And, today’s supply chain management education programs extend beyond traditional academic boundaries. In addition to undergraduate and graduate degrees, there’s also a wealth of programs tailored for industry practitioners eager to hone their strategic skills in the rapidly evolving supply chain landscape.

Frequently run or taught by renowned faculty, these courses seek to deliver a practical, real-world perspective, equipping students aiming for supply chain careers or professionals seeking advancement opportunities with the tools to thrive.

Here’s a roundup of some of the top programs to consider, whether you’re looking to major in supply chain at the undergraduate level, obtain an MBA with a supply chain concentration, or find the right executive education or certificate programs to further your career.

Massachusetts Institute of Technology (MIT)

Ranked as the world’s top university by the QS World University Rankings for 12 years in a row, MIT maintains a stellar reputation for excellence across all disciplines. The university’s supply chain offerings include programs through its Department of Civil and Environmental Engineering’s Interdepartmental Program in Transportation. Also available is a rigorous, 10-month, on-campus master’s degree program in supply chain management. 

“Our students focus on real challenges and real companies,” explains Mary Jesus Saenz, the Director of Digital Supply Chain Transformation at MIT, who notes that all MIT supply chain faculty members conduct applied research. “As a result, we are teaching about the latest trends in the industry, like the digital transformation of the supply chain. By maintaining close ties to global companies, we provide valuable experiential learning to our students.”

University of Pennsylvania – Wharton School

Supply chain practitioners looking to add to their understanding of global supply chains are a good fit for the Wharton School’s Executive Education offering, The Global Supply Chain Management Program. Designed to provide fresh insights on the rapidly changing supply chain ecosystem and help students translate those insights into action, the six-week online program tackles topics including global supply chain risk, managing a socially and economically responsible global supply chain, managing global sourcing, optimizing supply chain roles and responsibilities, and digital trends in global supply chain management.

Participants will learn how supply chains have responded to global stresses and develop an action plan to reimagine the current global supply chain based on identified opportunities for improvement. Wharton faculty members provide expert insights throughout the course, helping participants gain an understanding of the frameworks, skills, and capabilities required to coordinate and integrate global logistics.

Northwestern University – Kellogg School of Management

The Supply Chain Management program is part of the Operations & Technology curriculum. This focused program follows a proven, interdisciplinary approach incorporating management, strategy, marketing, and decision sciences to help students design and manage supply chains.

Guided by senior Kellogg faculty experts, participants explore state-of-the-art models and solutions to real-world challenges of managing facilities, logistics, inventories, transportation, information, outsourcing, and complex networks. Students will develop new skills for integrating a company’s supply chain into a coordinated system, identifying supply chain risks, and designing mitigation strategies.

Michigan State University – Eli Board College of Business

The faculty in the Department of Supply Chain Management (SCM) at Michigan are global industry leaders and according to the university, are considered the voice of the SCM field. The intent is to equip graduates with a competitive edge. Through an integrative educational approach, the university prepares students for the next era of supply chain management and careers in areas including procurement, manufacturing, inventory management, warehousing, logistics, and transportation.

Arizona State University – W. P. Carey School of Business

Arizona State University is currently promoting a certificate program designed for working professionals with some knowledge of supply chain management. The course is offered 100% online and is part of the W. P. Carey Certificate in Foundations of Supply Chain Management.

Students of the operations and management survey course will be exposed to many issues, problems, and decision tools that pertain to effective and efficient internal and external flow of materials and requisite knowledge. The program addresses many topics from contemporary courses in production/operations management, purchasing management, logistics management, and sustainability. As the course progresses, students see significant linkages among those four knowledge areas and between these and other related areas.

Ohio State’s Fisher College of Business

The online Master of Supply Chain Management (MSCM) degree at the Ohio State University Fisher College of Business is designed to build and refine valuable supply chain skills through a rigorous curriculum that combines online coursework with hands-on learning experience. The program culminates in a capstone project that addresses a real business challenge and delivers tangible results to a student’s current employer of an assigned organization.

Carnegie Mellon University Tepper School of Business

Carnegie’s supply chain management course explores how firms can make better supply chain management strategic and tactical choices. The course includes the following units: inventory planning (both single-stage and multiple-stage), coordination, the inventory-order interface, and network design.

Throughout, the course of study illustrates mathematical analysis and qualitative principles applied to real SCM challenges. The course is intended to provide both strategic insights and tactical knowledge needed by supply chain consultants and managers. According to the university, the program is based on rigor and relevance.

Georgia Institute of Technology – Scheller School of Business

More than 7,000 supply chain and logistics professionals choose Georgia Tech Professional Education (GTPE) to learn modern supply chain best practices. According to Georgia Tech, students learn through expert instruction and hands-on simulations. Upon completion of the program, students should be prepared to make a difference in their roles, transforming the organizations where they work and their careers. The Georgia Tech program provides comprehensive certification options. With multiple disciplines and eight certificates, participants are equipped to advance their careers.

Professionals gain a credential that provides a competitive advantage in their careers and for the companies they represent. Georgia Tech instructors provide real-world training and experience to equip students with the skills needed to succeed.

Purdue University – Krannert School of Management

Purdue University offers a transformative education as undergraduates study supply chain and operations and learn from the same faculty who teach in the school’s highly ranked master’s program in Global Supply Chain Management in addition to partnering with corporations to explore forecasting, inventory management, logistics, and financial analysis as it is practiced in real-world situations.

Practitioners can continue their professional development by participating in the Purdue Operations and Supply Chain Organization. The purpose of the organization is to provide members with the means for professional and social development, which explores the many facets involved in operations management and other areas of the supply chain.

Members will gain a better understanding of what it takes to work in the supply chain industry and the tools and skills involved. They will also learn how to effectively network with companies to cultivate career opportunities for the future. The club is not exclusive to supply chain majors. All majors are welcome.

University of Tennessee at Knoxville – Haslam College of Business

The University of Tennessee at Knoxville is ranked highly among supply chain graduate programs in the United States. Some of the advantages offered are flexibility, industry access, career readiness, and applied learning. The program provides working professionals with the flexibility to earn a master’s degree at a full or part-time pace. Students can connect, collaborate, and engage with supply chain practitioners, researchers, and thought leaders through the Global Supply Chain Institute. The school focuses on a relevant curriculum that provides practical knowledge that can immediately be used on the job. Case studies, simulations, and projects equip enrollees with critical thinking and process management skills to advance in the supply chain industry.

University of Maryland College Park – Robert H. Smith School of Business

The University of Maryland’s Master of Science in Supply Chain Management (MSSCM) program gives students the knowledge they need to manage the flow of goods, services, and financial resources from the beginning to the end phases of a supply chain. The program is designed for methodical problem-solvers with strong communication skills who want to successfully negotiate with business partners.

The university’s MSSCM program teaches the fundamentals of the field while immersing students in more specialized technical skills and credentials, including contract negotiations. Students can earn valuable certifications such as Lean Six Sigma Yellow Belt and APICS certifications. The program also allows students to use cutting-edge tools, including blockchain technology and SAS, to identify trends, forecast consumer behavior, and improve operations.

The University of Wisconsin – Madison – School of Business

In 2021, U.S. News & World Report ranked the University of Wisconsin as number 18 in the United States for undergraduate supply chain and logistics programs. The curriculum includes sourcing, procurement, logistics, marketing channels, and supply chain technology. Students will learn to assess the financial and operational implications of supply chain strategies. They will also make the correlation between supply chain strategies and business decisions. The program helps enrollees develop analytical thinking skills and the ability to evaluate opportunities and risks.

