people and processes. Embrace AI not only for its technological capabilities but also for its ability to transform business processes.

Identify and understand gaps AI can’t fill. This means that while AI is invaluable when it comes to getting a tailored approach to data (among many other benefits), supply chain managers should be the strategic, big-picture, and nuanced thinking that AI may not yet recognize in the process.

–Heather Hoover-Salomon
CEO, uShip

AI should be a tool for decision-makers and not the decision-maker itself. AI systems need a lot of data. To generate the data, a lot of processes must be digitized. It is supply chain professionals who will decide how this will be done.

The good news for humans is that their interactions have many nuances; and there are idiomatic differences across regions and countries. Can such variations be reflected in digital contracts and transportation bills of lading?

Will an AI system be able to “negotiate” contracts for two parties better than the parties themselves? If there were a legal dispute, would an AI system be able to replace judges and juries?

What is not surrendered to AI must be presided over by human decision-makers. Transportation, the most outsourced logistical activity, should be the best test-case for the promise of AI. Automating the process of transport, port entry/exit, and compliance should generate enough AI “hallucinations” to keep supply chain professionals gainfully employed for years to come.

–Dr. Darren Prokop
Professor Emeritus of Logistics, College of Business & Public Policy
University of Alaska Anchorage

Consider how AI can best advance your organizational goals. While AI is sexy, it is a tool. Take it as seriously as you do WMS, VMI, ERP, CRM. Don’t let it create blinders that prevent you from seeing other solutions.

Getting up to speed on blockchain and IoT for delivering greater transparency, traceability, optimization, and trust in the chain will put rocket boosters on your career trajectory.

–Lee Allison, Ph.D.
Associate Professor, Engineering Technology & Industrial Distribution
Industrial Distribution Program, College of Engineering
Texas A&M University

Be an advocate for innovation. Those who remain fearful of AI run the risk of falling behind. By championing new ideas and demonstrating a commitment to staying at the forefront of industry trends, employees can secure their current roles and emerge as indispensable leaders shaping the future of supply chain management.

The rise of AI and automation, such as ChatGPT, offers supply chain professionals a prime opportunity to maximize the associated benefits and advance their careers. They should actively seek out training and learning opportunities to integrate these emerging technologies into their daily operations and, by doing so, they can significantly enhance their performance and productivity while positioning themselves as a strategic leader within their organization.

Continuous upskilling, adapting to evolving trends, and fostering a culture of agility are crucial components to long-term success in supply chain.

–Joe Galvin
Chief Research Officer
Vistage

Leverage both narrow and generative AI to propel supply chain planning from a supportive role to a strategic function. Supply chain professionals are drowning in data, and precious hours are wasted in data collation and searching for answers from dashboards and reports that are quickly outdated.

With the assistance of generative AI, actionable insights will revolutionize how knowledge workers approach decision-making in the supply chain. Managing a supply chain involves a continuous chain of decisions and generative AI will significantly streamline the preparation for meetings by providing support with data that is considerably less effort-intensive, with reduced latency and heightened accuracy.

We’re entering a new era in supply chain management, where speed and precision are not just desired, they’re required. Organizations that embrace these novel concepts will gain a substantial competitive advantage.

Those at the forefront of integrating AI into their supply chain operations will not only navigate the complexities of supply chain management with confidence and strategic agility but will also position themselves as leaders in harnessing the transformative power of artificial intelligence.

–Piet Buyck
SVP Industry Principal
Logility

High-Impact Career Moves

Joe Adamski, Senior Director, ProcureAbility

Learn the broader aspects of a supply chain, and how it fits within the overall corporate strategic framework. Don’t just focus on a single area; someone with deep logistics, procurement, or warehouse expertise is important, but won’t progress as quickly as someone who understands the full spectrum of Plan – Source – Make – Deliver.

Identifying opportunities to get involved in the ideation phase of new projects to drive better decisions on designing for value can be essential in building the right network. Enable your success by learning the broader business skills that will set you above the pack.

Be curious about new innovations; you might be surprised by the opportunities this curiosity offers. Instead of feeling threatened by automation and AI, learn how these technologies work and how they can complement your skillset.

For example, individuals who can troubleshoot and repair automated equipment and operate AI analysis tools are in high demand. Networking with industry peers and colleagues is one of many ways to keep abreast of these new cutting-edge advancements.

–Yanitza Vega-Hughes, PMSM
Director of Human Resources
iGPS Logistics

Show you are a utility player. Not just sticking to what you are good at, but developing new skills will generate growth and advancement. Not being afraid to say “yes” when a new opportunity is offered.

Whether those skills are a stepping stone up or a lateral move, having a full scope of the supply chain and how it operates is an impactful way to advance your career. Through learning new or different skills, you can gain an understanding of the drivers, the customer/supplier, the employees, and the company, thus developing mastery of how the supply chain works as a whole.

–Taylor Rinehart
HR Specialist
Tri-National, Inc.

Develop leadership skills such as effective communication, strategic thinking, and adept problem-solving to inspire teams, navigate challenges, and drive organizational success.