Rutgers University

The Supply Chain Management Department at Rutgers aims to disseminate knowledge in areas such as procurement and global sourcing, logistics optimization, distribution and supply chain innovation, labor relations and contract management, supply chain legal environments, project management, business process design and improvement, quality management, risk analysis, and supply chain security as well as supply chain finance, supply chain analytics, and supply chain technologies.

According to Rudolf Leuschner, Associate Professor at Rutgers Business School, “The Department of Supply Chain Management at Rutgers Business School has only been in existence for a little over a decade, yet it has grown to the second largest in the United States.”

The department offers a high-quality multidisciplinary education that balances theory and practice in supply chain management to prepare a new generation of business graduates to meet future challenges.

He noted, “Our perspective regarding supply chain management is that we need to educate our students on all aspects of the end-to-end supply chain. This includes the flow of products/services, the flow of information, as well as the flow of finances.”

The University of North Carolina at Chapel Hill – Kenan-Flagler Business School

According to the university, increases in product variety and customization in the past few years have posed more challenges for firms in terms of delivering products to customers faster and more efficiently. With the prevalence of internet usage for business, electronic business transformations are occurring in every business. One of the fundamental enablers of electronic commerce is effective supply chain management. Therefore, supply chain management has become the focus of attention of senior management in the industry today.

The University of North Carolina supply chain program is divided into six modules: inventory and information, distribution and transportation, global operations, supplier management, management of product variety, and electronic supply chains.

Several new concepts have been included in the program, including prognostic supply chains, build-to-order, collaborative forecasting, delayed differentiation, cross-docking, global outsourcing, and efficient consumer response. At the end of the course, students will have the tools and metrics to evaluate a current supply chain and recommend design changes to supply chain processes.

Many Options and Approaches with Common Themes

Across the United States, there is a wide range of cutting-edge supply chain management educational programs, from undergraduate courses that begin with the basics to more advanced graduate programs and certification programs designed for supply chain practitioners. Regardless of each unique program, common trends emerge:

• The combination of academic learning with real-world use cases.
• Faculty members who have become thought leaders, not for their teaching skills alone, but for their achievements in supply chain management.
• Programs that challenge students to address current issues and provide the necessary skills to be successful in a rapidly changing world and the supply chains that support commerce across the globe.
• For more information, visit any university website or organizations like the Council of Supply Chain Management (CSCMP) that offer tracks for students as part of their conferences. 

Skill Gaps that Students Must Master Before Entering the Workforce

• While supply chain programs across the United States are teaching academic skills that will be needed as graduates enter the workforce and stay current with changes in supply chain management, there are some skills that seem to be lagging, especially in the wake of COVID and virtual learning.
• Chris Norek, an Affiliated Faculty member in supply chain management at Penn State and a graduate of the program, commented, “What is missing are the soft skills. Many students do not know how to network or form relationships, which are critical in all professions, but especially in supply chain management.”
• He also noted that after years of attending classes virtually, some students may not understand the expectations of corporations for professional behavior. “You can’t work in your pajamas on your sofa when starting a career in supply chain management.” So, in addition to staying abreast of the latest supply chain trends, Penn State also focuses on the basics of communication and professionalism.
• At Auburn University, Brian Gibson, Executive Director of the Center for Supply Chain Innovation, and Wilson Faculty Professor, commented about the ever-expanding breadth of topics that must be included in today’s supply chain education programs. He said, “Students must develop analytical decision-making skills, problem-solving, and process improvement.”
• He noted, “While many students use social media constantly, they need to become proficient in the use of business-focused technology, like Excel, data visualization tools, TMS, or ERP systems, which are now used by many supply chain professionals.”
• He adds that one of the biggest skill gaps, and one that Auburn is striving to fill, is the ability to view data and know what it means and how to incorporate it into a real-world supply chain network.

EXPERIENCE: Vice president, operations; operations manager; and engineering manager, all with Pompeian; continuous improvement intern with Colgate-Palmolive.

EDUCATION: Université de Technologie de Compiégne (UTC); mechanical engineering, industrial reliability, and quality.

I was born and raised in Morocco, and then graduated from college in France. I came to the United States and joined Pompeian in September 2013 when I was 23 years old.

I came to the United States thinking I spoke decent English, but I really didn’t. I started in the maintenance department on a team of experienced mechanics, where I had no experience and a language barrier. The company trusted me, but gaining the trust of the department was more of a challenge.

To gain their trust, I focused on consistent, hard work combined with pride and love. Every day I worked longer hours, as I wasn’t yet thinking about having kids or buying a house.

I did this because I wholeheartedly agreed with Pompeian’s values. We offer a good, healthful product and are doing good for farmers, consumers, our employees, and the planet.

In this company, every employee matters. Knowing all of this means I can go through challenges and difficult days with pride. When I return home, I still smile and feel the same satisfaction as when I started. I was lucky that I was given a challenge and I embraced it.

Before Pompeian, I held an internship with Colgate in France, where I was able to see a large-scale production operation. Colgate also inspired me, when I was choosing my career path, to look at what I like to do and what type of businesses will remain meaningful and continuously do good for people. Food is one. People will always eat and drink, and value can always be added there.

It’s also easy to become passionate about the food industry, especially olive oil because it has a long history and provides many health benefits. In many countries, it’s on the table like salt and pepper.

Additionally, manufacturing skills can transfer from one company to another. I think of engineering as learning how to solve things. That’s the part I enjoy, as well as systems and process changes. These are also what drew me to supply chain.

There have been a lot of positive changes and growth across Pompeian. The company is family-oriented and culture-driven. We care about families, food and the planet, and I’m proud to be a part of it.

Salim Benjelloun Answers the Big Questions

1. What are one or two things you wished you’d known before starting your current role?

Without hesitation, it’s English. Speaking the language is an important requirement when coming to an English-speaking country.

Another thing is the American mentality about work and how much we focus on it. In Europe and Morocco, there’s a different mindset and balance. It wasn’t too difficult to adjust to the differences, but I would have been a little more efficient if I knew the American culture coming in. Yet, there is also the beauty of discovering it.

2. What kind of student and teen were you during your high school years?

One thing that made me who I am today when it comes to approaching challenges is that I was lucky to have parents that would not say no to anything. It doesn’t mean they always approved of what I was doing, but they left the responsibility to me.

My dad would say, ‘You’re going to keep going, hit the wall, and then come back. You have to measure the risk.’ So as a teen, I could sleep at a friend’s house even on school nights, but it was on me to make it to school the next day. This helped me to learn not to be scared of making my own decisions.

At the same time, making decisions can be exhausting. I would wear the same pajamas and socks each day so I didn’t have to think about choosing them. I then kept my thoughts for bigger decisions.

3. What motivates you to get you out of bed every morning?

The people I work with. Before I think about my job, I think about who I will be working with during my day.
What also gets me out of bed is the anticipation of uncovering new possibilities, and the excitement of turning potential into reality and embracing the day’s untapped opportunities.

Lastly, gratitude for the gift of a new day and the well-being to experience it.

Featuring everything from inspirational keynote speakers to intimate breakout sessions, product demos, and vendor expos, these shows help put attendees at the forefront of the latest industry happenings. (Bonus: mingling with peers and colleagues during the shows is great for business development and career advancement.)

So, mark your calendars and get ready for these key supply chain events in 2024.

TRUCKING/SMALL PACKAGE

TMC 2024 Annual Meeting & Transportation Technology Exhibition

Mar 4-7, New Orleans
tmcannual.trucking.org

Who Should Attend: Trucking fleet professionals, vehicle manufacturers, component suppliers, and other commercial trucking professionals

What to Expect: A technical conference focused on helping attendees maximize fleet performance and efficiency.