Devote time to understanding best practices for supply chain risk management. Develop a nuanced understanding of the disruptive forces facing global supply chains, the role risk visibility plays in enabling proactive responses, and deep knowledge of risk mitigation strategies that build resilience into the end-to-end supply chain.

–John Donigian
Senior Director, Supply Chain Strategy
Moody’s Analytics

Continuously invest in one’s skills and knowledge. Ongoing education, certifications, and simply staying up to date on industry trends and best practices is a part of this. Furthermore, networking and building relationships in the industry is crucial as well, as it broadens the horizon and opens up new opportunities.

–Gabriele Langenmayr
Head of Human Resources Americas
DACHSER USA Air & Sea Logistics Inc.

Embrace a mindset of continuous learning, curiosity, and fearlessness. Successful practitioners in the field understand the importance of staying curious and being lifelong learners, constantly seeking new knowledge and insights to improve their practices.

Practitioners also need to try and look beyond their own industry, drawing inspiration from diverse sources and applying innovative solutions to their own environments. Those who make the most progress are fearless in their pursuit of improvement, learning from failures and using setbacks as opportunities for growth. Ultimately, supply chain professionals should not hesitate to ask questions, seek help, and collaborate with others to address challenges and drive positive change in the industry.

–Christine Barnhart
Chief Marketing and Industry Officer
Nulogy

Prioritize substance over flash as you work to understand and embrace new technology. Don’t be distracted by the new technologies of the moment. Instead, pay close attention to the problems they’re supposed to solve and consider their practical, sometimes-imperfect, applications in the real world.

We’ll take the rise of digital twins, for example. In reality, very few organizations will require hyper realistic digital models of warehouse floors or assembly lines. That said, the idea of digital twins might prompt a lagging organization to standardize its data, evaluate existing workflows, or consider changes to its procurement process.

Sometimes, abstractions are sufficient in generating quick insight and faster improvements to supply chain and manufacturing processes.

–Jason Hehman
Vertical Lead for Industry 4.0
TXI

Focus on innovation, collaboration/teamwork, sustainability, and social responsibility. Strategic partnerships—extending from suppliers to customers—and cooperation ignite creativity, enhance problem-solving, and ensure collective achievement in a tightly connected global market. Moreover, dedication to sustainable and ethical operations is vital.

Embracing eco-friendly logistics, ethical sourcing, and fair labor practices demonstrates a profound grasp of the industry’s broader implications. Aligning with the growing demands for corporate responsibility elevates a brand’s reputation and ensures its long-term sustainability.

–Ariella Azogui
Co-Founder
DutchX

Emphasize optimization. I rely on one principle that has guided my career: The only constant is change. A recent report from Amazon Business found that global procurement and supply chain organizations believe the same, as 95% of leaders said they will work to optimize their procurement and supply chain practices in 2024.

The dynamic nature of markets, supplier-principal relationships, and other macro trends will drive the need for supply chain leaders to optimize and adapt faster than ever. The unpredictable influence of technology changes, transformation (which I like to think of as evolution), geopolitical forces, governance, and compliance factors will require leaders to have agility built into their companies’ defined strategies.

Many questions surface as supply chain leaders contemplate future strategies. Are their organization’s current foundations strong and flexible enough to support future change and optimization? Does the optimization require a bit of a teardown and rebuild? How seamlessly can optimization be performed to reach both short-term and long-term goals? Did the organization set the best goals to guide these evolutionary changes?

Leaders who are diligent about building resilience in their supply chain with trusted partners will develop strategies that can carry them through any market fluctuation.

–Jeff Austin
Vice President of Supply Chain Services
Jabil

Make Room for Twins

The popularity of supply chain digital twins is rising. These virtual replicas or simulations of a physical supply chain—created using real-time data and advanced technologies such as the Internet of Things, artificial intelligence, and machine learning—enable organizations to better understand, analyze, predict, and optimize their supply chain processes.

How great is the demand? According to Market.us, the worldwide supply chain digital twin market is projected to reach a value of $8.7 billion by 2033—a compound annual growth rate of 12% during the forecast period from 2024 to 2033.

The increasing complexity of supply chains, the need for greater visibility and control, and the rising demand for predictive analytics in supply chain management is driving the growth in this market, according to the report.

Top Trade Disruptors

While the pandemic is firmly in our rearview mirror, a new batch of disruptions have popped up to challenge the supply chain. The Q1/Q2 2024 Retail Sourcing Report from TradeBeyond outlines the top trade disruptors that are likely to throw a wrench into global sourcing plans and buying decisions in 2024. Here are the key highlights:

• Rate fluctuation: Extreme shipping rate volatility with attacks in the Red Sea have sent shipping rates surging since December, more than doubling the rates on some European lanes and creating substantially longer transit times.
• Looming uncertainty: The shipping crisis has made supply chain disruptions more likely, elevating fears of a return to the bottlenecks, component shortages, and product delays that supply chains endured in recent years.
• Tech spend coming: The pace of digitalization continues to accelerate in retail supply chains, with more than 90% of supply chain managers saying their companies are actively engaged in digital transformation. And 46% of supply chain executives anticipate that AI, cognitive computing, and cloud applications will be their greatest areas of investment in digital operations over the next three years.
• Manufacturing slump: The most recent GEP Global Supply Chain Volatility Index warned of continued downturn in global manufacturing through at least the first quarter of 2024 amid softened demand, especially in Europe.