Highlights: Task force meetings, new TMC member orientations, study sessions, Trucking Technology Marketplace

Truckload 2024

Mar 23-26, Nashville
tcaconvention.com

Who Should Attend: Truckload professionals

What to Expect: Education and insights on the latest truckload issues and industry best practices, committee meetings, networking functions, and exhibition hall.

Highlights: Executive leadership panels, keynote speech by “Mr. Wonderful” Kevin O’Leary of Shark Tank, Young Trucking Executives discussion

Home Delivery World USA

Jun 5-6, Philadelphia
bit.ly/HomeDelivWorld24

Who Should Attend: Retail logistics and supply chain professionals, autonomous technology companies, delivery services, grocers and manufacturers, warehousing operators, final mile providers

What to Expect: Technologies, strategies, and best practices for the full scope of retail logistics from inventory management and fulfillment to delivery, customer experience, and returns.

Highlights: The Middle Mile, a co-located event dedicated to middle-mile logistics; 300+ exhibitors; speakers from top retailers including Macy’s, Walmart, IKEA, Best Buy, and others

Last Mile Delivery Conference & Expo

Jun 27-28, Las Vegas
lmdconference.com

Who Should Attend: Shippers, e-commerce retailers, transit and fleet operators, 3PLs, professionals from academia and government, and courier, express, and parcel companies

What to Expect: A summit to explore last-mile logistics and the cutting-edge technologies that are disrupting the status quo in warehousing, delivery, and customer service.

Highlights: Hosted buyer meetings, panel discussions, vendor demos

Parcel Forum

Sept 16-18, Dallas
parcelforum.com

Who Should Attend: Shippers, distributors, parcel logistics providers, freight auditors, and other small-package supply chain professionals

What to Expect: Attendees will explore innovations in last-mile delivery, e-commerce logistics, and shipping technologies.

Highlights: Top-rated conference program, peer-to-peer networking, exhibit hall experience with dedicated hours

Accelerate! Conference & Expo by Women in Trucking Association

Nov 10-13, Dallas
bit.ly/AccelerateWIT

Who Should Attend: Motor carriers, 3PLs, manufacturers, retailers, truck-driving schools, financial and insurance providers

What to Expect: “A unique event with a critical mission,” Accelerate! seeks to elevate, empower, and level the playing field for women in all facets of the trucking industry.

Highlights: Six different educational tracks, career-development seminars, featured trucks and trailers, 150+ exhibitors

AIR CARGO

Air Cargo Conference

Feb 11-13, Louisville, KY
aircargoconference.com

Who Should Attend: Shippers, airlines, airport authorities, freight forwarders, expedited providers

What to Expect: Insights on how to navigate today’s complex, global air cargo challenges including cargo theft, global regulations, congestion, and emerging technologies.

Highlights: A keynote speech from Captain Houston Mills, UPS President of Flight Operations & Safety; exhibit hall with 83 booths; women’s networking event

IATA World Sustainability Symposium

Sept 24-25, Miami
bit.ly/IATAWSS24

Who Should Attend: Shippers, airlines, airport authorities, OEMs, ANSPs, solutions providers, policy-makers and regulators, banking/financial institutions

What to Expect: Air cargo sector and government experts exploring ways to successfully execute on the industry’s commitment to decarbonize aviation by 2050.

Highlights: Sessions on how to finance the transition to sustainability, how to comply with sustainability regulations, what to expect next

Air Cargo Forum

Nov 12-14, Miami
bit.ly/AirCargoForum24

Who Should Attend: Shippers, freight forwarders, ground handlers, airports, airlines, manufacturers, solutions providers

What to Expect: Conference sessions covering key air cargo issues including sustainability, education/training, and technology.

Highlights: 15,000+ sq. ft. expo space with 220+ exhibitors, comprehensive networking program including golf tournament, receptions, pre/post event excursions, and after-parties

MARITIME/PORTS

CMA Shipping

Mar 12-14, Stamford, CT
cmashippingevent.com

Who Should Attend: North American maritime professionals

What to Expect: Three days of sessions on key maritime issues, challenges and opportunities, as well as insights on the future of the maritime supply chain from top industry leaders.

Highlights: Networking Gold Card, comprehensive expo hall, Commodore Gala

AAPA 2024 Smart Ports Seminar & Expo

Jul 9-12, Seattle
bit.ly/AAPASmartPorts

Who Should Attend: Maritime professionals, technology providers

What to Expect: A detailed exploration of how smart technology is transforming ports as well as insights on facilities engineering and port security.

Highlights: Port tour, exhibit hall showcasing emerging technologies and solutions providers

Breakbulk Americas

Oct 15-17, Houston
americas.breakbulk.com

Who Should Attend: Logistics and supply chain managers involved in the movement of breakbulk products; specialized service providers

What to Expect: 5,000+ attendees sharing the latest breakbulk and project cargo strategies and exploring emerging industry trends and technologies.

Highlights: More than 280 exhibitors, Women in Breakbulk breakfast, other networking events

AAPA Annual Convention and Expo

Oct 27-30, Boston
bit.ly/AAPAAnnual24

Who Should Attend: Port professionals, terminal operators, service providers, transportation leaders, supply chain partners

What to Expect: Key takeaways on the latest industry trends and innovative solutions impacting the future of American ports.

Highlights: Full slate of sessions, speakers, and exhibit hall; port tour

INTERMODAL/RAIL

IANA Intermodal Expo 2024

Sept 9-11, Long Beach, CA
intermodal.org/intermodalexpo

Who Should Attend: Intermodal professionals from shippers, railroads, motor and ocean carriers, ports, technology suppliers, equipment manufacturers, leasing companies, 3PLs

What to Expect: Intermodal topics to be tackled include terminal design, transloading, driver productivity, sustainability, regulatory risk, and chassis provisioning, among others.

Highlights: 21 hours of educational content, nine hours of exclusive exhibit hours, 10 hours of networking

20th Annual Southwestern Rail Conference

Apr 15-16, Dallas
bit.ly/SWestRail24

Who Should Attend: Public- and private-sector freight and passenger rail professionals

What to Expect: Key inputs and discussions from across the rail sector concerning transportation planning, government affairs, emerging technologies, freight logistics, supply chain management, and sustainability.

Highlights: An expanded program of sessions, key networking opportunities

North American Rail Shippers Annual Meeting

Apr 30-May 2, Chicago
https://bit.ly/RailChicago24

Who Should Attend: Rail shippers, transportation providers

What to Expect: Speaker and panelist lineup consisting of high-profile rail transportation executives and experts from academia and government; ample networking opportunities.

Highlights: Co-located with the Traffic Club of Chicago’s annual golf outing and gala dinner

SUPPLY CHAIN & LOGISTICS

MODEX

Mar 11-14, Atlanta
modexshow.com

Who Should Attend: Manufacturing, supply chain, and transportation professionals

What to Expect: A focus on how to future-proof your supply chain via sessions about emerging technologies and equipment led by practitioners across the supply chain and manufacturing ecosystem.

Highlights: 150+ free education sessions, exhibit hall with 1,000+ providers, networking with 45,000+ attendees, keynote speakers including actor Jeremy Renner and comedian Colin Jost

ISM World 2024

Apr 29-May 1, Las Vegas
bit.ly/ISMWorld24

Who Should Attend: Procurement and supply chain management professionals

What to Expect: More than 2,000 attendees coming together to exchange insights and strategies on top procurement and supply chain issues

Highlights: ExecIn, a conference within the conference for senior leaders; post-event 90-day access to a comprehensive library of all the breakout sessions

WERC 2024 Annual Conference

June 2-5, Dallas
bit.ly/WERC2024

Who Should Attend: Warehousing, distribution, and logistics professionals

What to Expect: Explore new ideas, tools, and techniques with front-line innovators and thought leaders, covering topics ranging from labor and inventory challenges to digital transformation within the industry.

Highlights: Roundtable discussions, peer-to-peer sessions, facility tours, networking events, WERC Sponsor Showcase

CSCMP EDGE 2024

Sept 29-Oct 2, Nashville
cscmpedge.org

Who Should Attend: Logistics, transportation, and supply chain management professionals

What to Expect: Actionable takeaways from 100+ educational sessions spanning the end-to-end supply chain. The event is hosted by The Council of Supply Chain Management Professionals (CSCMP).

Highlights: Supply Chain Exchange featuring demonstrations, equipment, systems, and technologies; pre-conference Academic Research Symposium; 15 Continuing Education Units

Industry leaders and mainstays share leadership tactics—from venturing out of comfort zones to embracing missteps—that allow supply chain managers to inspire others, build cohesive teams, and tackle logistics challenges.

How Supply Chain Managers Can Build Leadership Skills

Approach leadership as an ongoing journey, something to constantly work on. A mindset of continuous learning is your best asset for building and refining leadership skills.

Surrounding yourself with mentors you truly admire offers invaluable insights, guidance, and wisdom from those who have walked similar paths.

Actively soliciting feedback—both positive and critical—is paramount. It offers a mirror to your actions, highlighting areas of strength and potential improvement.

Complacency is the enemy. A persistent pursuit of betterment, a thirst for knowledge, and the humility to listen are the ingredients that constitute great leaders.

–Jose Barahona
Vice President, Sales
Magaya

Learn how to spot the connections between data, organizational directives, and data-driven actions. For supply chain professionals aiming to be leaders, this is essential.

The modern supply chain is data-driven. If you can master the art of connecting company initiatives to data-driven actions, you can lead an aligned organization objectively.

For example, assume your company’s initiative is to reduce shipping costs. Any initiatives to improve inventory accuracy can reduce shrinkage, reducing shipping costs. You can lead by making inventory accuracy a key performance indicator, making it easy to align the organization with an initiative that can make an impact at the organization level.

–Sankalp Arora
CEO & Co-Founder
Gather AI

Effectively communicating is key. Supply chain managers must lead within and across multiple functions, and it’s important to remember the individuals within these groups will all have different views and goals.

An effective supply chain manager needs to understand these differences, tailor their messaging, and connect with each key group.

–Jeff Bornino
President, North America
TMX Transform

Create a culture of embracing and learning from mistakes. Depending on the scenario, supply chain leaders shouldn’t penalize their teams for making mistakes (the first time), if the team or employee shows dedication.

Allowing members to experience initial failure without harsh consequences can be the best form of training because they can grow and conquer those struggles. People who learn from their failures can become your strongest team members.

–Bill Thayer
Founder & CEO
Fillogic

Step outside your comfort zone and solve problems with a high degree of autonomy. Supply chain managers are best able to build leadership skills when they are given these opportunities. Knowing they don’t always have the safety net of a micro-manager can help aspiring leaders depend on their instincts to move decisions forward.

It’s also vital managers set good examples for their teams and peers by embracing innovations and new processes, rather than being threatened by them. These skills are universal, but are especially important in the fast-paced and continually evolving supply chain arena.

–Harrison Dean
Executive Vice President
iGPS Logistics

Best Leadership Approach I Learned from a Mentor

Cultivate an open and honest atmosphere with your team. That means learning how to take bad news in stride.

People should feel comfortable coming to you on big issues. If you react strongly or negatively, you run the risk of creating a culture where no one wants to talk about problems until it’s too late to fix them. An environment that encourages collaboration and problem solving allows your team to stay ahead of the curve and find creative solutions.

–Barbara Melvin
President & CEO
South Carolina Ports Authority

Patience, as an old colleague recently reminded me, is everything. Every career has highs and lows, but if you remain committed to bettering yourself, believing in yourself, and staying focused on your long-term goals, the right opportunities will come.

For many of us, patience isn’t our strong suit, and we often wonder (or worry) where our journey will lead. But it’s so important to never give up.

Remind yourself that what you offer your organization is unique—your experience and integrity are yours alone, and they will guide you on your path.

–Hans Stig Moller
CEO
Odyssey Logistics

Understand your why. Remaining focused on why you do what you do is the only thing that will allow you to sustain the energy to keep pushing. Without a clear understanding of why, it’s easy to get lost in the day-to-day and not be an effective leader.

–Josh Dunham
CEO and Co-founder
Reveel

Lead from behind. The team will feel empowered to try out new approaches, and take chances, all the while knowing their leader is holding the safety net. A good leader knows their team; and, in turn, the team knows they would never set any of them up for failure.

I learned this from a seasoned leader in emergency management—an area where failure is hard to gloss over. In fact, he took it a step further. He told his team any failures on their part would be accepted as his own. This brought out the best in everyone.

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

The most impactful leadership I have witnessed was a mentor who lived sincere servant leadership. The approach created a cohesive and productive team. Each member was valued, and collaboration was emphasized.

Our team felt empowered by the collective mission to go above and beyond and find answers to issues that might have stalled them in the past.

After witnessing how putting your people first helps propel the overall goal, I have worked to embrace this in my workplace.

–Lesley Veldstra Killingsworth
Director of Traffic and Pricing
Polaris Transportation Group

Chairwoman of the Board of Directors
National Motor Freight Traffic Association (NMFTA)

The best leadership advice I received was to listen. For me this was counterintuitive, as my mental model of a leader was one who gave out directions. However, over the years I have seen the power of truly and actively listening.

Before leaders can provide direction, they must first listen to what is really happening and hear from various stakeholders.

While it’s easy to fall into multitasking while in meetings, one tip I’ve found helpful is to focus on the speaker and repeat in your head every word they say. Try it next time, you’ll be surprised.

–Alejandro Suarez
Director of Strategic Engagements
Realtime Robotics

A Winning Supply Chain Leader….

…paves a path to success with these simple yet powerful beliefs, that acting with integrity and putting people first produces positive long-term results. By going beyond what is expected, acting with integrity and honor, and always seeking out innovative solutions you’re able to combat current supply chain challenges.

Leading with consistency and reliable high standards reassures clients and vendor partners, providing peace of mind for all.

–Phillip Ousley
President
ASF Logistics

…never stops listening, learning, and growing. The greatest challenges and opportunities I’ve faced throughout my career have stemmed from navigating new territory, which has motivated me to continue to push forward.

Moving from ecommerce to strategy to operations and beyond has opened the door for me to take on new challenges and, in turn, grow my knowledge and organization’s capabilities.

I encourage everyone—no matter the position or role they have—to prioritize ongoing education and push themselves with stretch goals that provide the chance to learn new skills, meet new people, listen to different perspectives, and ultimately, become a well-rounded leader.

–Alicemarie Geoffrion
President, Packaging
DHL Supply Chain

…has a strategic vision in sync with the company’s goals, uses data to make informed decisions, and communicates effectively. They thrive in a changing landscape, tackle problems head-on, and collaborate seamlessly across teams.

Being globally aware, tech-savvy, and risk-conscious is vital. Always pushing for improvements and leading teams with inspiration and collaboration are key. Staying ahead in tech and adeptly managing risks ensure smooth operations and overall success in the complex world of supply chain management.