Mega Money for Intermodal Projects

In a win for intermodal infrastructure, the U.S. Department of Transportation (USDOT) recently selected 37 projects to receive funding through the Bipartisan Infrastructure Law’s Mega and Infrastructure for Rebuilding America (INFRA) grant programs. Several of the projects will boost intermodal infrastructure across the country.

The Mega Program, also known as the National Infrastructure Project Assistance program, funds large, complex projects that are difficult to fund by other means and likely to generate national or regional economic, mobility, or safety benefits. Congress established the program in 2021 through the Bipartisan Infrastructure Law and dedicated $5 billion to the program over five years. The most recent awards were the second round of funding, worth roughly $2 billion.

INFRA is a competitive grant program that provides funding for multimodal freight and highway projects of national or regional significance to improve the safety, efficiency, and reliability of freight movement in and across rural and urban areas. The most recent annual program funding amount is $3.1 billion and the annual award amount is $1.5 billion.

Intermodal projects receiving grants in this round of Mega and INFRA funding include:

• America’s Green Gateway: Pier B Rail Program Buildout, Long Beach, Calif. The project will complete the Pier B On-Dock Rail support facility program by significantly enhancing container-on-rail service to and from the ports of Long Beach and Los Angeles.
• St. Lucie River Railroad Bridge Replacement Project, City of Stuart, Fla. The project will replace the existing 100-year-old St. Lucie River Railroad Bridge with a new double-track structure. By diverting freight traffic to rail, the project will increase safety for marine traffic, decrease the potential for blocked grade crossings and vehicle collisions, and shift single-occupancy vehicles to passenger rail travel.
• East River Berth Replacement Project, Garden City, Ga. The project will replace a port berth and two vessel berths at Georgia Ports Authority’s Port of Brunswick’s East River Terminal and will also reduce greenhouse gas emissions by supporting a modal shift from truck to rail for transporting commodities to the Port of Brunswick.
• Louisiana International Terminal Project, St. Bernard Parish, La. The project will construct a new container terminal on the Gulf Coast for the Port of New Orleans that is not air-draft restricted and can accommodate larger vessels.

Walmart Wings It

The nation’s largest retailer will soon boast the retail sector’s largest drone delivery footprint. Walmart recently unveiled plans to dramatically expand its drone capabilities across the Dallas-Fort Worth metroplex, adding more than 30 municipalities and towns in North Texas.

The expansion will enable the company to reach up to 1.8 million additional households—the most ever by a retailer offering drone delivery in a single market—and cover as much as 75% of the metro area.

Individuals who live within 10 miles of participating stores will be able to order thousands of items, ranging from snacks and beverages to baby wipes and over-the-counter medications, for delivery by drone in 30 minutes or less and potentially in as fast as 10 minutes.

The retail giant is partnering with drone delivery companies Wing and Zipline for the service; both are authorized by the FAA to fly drones beyond the line of sight of operators.

Walmart says it has safely completed more than 20,000 drone deliveries over some two years of test flights.

AI in Transportation: All Talk, No Action?

While artificial intelligence (AI) is one of the most buzzed-about topics within the supply chain sector, AI adoption is lacking severely in the U.S. transportation and logistics (T&L) market, according to new data from HERE Technologies and Amazon Web Services. In a multi-country survey of transportation and logistics professionals in the United States, Germany, and the United Kingdom, HERE found a significant gap in the adoption of basic data analytics.

The survey results underscore the untapped potential of AI—from data analytics supported by machine learning to optimized fleet routing, predictive maintenance, and streamlined processes for strategic decision-making.

Here are the report’s key takeaways:

• Only 50% of T&L professionals across the three countries say that their organizations utilize basic data analytics in their operations. At the same time, 25% of all respondents state their organization leverages AI capabilities.
• Cost (23%) is the leading barrier to tech implementation.
• Potential disruption to existing services (12%) and lack of internal expertise (11%) were the second and third most cited barriers to technology implementation.

Somewhat conversely, survey participants were optimistic about their progress toward supply chain visibility, with 86% reporting notable progress toward supply chain visibility and 18% considering their progress significant. Among modes, 50% indicate truck freight has the highest visibility, while 45% cite ocean freight as the least visible mode of transportation (see chart).

Manufacturers: .ru Prepped Against Cyber Attacks?

The manufacturing sector faced an unprecedented 165% surge in cyber attack attempts last year—many coming from Russian and Chinese actors, according to Armis, an asset intelligence cybersecurity company. Its new report reveals that the industry faces severe safety, production, and critical infrastructure risks if security gaps aren’t urgently addressed.