–Moid Alwy
Chief Supply Chain Officer
American Tire Distributors

…listens, and listens well. Whether it’s to the indicators of changing market dynamics, to the evolving and ever-changing needs of customers, or to the recommendations of the team of professionals he or she leads, a good supply chain leader knows that listening equates to learning.

With this skill, she or he encourages an environment of collaboration that, in turn, solves problems, creates solutions, and enables all stakeholders to navigate the relentless challenges of today’s market with agility, efficiency, and resilience.

–Hector J. Gonzalez
CEO Sales & Operations
PSA BDP

…teaches their team how to solve problems and gives them the practical industry knowledge to know how to execute those solutions.

The supply chain sits at the intersection of strategic planning cycles and daily firefighting, which is an exciting place to be, especially with traditional lines being blurred.

Those that can teach their team to look around the corners, predict, and plan for upcoming supply chain needs while having the acumen to resolve daily issues will certainly have a best-in-class organization.

–Reade Kidd
CEO
EDRAY

…provides the necessary big-picture guidance for their colleagues to understand the fluctuating needs of the customer, and the direction, strategy, and goals of the organization. But more importantly, the leader then gives people the trust and autonomy to make decisions, solve problems, and ultimately get things done without needless intervention.

By fostering a culture of trust and independence, a good supply chain leader not only lets people do their best work—but also ensures they develop the necessary skills and confidence to thrive.

–Harrison Dean
Executive Vice President
iGPS Logistics

…builds connections. Leaders must be able to connect and engage well with customers to ensure long-term relationship success. Being able to connect with employees equally—from warehouse workers to office workers—is also an important soft skill that enables team members to feel inspired and supported in the workplace.

–Rebecca Wilson
Group Vice President
Human Resources, Kenco

Becoming a Dynamics 365 Finance and Supply Chain Solution Architect

By Brent Dawson

This guide shows readers how to implement and optimize robust business applications to meet their organizations’ evolving needs. The author explores multiple challenges that can lead to project failure or cost/time overruns and provides examples of customized solutions that maneuver past those issues to deliver successful outcomes. The book also outlines various methodologies to integrate different software applications as well as plan seamless and successful data migration.

Supply Chain Resilience: Reconceptualizing Risk Management in a Post-Pandemic World

Edited by Omera Khan, Michael Huth, George A. Zsidisin, and Michael Henke

This book advances the understanding of supply chain risk management by providing insights from research and practice into how organizations were able to sustain global supply chain resilience during the pandemic. Chapters highlight the lessons learned, stress the importance for new resilience models, suggest improved supply chain risk methodologies, and bridge the gap between research and practice. The authors offer strategic approaches, new methods, and practical tools to ensure global supply chain resilience.

Strategies for Supply Chain Risk Management

By Yi Li, Ju’e Guo, and Kin Keung Lai

Supply chains have expanded extensively because many organizations try to take advantage of outsourcing raw materials and critical components. Though outsourcing can reap significant benefits, it also may increase supply chain risks. Examining the negative consequences that arise from supply chain risks, this book systematically explores how organizations respond to these risks in different situations. In particular, it focuses on sourcing strategies of organizations under supply chain risks and the different mitigation tools they use, such as supplier development and multi-sourcing. Companies can use the analysis and insights from this book to help alleviate the impact of supply chain risks in the sourcing process.

Supply Chain Risk and Disruption Management: Latest Tools, Techniques and Management Approaches

Edited by Sanjoy Kumar Paul, Renu Agarwal, Ruhul Amin Sarker, and Towfique Rahman

This book explores the latest developments across emerging topics in supply chain risk and disruption management. These include disruption management tools, techniques, and approaches; a review on uncertainty modeling for decentralized supply chain systems; supply chain resilience strategies for times of unprecedented uncertainty, and the role blockchain plays in developing supply chain resilience against disruptions.

The Art and Science of Demand and Supply Chain Planning in Today’s Complex Global Economy

By Paul Myerson

Making demand and supply chain planning work effectively requires a delicate mix of art and science. What was once a disjointed, manual, and often inaccurate set of processes is now integrated, timely, and enabled by highly trained people using leading-edge technology. This book provides real-world examples that illustrate how transforming demand and supply chain planning applies to today’s global supply chains.

Digital Supply Chain, Disruptive Environments, and the Impact on Retailers

by Ehap Sabri

One of a supply chain manager’s primary goals is to stabilize their company’s supply chain to ensure a consistent flow of components and materials. Even before the pandemic, supply chain complexity had been an increasingly hot topic. Now, new tariff restrictions, port congestion, regional conflicts, and geopolitical events make securing access to materials and forecasting demand more difficult. This book provides a framework to ensure successful supply chain business transformation processes and programs.

Logistics & Supply Chain Management – 6th Edition

By Martin Christopher

Supply chains and the logistics activities that drive them are critical to business success. Keeping a supply chain running smoothly requires learning and applying the most up-to-date tools that manage the people and processes enabling businesses to gain a competitive advantage. This book provides a guide to the tools and tactics that drive effective development and management of supply chain networks that help businesses cut costs and enhance customer value. The newly updated sixth edition includes previously unpublished examples and case studies along with two new chapters covering digital supply chains and sourcing and supply management.

International Freight Movement

By Oscar Kamara

The author provides a guide to the process of moving items or goods purchased overseas and transporting them through the different stages of the international freight supply chain—up to final delivery. With insight into all stages involved in international freight transport, from collection to delivery, the book examines international movement via road, air, pipeline, sea and rail transport modes and the costs involved.

Agile Sourcing

By Yasser Ismail

Procurement and sourcing professionals can improve their efficiency and effectiveness by embracing Agile methods, according to the author. This book provides a comprehensive overview of how to apply Agile principles to procurement and sourcing processes, including how to manage requirements, prioritize tasks, and deliver results in a fast-paced, dynamic environment. The book also covers strategies to help build and maintain effective teams, and to implement Agile practices in a way that promotes collaboration and flexibility.

Blockchain, IoT, and AI Technologies for Supply Chain Management

Edited by Priyanka Chawla, Adarsh Kumar, Anand Nayyar, and Mohd Naved

Supply chain management requires organizations to reevaluate their supply chain operations. Technologies such as the Internet of Things, artificial intelligence, and blockchain are poised to help create effective development and management of supply chain networks that will cut costs and enhance customer value. This book also examines the impact of the pandemic on supply chain systems involving different stakeholders such as producers, dealers, and manufacturers, and provides a foundation for future research opportunities to expand business.

Operations and Supply Chain Management – 11th Edition

By Roberta S. Russell and Bernard W. Taylor

This updated edition provides a foundational understanding of operations management processes by presenting quantitative topics and mathematical applications. Readers learn how to analyze processes, ensure quality, manage the flow of information and products, and create value along the supply chain in a global environment.

Transportation Systems Technology and Integrated Management

Edited by Ram Krishna Upadhyay, Sunil Kumar Sharma, Vikram Kumar, and Hardikk Valera

The book highlights the transportation ecosystems and the underlying technologies that manage them to move toward futuristic freight and passenger movement. Topics include how climate change impacts transportation infrastructure, how to enhance multimodal transportation, how railways use solar energy, and how to manage public transportation with technology. The book also includes a discussion of newly developed technologies for intelligent transport systems.

Breakthrough Supply Chains

By Christopher Gopal, Gene Tyndall, Wolfgang Partsch, and Eleftherios Iakovou

Major global events have brought to the forefront the impact of supply chains on everything from the success of companies and the health of individuals to global prosperity. As global business and geopolitical conditions change radically, it is imperative that supply chain strategies and operations transform to thrive in a volatile environment. This book provides a comprehensive view of end-to-end supply chains and dispels the common myths about them. It provides “breakthrough thinking” principles that address critical topics for enterprise and public policy. If you want to reinvent the supply chain with far-reaching effects, this is your go-to guide.