Key highlights include:

• Global attack attempts more than doubled in 2023, increasing 104%. The manufacturing industry weathered a much higher-than-average rate of attacks at a 165% increase.
• In 2023, manufacturing was one of the top industries exposed to attack from Chinese and Russian actors. Compared to other industries, manufacturing experienced an intensified threat landscape, with .cn and .ru domains contributing to an average of 30% of monthly attack attempts.
• The concerning trend of operational technology (OT) devices accessing the internet highlights further potential vulnerabilities, with around 80% of engineering workstations and 60% of supervisory control and data acquisition (SCADA) servers having internet access over the past year. The vulnerabilities in these devices increase the potential entry points for bad actors.
• Data further highlights a concerning number of exploitable devices owing to usage of end-of-life or end-of-support operating systems that are no longer actively supported or patched for vulnerabilities and security issues by the manufacturer. Additionally, 12% of utilities and 11% of manufacturers are still using legacy operating systems—exacerbating cyber weaknesses.

While there are many technologies to evaluate, two in particular should rise to the top of the list for potential investment: Actionable AI and supply chain integrated services. These technologies will have the greatest impact on the transportation function.

Actionable AI. The impact of actionable AI on transportation continues to grow exponentially in both scope of impact and importance.

For logistics leaders in charge of transportation, utilizing actionable AI provides information that drives the decision-making process that avoids disruptions and optimizes end-to-end transportation financial and service performance.

Logistics leaders also can use actionable AI to predict capacity demand, manage inventory movements, and optimize transportation asset and labor utilization, among other benefits.

For example, using AI, routing technologies can consider the dwell time spent at a stop, combined with historical data, to better calculate delivery time windows and, consequently, the optimization of routes.

It is also important to note that dwell time not only affects route optimization, but is a significant cost component for carriers, and therefore affects the freight rates they charge shippers.

Additionally, AI can improve the accuracy of measuring transportation sustainability by predicting emissions output based on data from traffic patterns that affect shipper and carrier carbon footprints. This use case can help reduce the risk of companies missing their carbon emission targets due to inaccurate data and collection methodologies.

Supply chain integration services. Supply chain integration services (SCIS) have the ability to elevate the role of transportation integration from a tactical, execution-centric and technical view of system interoperability to a strategy-led vision of a more interconnected world.

For logistics leaders in charge of transportation, the opportunity here is to create a comprehensive approach to the integration of different functions, processes, and stakeholders to optimize operations, reduce costs, enhance visibility and improve overall performance. The goal is to create a seamless flow of goods, supported by real-time data, from production to final delivery.

In short, SCIS could enable transportation operations to realize end-to-end performance advancement up to levels not possible with siloed, manual processes.

For example, integrating all inbound and outbound transportation data into a single real-time visibility technology platform can improve overall supply chain efficiency among internal supply chain partners and external suppliers. Visibility to inventory on a common platform can significantly improve end-to-end supply chain performance.

Advances in transportation technology do not end with these two trends. Other trends gaining in importance in the transportation technology space include composable applications, visibility, automation, and carbon emission calculation and accounting.

It is critical for logistics leaders to understand the differentiated, domain-specific impacts of the most innovative technologies and trends, as well as to obtain background information on maturing technologies, practices, and processes.

“For too long, we’ve thought about supply chains as cost centers,” says Rob Cushman, senior partner, supply chain transformation, with IBM Consulting. At their best, however, supply chains are growth drivers, he adds.

Automation is key to corporate initiatives to drive growth. As more supply chains digitize, they can deliver a wealth of data. A lack of automation, however, can keep supply chain leaders from accessing real-time, enterprise-wide information that can help them identify operational inefficiencies.

Here’s a look at the benefits possible from automating the supply chain.

Enhance Inventory Visibility

Many benefits possible with automation stem from the visibility it can provide.

Visibility and automation are key tools for companies facing pressure from customers, as well as internally, to cut inventory and costs.

“CFOs are closely monitoring supply chain and logistics operations,” says Ashutosh Dekhne, partner and head of Americas supply chain operations and tech practice with EY. “Many are questioning the labor required to make and ship items.” Automation can streamline processes, allow workers to contribute strategically, and cut costs.

The inventory visibility made possible through automation helps companies avoid overstocking products that are at risk of growing obsolete, or understocking hot-selling items and losing sales.

Accelerate Speed to Market

Companies can leverage automation to rev up speed to market. When they leverage dynamic planning solutions and employ automation, companies can act as soon as they receive market signals.

“Conversely, if a company takes several days to plan, it negates the benefit of getting the demand signal quickly,” Dekhne says.

Attract Workers

By making many warehouse and distribution center positions more appealing, automation can help companies tackle the current labor shortage. “Nobody wants to work in a facility where the easiest thing to use is their cell phone and everything else is 15 years behind the curve,” Dekhne says.

Meet Sustainability Goals

Even once products are in transit, automation has a role to play. Vehicle routing and scheduling solutions enhance full truck utilization and optimize routes, reducing emissions, among other benefits, says Robert Recknagel, vice president, logistics and manufacturing with Flexis, a provider of supply chain solutions. Integrating a three-dimensional container-loading solution further maximizes space utilization and cuts transportation costs.

These benefits have gained prominence as attention to sustainability increases. “More companies are aiming to streamline processes and align automation efforts with initiatives that address environmental concerns,” notes Craig Moore, vice president, sales, North America, with Körber Supply Chain.

Gain Control

Manual inventory management methods are no longer productive. Many companies are incorporating Inventory visibility technology into their omnichannel fulfillment operations to better predict inventory flows and reduce operating costs.

Once an organization has data, it needs to convert it to information. This may take the form of a supply chain control tower, which Gartner defines as “a combination of people, process, data, organization, and technology that captures and uses (close to) real-time operational data from across the business ecosystem to provide enhanced visibility and improve decision making.”

By assembling information from across a supply chain, control towers can develop “one source of truth,” says Barry Bradley, head of supply chain with Crisp, a collaborative commerce solutions provider.

When all areas of an organization work from the same information, they can make better-informed decisions, he adds.

Take the example of RxSugar, which provides allulose, a plant-based alternative to regular sugar, through more than 15,000 stores and 30-plus brick-and-mortar and ecommerce channels.

“As a relatively new product, our main challenge has been the supply chain-constrained ecosystem in which we operate,” says Steve Hanley, founder and chief executive officer.

The limited universe of allulose manufacturers, combined with RxSugar’s impressive growth, calls for a carefully planned and streamlined supply chain. To help reach this goal, RxSugar implemented a data platform from Crisp that can aggregate data on sales, distribution, inventory, and other functions from across the company’s distribution channels.

Hanley and his team can assess top-level demand across the network in real time, plan production, and keep shelves stocked. “We are now able to get ahead of our supply chain and we can order materials and packaging with 12-week lead times,” he says.

Leverage Robotics

Robots, such as Boston Dynamics’ Stretch, can boost warehouse efficiency and improve picking accuracy, among other benefits.

By 2027, more than 75% of all companies will have adopted some form of cyber-physical automation within their warehouse operations, according to Dwight Klappich, vice president and fellow with Gartner’s supply chain practice, in a recent brief.

Mobile robots typically require lower capital investments than fixed automation systems, says Rowan Stott, research analyst with Interact Analysis. In addition, it’s typically easier to add robotics to existing warehouses than to put in a new, fixed system.

Adding to robotics’ appeal is their dropping prices. Between 2011 and 2022, the average price of an industrial robot fell by about half, finds EY research. Conversely, wages and salaries rose about 43% over the same period, according to Statista.

Boost Decision-Making

Like control towers, digital twins can aid in decision-making. These are virtual representations of objects or systems that span their lifecycle, are updated with real-time data, and use simulation, machine learning, and reasoning to help decision-making, IBM explains.

Companies can use digital twins to simulate the impact of an event, such as a supplier that halts plant operations due to a weather event. To provide the most value, a digital twin should concentrate on modeling hot spots and critical components. “Be smart about what you want to model,” Dekhne recommends.

Improve Data Insights

In the supply chain world, artificial intelligence (AI) is capturing attention. Successfully implementing AI-enabled supply chain management solutions enabled early adopters to improve logistics costs by 15% and inventory levels by 35%, among other benefits, compared to their slower-moving competitors, McKinsey research found.

Generative AI is upping the ante. Generative AI empowers users to build their own interactive models, Deknhe says. For instance, a supply chain planner trying to determine the impact of a 20% jump in demand for a product has typically needed to manually assess supply levels and contact suppliers to get information on raw material supplies, among other data—a process that can take days. Generative AI can ask the same questions, work with the data, and adjust models to more quickly provide this insight.

Advance with Software

While traditional software solutions, like warehouse management systems, may not generate the same buzz as AI, they remain critical to many supply chains. They also continue to advance. Thirty years ago, companies could complete materials requirement planning (MRP) about once a week.

“We would dim the lights whenever we hit the enter key,” recalls Steven Benz, senior consulting manager with Panorama Consulting. Today, companies can generate MRP reports every 15 minutes.

Current algorithms can automate forecasting, inventory control, and supplier selection, among other functions. While algorithms—sets of finite rules or instructions to be followed in calculations or other problem-solving operations—aren’t true AI, they make software solutions more robust and useful.

Automate from End to End

More companies are evaluating and automating supply chains in their entirety, rather than focusing on optimizing individual pieces. A more comprehensive approach can help supply chains better handle disruptions, such as geopolitical events.

“End-to-end process automation can bring together siloed systems, connect people involved in different processes, and allow information to flow securely, says Gary Cassell, global industry lead, manufacturing and automotive, with Appian.

Organizations can act on the information to build resilience and optimize performance. When companies link their systems through a digital layer, they minimize the need to rip out solutions that are working but disconnected.