Legacy of an Entrepreneur

By Robert E. Ness with Lauren Ungeldi

If you operate a business and are challenged by the difficulty of passing it to the next generation, this book is for you. Entrepreneur Robert E. Ness tells his story of starting ODW Logistics with a dream and little pocket money, growing it, and passing it on to the next generation. His transparency, humor, practicality, and wisdom gained through both successes and struggles will inspire you to step forward and put your dreams into action. How do you deal with setbacks and heartbreaks? How do you respond when the risk nearly does you in? Ness’s principles, lessons, and hard-learned wisdom will help you make moves, take risks, and ultimately leave behind a legacy to those who come after you.

Profit from the Source: Transforming Your Business by Putting Suppliers at the Core

By Christian Schuh, Wolfgang SchnellbÄcher, Alenka Triplat, and Daniel Weise

Procurement deserves some love. While many think procurement is just about keeping costs down, the authors of this book contend that procurement can be the secret weapon that helps businesses thrive in challenging times. Using in-depth case studies from industries including high-tech, automotive, and consumer goods, this book paints a picture of procurement that illustrates how it can help businesses generate value from five sources of competitive advantage—innovation, quality, sustainability, speed, and risk reduction.

Tony Fadell. He was the creator of a number of critical software and hardware technologies—including the iPod and Nest thermostat—which makes him qualified to understand both elements that generally exist in logistical crises. Tony was hired to design and build what became the iPod and shipped the first one to customers 290 days after beginning the project.

–Michael Johnson
CEO
Metrc

Elon Musk. He is never satisfied with the current way of things. He always has a plan for the future and is not afraid to tell the truth as he sees it. Finally, he has the resources.

–Reo Hatfield
VP, Corporate Services
TA Services

A historic military leader who identified logistics as one of the most critical success factors and elevated the profession:

• Dwight D. Eisenhower: “You will not find it difficult to prove that battles, campaigns, and even wars have been won or lost primarily because of logistics.”
• Napoleon Bonaparte: “Amateurs discuss tactics, professionals discuss logistics.”
• Alexander the Great: “My logisticians are a humorless lot. They know if my campaign fails, they are the first ones I will slay.”

–Andre Luecht
Global Practice Lead, Manufacturing, Transportation & Logistics
Zebra Technologies

My Dad. I was lucky to work with him to help grow his company Canyon State Courier when I was fresh out of college. I remember thinking how lucky I was to spend time with him daily, sitting in his office and working through the crazy challenges this industry brings our way.

–Tim Cocchia
CLDA Treasurer
Board Member and COO
Xcel Delivery Services

Dr. John Coyle from Penn State, though sadly he passed away. In his absence I would say that any of the logistics professors in Penn State’s Smeal College of Business could serve as a tremendous resource in a bind. I have alumni bias, but they have always been at the forefront of new research and trends related to the profession.

–Eric Elter
Director, Information and Technology Services
KDL Logistics

Sam Walton. As the founder of Walmart, his extensive experience in building and managing a retail empire with a strong focus on logistics and supply chain management would be invaluable in navigating and resolving the crisis effectively.

–George Maksimenko
CEO
Adexin

Ulysses S. Grant. He won the U.S. Civil War based on excellence in supply chains.

–Antony Yousefian
VP Climate & Circularity
Wiliot

Laura Lane, chief corporate affairs and sustainability officer at UPS. During the pandemic I saw firsthand her ability to navigate through unprecedented government regulations. She kept UPS operating, both domestically and internationally.

–Melissa Somsen
Chief Commercial Officer
AFS Logistics

Ray Kroc. The McDonald’s founder was driven to maintain consistency. He drove efficiencies and delivered a high-quality customer experience while maintaining costs. His innovative practices more than three quarters of a century ago, are still influencing how supply chains are managed today.

–Stephen Dombroski
Director, Consumer Products and Food & Beverage Markets
QAD

The Allied logisticians who engineered victory for the United States, UK, Soviet Union, and their allies in World War II.

They had to move hundreds of thousands of people and vehicles to every part of the world—from remote Pacific islands to the deserts of North Africa—in extreme circumstances in very short periods of time. I think they could figure out how to move couches or clothes.

–Tony Pelli
Practice Director, Security and Resilience
BSI

Frederick McKinley Jones, a revolutionary inventor in the transportation industry. In the early 1900s, he patented the mechanical transport refrigeration unit, making it possible to transport food around the world, all while battling discrimination.

His insight and leadership would be tremendously valuable for leveraging temperature-controlled technology to simplify transportation.

–Sean Burke
Chief Commercial Officer
Echo Global Logistics

The leaders responsible for the movement of goods at the largest companies in the United States. These experts are actively utilizing technology to solve real-world supply chain issues. Hearing how they handle the obstacles they face daily would be inspiring.

–Eric Vasquez
Owner
Veterans Logistics Group

A long-term mentor who is always eager to listen, share, and challenge points of view to get to the root cause of a problem. With creative solutions, she has helped me overcome problems, threats, and challenges in the face of disruption.

–Ann Marie Jonkman, PMP
Senior Director, Global Industry Strategies
Blue Yonder

George Washington was a surveyor by profession. I remember the photo of him in my middle school history book looking through his trusty theodolite.

He understood the value of visibility and recognized the inherent challenge of fixing and reacting to what you can’t see, and improving what you can’t measure.

This notion resonates strongly in the context of logistics visibility, which is crucial in avoiding disruption or minimizing impact, even for the best-laid transportation plans.

–Douglas DeLuca
Business Network Solution Marketing
SAP

The leadership at Coca-Cola. They have the best distribution network in the entire world, getting products onto shelves incredibly soon after launch. With the ability to navigate and thrive within international supply chains, while dealing with a diverse set of regulatory requirements, they are an ideal source for dealing with a complex logistics crisis.

–Bryan Gerber
Founder & CEO
HARA Supply

Pep Guardiola, the Spanish coach who just led English soccer team Manchester City to the treble, would be an ideal advisor. Guardiola is a meticulous planner—leaving no stone unturned. He would have 360-degree visibility of his supply base and identify potential problems long before they became an issue.

–Matthias Gutzmann
Founder & CEO
DPW

My co-founder, Daniel, the guy needs a lot of caffeine, but he can solve any logistics problem I throw at him.

–Troy Lester
CRO, Co-Founder
WARP

My co-founder, Troy Lester, the guy drinks no caffeine and can still keep up with me.

–Daniel Sokolovsky
CEO, Co-Founder
WARP

Just like pilots in a crisis—in logistics, we turn to the control tower. It brings visibility and agility— when paired with a best-in-class 4PL solution, multi-modal infrastructure, and advanced reporting technology, every partner in the supply chain benefits. Better visibility = better, quicker, decisions, especially during times of uncertainty or doubt.

–Robert Boyle, PMP
President, Managed Services
Odyssey Logistics

The truck driver. Not the broker, not the salesperson, not the dispatcher, but the driver. When the shipment is critical, the truck driver’s commitment is the only one that counts.

–Kevin Day
President of LTL
AFS Logistics

I would call Perry Falk the head of NTG’s Carrier Sales department. His ability to leverage relationships with NTG’s carrier partners in a fast nimble manner would allow us to solve the most complex crisis.

–Ian Hess
EVP, Customer Sales and Operations
Nolan Transportation Group

In a logistics crisis, my lifeline would be Ian Hess, EVP of Brokerage Sales and Operations at NTG. His deep industry knowledge, proven crisis management skills, innovative problem-solving, and extensive professional network make him an invaluable resource in navigating and resolving complex logistical challenges swiftly and efficiently.

–Perry Falk
EVP, Carrier Operations
Nolan Transportation Group

Supply chains used to be viewed “in the background,” but the pandemic raised the awareness of their importance and made them a priority in C-suites, says Steve Blust, president of the Containerization & Intermodal Institute.

As a result, supply chains and logistics have gained prominence at higher education institutions and their emphasis in curricula will only continue to grow.

There “absolutely” has been marked growth in supply chain curricula at higher education institutions, agrees Douglas Kent, executive vice president of corporate and strategic alliances at the Association for Supply Chain Management (ASCM).

“Just five years ago, the number of institutions that were offering a specialty or a degree in supply chain were far fewer than today,” Kent says.

Brett Bennett, senior vice president and general manager of Crowley Logistics, engages students at the Crowley Center for Transportation and Logistics with sessions on supply chain, sustainability, marketing, IT, and human resources.

Connecting with Students

It’s important for private sector organizations looking for supply chain talent to capitalize on that interest. That means seeking out opportunities to connect with students and show them the range of career possibilities. It also means partnering with schools to ensure that students receive the best-possible education and training to excel once they enter the workforce.

“There’s benefit to speaking to almost any student,” says Aleem Bandali, global head of Aim10x Executive Council at o9 Solutions, a Dallas-based enterprise AI provider that works with supply chain companies around the world. “It’s such a powerful topic that there’s value in teaching anyone who is willing to listen.”

It is crucial for industry members to be engaged in education and the development and advancement of future leaders. “There is much that companies can teach—connecting the rigor of education with the relevance of actual business practice is key,” says Jim Bender, manager, corporate citizenship for Crowley, a logistics, marine, and energy solutions company headquartered in Jacksonville, Florida.

“The pandemic had significant effects on the movement of cargo, and that’s why developing the talent pipeline throughout the entire supply chain eco-system is important,” Bender says.

“I recently served at a university and saw many students drawn to general business, accounting, economics, and business analytics,” he adds. “Supply chain management incorporates those programs, but in a more comprehensive way. It is the action behind the details.”

Meeting the Labor Challenge

In today’s highly competitive labor climate, developing the workforce is particularly critical so that supply chain organizations can meet the current demand for their services. The result has been higher engagement from industry.

“If your revenue is contingent on your ability to have the capacity to deliver goods and services to the people willing to spend, you don’t want a labor challenge to get in your way,” Kent says. “Corporations recognize that there is a labor shortage, and don’t want to be the last one out fighting for talent.

“Companies will get ahead of the game by making sure that they’re not only attracting talent but that they’re also growing talent to satisfy their needs,” he adds.

Supply chain planning is evolving rapidly, particularly as it relates to technology, and that means educators need help from industry to keep up.

“In universities and colleges, what students are learning by the time they’re learning it may not be as practical anymore,” Bandali says. “So it’s important for companies to partner with schools to help with that acceleration.”

There are clear benefits to industry and schools working together to share resources and insight, so that schools understand what industry needs and industry helps prepare the future workforce in the best way possible.

“By working together, they can optimize what’s being taught with what’s required in practice,” Blust says. “It’s a symbiotic relationship.”

It has never been more important for supply chain companies to engage with educational programs.

“The complexities and rapid changes in supply chain management are making it even more important for companies to stay in touch, stay current, stay relevant, and help provide the right education for the right people so that they, in turn, can provide the right services for their customers,” Blust says.

“Finding individuals who are able to deal with changes in technology and communications is important to stay relevant,” he adds. “Without communicating with the younger generation and knowing what’s going on, companies quickly can fall out of relevance.”

The Association for Supply Chain Management partners with the University of Toronto on a program that targets internationally educated professionals who immigrated to Canada with no prior supply chain experience.

Many Avenues of Engagement

Companies and organizations in the supply chain partner with educational institutions in a variety of ways.

o9 Solutions works with many different schools across the United States and Europe. For instance, the company works with the MIT Global Scale Network by sponsoring and providing data for a supply chain challenge and delivering guest lectures that focus on success stories and lessons learned.

Among the Containerization & Intermodal Institute’s academic outreach efforts is a highly active scholarship program that has run since 1992. The organization oversaw the granting of 46 scholarships to students at 12 different schools in 2022.

Crowley has supported funding and scholarships for maritime and logistics students who will be on board ships, designing vessels, managing technology and data analytics, and directing multimodal supply chains and their facilities.

Most prominently, Crowley’s partnership with schools includes a $2.5 million endowment to the University of North Florida for the Crowley Center for Transportation and Logistics at the Coggin College of Business. The center’s goal is to train students to enter the global supply chain workforce, Bender says.

Crowley participates by supporting faculty, visiting scholars, conducting industry research, pursuing federal grants and contracts, and recruiting students.

“This effort has resulted in innovative strategies and technologies as well as research underway to improve the industry,” Bender says.

ASCM creates workforce development content ranging from entry-level foundational education to supply chain professional certification. A key to successfully creating that content is analyzing what the market needs for practitioners to be successful and keeping up with new trends and developments.

Reaching new Team Members

The programs and audience for ASCM educational content can vary but together they illustrate the breadth of ways to reach potential supply chain team members. For instance, ASCM works with North Central Texas College to help equip immigrants from Mexico with the skills and background to work in logistics and warehousing.

Internships and apprenticeships are among the more powerful forms of outreach and can serve as “crystallizing opportunities for students,” says Amy Grat, CEO of EXP, a Southern California-based nonprofit that helps schools deliver career-based curriculum.

An internship can prove transformative for students, helping them gain new confidence and demystifying a career in the supply chain, she says.

Apprenticeships are where “the earning and learning become truly integrated,” Grat says, allowing students to enter clearly laid out career pathways with assurance. Companies that offer internships and apprenticeships reduce the skills gap for their new team members and help to create better-prepared, more confident workers.

Although supply chain companies that partner with schools often focus on two-year and four-year colleges and universities, many companies also see value in connecting with students earlier in their academic journeys.

There has been a “sea change” in understanding the need to provide more experiential opportunities for middle school and high school students so that they can “make better choices when they graduate,” Grat says.

In such a competitive labor landscape, waiting until college to reach students could mean waiting too long. “If you knock on their door in college, they might not answer,” she says.

“Supply chain companies are increasingly adopting the idea of dipping down into the earlier grades because the industry is graying and retiring,” Grat says.

“The skills needed to be successful in the supply chain are changing,” she adds. “It’s becoming much more data- and tech-heavy, so we need to either upskill current employees or move into that digital-savvy generation and compete for that talent.

“In a world with so many career choices and pathways that are much more complex than our grandparents’ generation, a sector like supply chain or logistics needs champions in the schools and it needs to create buzz,” she says.

It’s important for private sector companies to provide students with practical knowledge and real-world applications. For instance, students at the MIT Global Scale Network listen to a guest lecture from an o9 Solutions industry expert.

An Array of Benefits

Crowley sees investing in student-focused programs as enhancing the well-being and economic stability of its communities. Introducing students to the company and its industry also drives innovation and empowers culture at Crowley.

For the students, “not only do they experience shipping and logistics, but they also get to see our organization in action, and hopefully, decide to join the company,” Bender says.

“We need to carefully steward the resources in the communities we all share,” Bender says. “We want to see our support manifest itself in youth who understand the complexities of our industry and who collaborate inclusively.