End-to-end solutions often encompass multiple systems. For instance, supply chain execution systems can expedite operations for swift, efficient task completion, while warehouse control systems (WCS) can serve as vendor-neutral hubs, orchestrating diverse material handling technologies for uninterrupted material flow. A WCS can integrate with a warehouse management system to optimize material flow.

The result? “An integrated process, enhancing warehouse throughput and performance,” Moore says.

Connect Through the Cloud and APIs

Automation has generally lagged where old systems need to be linked with new software solutions. Cloud-based software solutions can help by enabling the rapid exchange of data between all supply chain parties in real time, so data-based decisions can quickly be made.

APIs also offer a scalable solution for sharing data, unlike the generally cumbersome practice of emailing spreadsheets back and forth. APIs encompass a set of defined rules that allow different applications to communicate with each other. They enable access to information by sharing folders via the cloud.

Optimize Routes

Route optimization technology can improve delivery productivity while hitting customer service targets. This improvement can reduce delivery costs—distance, vehicles, or drivers—and increase delivery capacity.

It’s not only the operations inside warehouses or distribution centers where automation can drive efficiency. Route optimization software can leverage AI to dynamically match carrier capacity with loads, minimizing empty miles and helping carriers fill their trailers, says Justin Haines, director, fleet solutions with Coyote Logistics, which offers such a solution.

Improve Yard Management

In contrast to the automation seen in many warehouses and in transportation management, the “yard often is clipboards and walkie-talkies,” says Greg Braun, chief revenue officer with C3 Solutions, which offers yard management solutions. Yet technology has a role to play here.

Yard management automation can include a range of solutions. Some systems allow drivers to check in with their smart phones. Artificial intelligence can support task optimization, such as determining optimal trailer moves, Braun says.

As technology advances, the value of automating the supply chain will only grow. Companies that are quicker to leverage automation will gain first mover advantages, as well as the ability to attract top-notch talent. “It’s a win-win,” Dekhne says. n

7 Steps to Implementing Automation

While the benefits of supply chain automation are clear, the skill with which it’s implemented contributes to a solution’s success. These guidelines can help.

1. Focus on adding value. The solutions that will add value vary by company, says Lisa Anderson, president with LMA Consulting Group. Ecommerce retailers may find that automating the order-taking process adds the greatest value, while distributors might look to advanced analytics and planning solutions to better manage inventory and free up cash.

2. Take it step by step. Start with a solution that brings a rapid return on investment and addresses the most urgent problems, and then build from there. Introducing too many functions at once increases complexity and can overwhelm employees.

3. Invest in change management. When new solutions fail to live up to expectations, it’s rarely the technology that’s the reason, says Sandy Gosling, partner with McKinsey. Instead, it’s often a failure to build the capabilities needed to leverage the technology. Supply chain leaders can help employees understand how a new way of operating will benefit them and the company, and then train them on the systems.

4. Know your starting point. This isn’t always obvious, given corporate restructurings and changes in IT solutions. If you can’t identify the starting point, you risk generating needless disruptions when automating.

5. Check the data. The GIGO (garbage in/out) rule applies. While perfection isn’t necessary, data should be “directionally correct,” Anderson says.

6. Consider the impact to the organizational structure. It likely will change as new data becomes available. Employees who were good at finding problems may find their roles supplanted by technology. Instead, they’ll be charged with deciding how to address the problems.

7. Develop back-up plans. Automation can fail even with the best of care. Backup plans and systems can help with recovery until systems can be restored.

Pouncing on Automation

Automation is helping Tiger Tail USA “keep our team lean and efficient,” says Spring Faussett, president of the muscle recovery tools producer. Oracle/Netsuite’s manufacturing, inventory, and accounting system enables Tiger Tail to more systematically manage orders.

Among other benefits, Tiger Tail can enter product and vendor information, and then use reports and alerts to ensure proper ordering lead time and quantity forecasting.

When Tiger Tail receives inventory, it can quickly add this information and make it visible to all users. The company also uses inventory reports to work with vendors and shipping companies to ensure full truckloads.

“Although the system is expensive for our small company, it saves at least one employee and lowers accounting costs over the course of a year,” Faussett says.

On Tiger Tail’s consumer websites, custom APIs push orders into Netsuite, minimizing human handling. Custom APIs allow Tiger Tail to easily add new websites and products, which otherwise would be difficult to manage, Faussett adds.

You’re Walking a Tightrope But Who has the Net? This chapter explores risk management—the balancing of what we can control along the supply chain in the face of what we cannot control. I will start by quoting Burns’ 1785 warning about best-laid plans; and, after a 240-year romp, end off in 2025 with where we are post-COVID and pre-net zero 2050.

–Dr. Darren Prokop
Professor Emeritus of Logistics,
College of Business & Public Policy
University of Alaska Anchorage

Automation—Why It’s All About the Good Data. Managing supply chains in 2025 will be all about automation. The longest chapter would explore the limitations of the hype and discuss why a focus on the data building blocks is core for successful automated supply chain system deployments.

–Brian Krejcarek
Co-founder and CEO
Reelables

Not So Happy Returns? With the return of physical retail and record-setting online commerce, returns could hit an all-time high. Building agile inventory management through artificial intelligence-based assortment and allocation planning, fulfillment, returns, and pricing based on real-time data will be crucial for retailers to stay competitive. Taking this approach, retailers can optimize their inventory position without sacrificing margin.

–Inna Kuznetsova
CEO
ToolsGroup

Prevailing with Alternatives. The focal point is adeptly handling and capitalizing on alternatives—a top supply chain strategy. Spanning across raw materials, production, logistics, freight contracts, and 3PL providers, the emphasis lies in managing these alternatives for enhanced flexibility, strategic negotiation leverage, and comprehensive risk mitigation.

–Chris Dodd
Head of Operations
Gelmart International

True Partnership. This would be even more essential in 2025. You see supply chain cycles happen every 4-5 years; this puts us due for another spike in rates and lack of capacity in 2025 and 2026, for both land and ocean movements. I’ve seen this time and time again in my 26+ years in this industry.
Many supply chain managers choose the lowest cost carrier that doesn’t have crappy service. When the supply chain shifts, these carriers immediately look for the highest paying freight or tell you their new high rates are effective tomorrow. What kind of partnership is that?

Managing supply chains is about finding true partnerships that will be with you when the (well, you know what fits here) hits the fan, and in turn, you will be there for them when your freight volumes dip.

–Mitch Luciano
CEO
Trailer Bridge

People Are the Missing Piece. While technologies allow practitioners to rethink supply chain management and add value from data, the real value comes when people—the practitioners themselves—effectively leverage these tools. The emphasis is on developing progressive leaders, the key driver of success.

–Omer Abdullah
Co-Founder
The Smart Cube

India, the New China? As companies diversify manufacturing away from China to build more resilient supply chains, India is one of the primary options for friendshoring as it offers low geopolitical conflict and a low cost base. However, the lack of infrastructure support poses another significant challenge that takes time and resources to address.

–John Donigian
Senior Director,
Supply Chain Strategy
Moody’s Analytics

The Bottom Line of Sustainability. Before long, sustainability will be just as critical as pricing to our partners. We’re teetering on that tipping point now. But we need to internalize that sustainability isn’t illusory—it’s measurable, actionable, and a close cousin to efficiency—i.e., it has power over your bottom line.

–Glenn Riggs
Chief Strategy Officer
Odyssey Logistics

Preserving the Human Element in an Automated Supply Chain. Despite the increasing use of automation in the automotive supply chain, the human touch is significant in a service-focused industry. Regardless of how technologically advanced the process becomes, personal relationships hold immense value that benefits the end user experience.

–Mike Trudeau
Executive Vice President,
Business Development
Montway Auto Transport

Breaking the Brittle. Learning lessons to identify hollow supply chains and blind spots in critical component supply. Taking the lessons of the greatest disruption of the past 70 years to apply to steady state operations to better identify and manage risks to build resiliency.

–Joe Adamski
Senior Director
ProcureAbility

Navigating the Digital Labyrinth. The chapter would emphasize the merging of technology with tangible processes, crucial for orchestrating the advanced, interconnected supply chains of 2025. This is vital due to its complexity and impact on future supply chain resilience and efficiency.

–Spencer Steliga
Founder and CEO
shuddl

Adaptive Resilience: Navigating Global Disruptions. The chapter explores strategies to address unforeseen challenges in the evolving supply chain landscape. With a proactive approach to risk management and technological integration, businesses can thrive despite uncertainties.

–George Maksimenko
CEO
Adexin

Honey, I Shrunk the EOQs! Anticipate a decline in the economic order quantity (EOQ) for many SKUs in 2024. This shift will be driven both by evolving demand patterns and a proliferation of retail channels by which inventory is allocated (resulting in lower expected demand for any given stock-keeping location) and high carrying costs from stubbornly high interest rates.

While we expect some relief on interest rates at some point, demand and inventory planning aren’t going to get any easier. The winners will be those that build flexibility and agility into their supply chains and transportation strategies.

–Chris Pickett
COO
Flock Freight

Near and Onshore Manufacturing Resurges. With wars and trade disruption, we’re seeing a decline in global manufacturing. This makes near and onshore manufacturing economically favorable, which is great for our planet and sustainable commerce startups. Cities, universities, and startups are reclaiming manufacturing for the United States through collaborative multi-sector approaches built around advanced sustainable manufacturing.

–Al Sambar
General Partner
XRC Ventures

Hype to Reality: The Real Impact of AI in Supply Chain. The chapter would focus on the tangible changes that AI brings to analytics and decision-making, while addressing the hype of AI being the magical solution to all problems.

–Mingshu Bates
Chief Analytics Officer
AFS Logistics

Welcoming Our New AI Overlords: Harnessing AI for Good. This chapter delves into how to effectively integrate artificial intelligence into supply chain management. AI systems will be sufficiently advanced by this point to intelligently make supply chain decisions, and humans will need a guide for how to oversee and steer them.

–Tony Pelli
Practice Director,
Security and Resilience
BSI

The Evolution of AI in Warehouses: Actuation, Digitization to Optimization. The industry needs to know that applying AI to warehouses and supply chains has become significantly easier in the last couple of decades with the proliferation of technology. AI adoption costs have reduced significantly, and the ROI has increased. It’s important to educate supply chain professionals on this evolution so they can reap the benefits of AI in their warehouses.

–Sankalp Arora
CEO & Co-Founder
Gather AI

Harnessing Data to Drive Better Supply Chain Decisions. The chapter—and pretty much every chapter—would be about data visibility and informed decision-making. Leveraging data throughout your organization, in all of your supply chain and related processes will be the most important task for years to come.

–Josh Dunham
CEO and Co-founder
Reveel

Knowing Your Supply Chain: From Vendors to Bottlenecks. As we’ve seen from global pandemics, to wars across the world, it is critical to know your vendors, their capabilities and back-up plans to unforeseen issues. Knowing your business, partners and capabilities, enables you to act with resilience.

–Aaron Galer
Senior Vice President,
Strategic Partners
Arrive Logistics

Bringing the Supply Chain Back to the United States. Following the COVID-19 pandemic, the United States has been reeling from supply chain issues involving sourcing, manufacturing, and transportation, driving the need for more control. Plus, recent national security issues have created concerns about reliance on other countries for critical materials and parts.

–Dave Snider
Vice President of Marketing
Advantive

Embracing Robots to Minimize Climate Disruptions. As warehouses and distribution centers struggle to remain productive amid extreme weather events, a promising solution is the widespread adoption of robots. Take the humanoid robot, Digit for example—it was designed to handle dangerous tasks at warehouses such as unloading boxes from a tractor-trailer in 100-plus-degree heat. By leveraging robots, employees are free from repetitive or challenging labor and can focus on higher-value tasks that require human action.

–Brandon Black
SVP and General Manager
Ivanti Wavelink

Elements of Supply Chain Integrations: People, Process and Technology. I would focus on evolving logistics technologies and supply chain players’ adoption of these technologies. This topic constantly impacts organizations’ revenue generation, cost containment, and human capital management. The ubiquity of new platforms and applications creates an ongoing dilemma for organizations due to the need to integrate them with existing resources.

–Raziel Bravo
Senior Vice President of Strategic Management Office
GEODIS

Plan for Disruption. In 2023 alone major supply chain companies were involved in bankruptcies, system cyberattacks, and a possible strike. Prepare for disruptions.

–Micheal McDonagh
President of Parcel
AFS Logistics

GenAI’s Revolutionary Impact on Global Sourcing. The chapter would explain the radical change that AI has introduced. Most repetitive tasks have been automated and GenAI is guiding better decisions at every stage. Supply chain managers now oversee a control tower with a full view of their supply chain to the Nth level.

–Eric Linxwiler
Senior Vice President
TradeBeyond

Beyond Paperwork: The AI-Driven Shift Toward Intelligent Documentation and Routing. The massive amounts of data we now collect will deliver actionable value, transforming day-to-day efficiency. Artificial intelligence will play a pivotal role, with generative AI being used in exciting new use cases, dramatically reducing manual paperwork and making intelligent routing decisions.

–Kristjan Lillemets
VP Product
Magaya

A Journey from Descriptive Analytics to Generative AI: How Artificial Intelligence Enables Decision Support to Improve Supply Chains Understanding AI’s evolution from descriptive to predictive analytics will help improve supply chain management, simplify applying analytics at the edge, accelerate speed, and improve decisions in real time.

–Andre Luecht
Global Strategy Lead,
Transportation, Logistics and Warehouse
Zebra Technologies

Impact & ROI of AI in Supply Chain. Through predictive analytics, AI hones logistics, slashing transportation costs by optimizing routes and schedules. Supplier management benefits from AI’s data-driven insights, ensuring optimal choices and bolstering relationships. AI fortifies product integrity, efficiency, and customer satisfaction, thus cementing its indisputable ROI.

–Abishek Bhat
Vice President,
Business Development
Trigent Software

Managing the Supply Chain with AI. AI data can enable real-time processes for demand forecasting, inventory optimization, new product introductions, network design, and other business functions. AI can help businesses proactively manage the expanding value chain to stay ahead of competition and become agile enterprises.

–Stephen Dombroski
Director, Consumer Markets
QAD Inc.

Balance Service Quality and Cost While Planning for Uncertainty. We’re coming off one of the greatest freight cycles post-COVID, shippers understand there’s no “normal” and they must always be prepared for unplanned volatility. And now the market can inflect at a faster rate, constantly testing the strength of shippers’ support system.

–Jamie Harris
CFO
RXO

Connecting Digital Supply Chains. I’d explore how tools like AI forecasting can enhance decision-making. Supply chains have evolved into dynamic, interconnected systems, challenging traditional one-way thinking. It’s crucial to recognize them as an interconnected system for optimal planning, acknowledging their non-linear, ever-changing nature.

–Nick De Klerk
Associate Director, Supply Chain
TMX Transform

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