“We want to engage with institutions that understand the need to collaborate and partner as we work together for a better tomorrow,” he adds.

Supply chain organizations that share fresh lessons straight from the real world prepare students to drive change in the industry when they arrive.

“It’s our responsibility to make sure students are armed with the best-in-class, latest and greatest knowledge,” Bandali says. “And not just the latest in theoretical knowledge and theoretical technology, but real practical applications that go with that theory so that they can challenge the status quo and help organizations move forward by bringing new ideas.”

Industry members can open students’ eyes to the wide-ranging supply chain career possibilities.

“Many students don’t realize what careers are available in supply chain,” Bandali says. “They hear the term supply chain and they know it’s important, but they don’t know what they can do.

“Almost every time I give a guest lecture, students will say, ‘I didn’t know you could do this,’” he adds.

It’s a Beautiful Thing

One of the “beautiful things” about supply chain jobs, Grat says, is that there is such a range of them and working in one job can provide excellent training for another one and provide the foundation for career advancement.

The supply chain sector can work to better show potential workers the long-term value of the skills that they learn in entry-level positions.

“New workers gain some critical competencies and skills that they can leverage to help them on a career trajectory,” Kent says. “We continue to try to position supply chain as a career option as opposed to a job because there are so many opportunities to learn.

“Typical warehouse workers gain skill sets that are beyond many industries at that level when they enter their career path,” he adds.

Leveraging New Skills

“We consistently want to remind students of how interesting the world of supply chain is,” he adds. “We also remind them that they can leverage the individual skills they gain early on, independent of what they decide to do from a long-term perspective.”

In addition to working with bachelor’s and master’s degree students, o9 Solutions has seen major benefits from working with executive education students. “They are the decision-makers and the real change agents within an organization,” Bandali says.“If you can reach and impact them, that will drive the biggest change for the industry.”

Students also provide fresh insight to the o9 Solutions experts who speak to them, asking questions that are “challenging and forward thinking,” Bandai says. They help the experts rethink assumptions and see things from new perspectives.

In the end, Bandali says, “Companies can learn from the students as much as we give to them.”

We’re going through an enterprise resource planning (ERP) switchover that requires a great deal of patience, change management, and transactional discipline. The change is definitely tough and requires a steep learning curve to keep up.

The new technology allows for greater control and visibility of product locations as they move from the production team through the warehouse team and ultimately make it on to the delivery trucks. It provides us an opportunity to improve our processes and our service to the customer.

–Gary Harber
Distribution Manager
Milgard

Logistics technology enabled us to change our entire business model to one that’s better for us—and more importantly, our customers. Advances in data science and analysis helped us establish a platform that breaks the cycle of relying on consultants or carriers when negotiating a parcel shipping contract.

–Josh Dunham
CEO and Co-founder
Reveel

It creates deeper global supply chain connectivity. Innovative warehouse, transportation, order, and logistics management systems provide transparent data for all supply chain parties, enabling workflow, delivery, and overall service to be more efficient. Our ability to leverage data-yielding technology has enhanced operations.

–Jim Heidegger
VP, Technology
Legacy Supply Chain

Route planning tech and the Track-My-Truck service have been a huge win. We can give customers the delivery flexibility, responsiveness, and transparency they expect while reducing costs and boosting fleet productivity. Delivery operations improved more than expected, faster than expected, and it has made life easier for customers and internal teams.

–Nathan Sanders
CEO
Brook Furniture Rental

Technology has transformed how our clients manage their logistics across the full gamut of activities. It has accelerated scheduling and tracking of loads, as well as expedited payment and issue resolution processes.

–Joe Adamski, Senior Director
–Rhiana Gallen, Manager
ProcureAbility

It gives supply chain participants—shippers, carriers, and 3PLs—better visibility, data, and real-time information for managing the business. That’s all good. But it comes with a challenge: How do I organize and share the data within the organization, support the customer, and use it effectively to improve operations? It has to be managed, and that places an additional cost and time burden on the carrier, especially as shippers want more data for no additional charges.

–Greg Orr
President
CFI

The days of “I shipped it—you should see it soon” are gone. Today’s technology provides visibility to help increase accountability from order to receipt. Our sales partners have better costing insight to offer the best solution to achieve a customer’s needs. Performance data provides a collaboration platform with our partners to continually improve, creating value across our ecosystem.

–Jeff Wood
Senior Vice President, Global Operations
Wesco

Technology helps us to continue improving our efficiency by providing data to help manage our fleet and optimize routes. This data is more important now than ever because with the current labor shortage and rising costs, you want to make the best use of your resources. It also helps us predict any parcel that may be late to find another alternative and keep our customer informed.

–Lorena Camargo
Board and Executive Committee Member
CLDA
CEO/Founder
PearlTrans Logistics

The advancement in automation and easy exchange of data between shippers, ports, transportation services, and warehousing have allowed our employees to shift from keying data into our systems to more real-time access to information, allowing us to better predict outcomes as well as serve and guide our customers.

–Ann Nemphos
Chief Technology Officer
World Group

Technology has transformed the way we operate by increasing transparency, reducing costs, and enabling data-driven decisions. Innovations such as artificial intelligence (AI) provide endless possibilities.

–Rebecca Smith
Chief Information Officer
Primary Freight Services Inc.

Logistics technology, particularly AI, has transformed our business by enhancing collaboration in idea generation and revolutionizing workforce training and development. By adopting AI-driven tools, we have optimized warehousing processes, reduced costs, and improved overall efficiency, while empowering our employees to provide outstanding service.

–Nate East
Continuous Improvement Engineer
TA Services

Technologies such as real-time tracking through ELD integrations have changed the game for our business, giving us access to valuable supply chain insights that we can then pass to carriers, brokers, and shippers.

–Justin Bailie
Co-Founder
Rose Rocket

It has helped our clients gain visibility and connect the dots to foresee risks and capitalize on opportunities. Beyond in-transit visibility, mapping of their logistics supplier base and understanding how they manage risks allows them to benchmark vendors.

–Tony Pelli
Practice Director, Security and Resilience
BSI

While it was an enabler before, it is now a critical component when creating a scalable logistics platform, providing real-time insights and improving automation and efficiency.

–Matt Parry
SVP, Logistics
Werner Enterprises

Specific automation and robotic applications have played a pivotal role in advancing the shipping industry. For shippers and consumers, it’s about speedy, accurate delivery. For our staff, it’s faster sortation and a safer work environment. For the industry, it’s 10x (or more) capacity with a combination of people and tech.

–James Kelley
President
OSM Worldwide

Technology is fundamental for bridging supply chain gaps. Data collection, combined with machine learning, supports better processes and strategic planning.

–Yoav Amiel
Chief Information Officer
RXO

Gone are phone calls as we can see material flow throughout the world. Intralogistics with improved visibility and rapid advances in live time tracking of truck arrivals, dock management tools, and integration with mobile robots are synchronizing material flow. It’s been fun with the exponential advances the past five years.

–Harry Chase
Senior Director–Central Materials
GE Appliances

Years ago, companies hand-wrote bills of lading. Now, most companies create BOLs electronically to capture shipment details. Since data is king, this simple change means companies aren’t reliant on carriers to obtain their own shipment data. Now companies can analyze and make decisions that are best for them and their customers.

–Melissa Somsen
Chief Commercial Officer
AFS Logistics

Back in the day, you had to scan a load of RFID-chipped pallets stack by stack. These days, it’s possible to scan a full trailer and it reads everything in only seconds. Every efficiency we introduce improves business intelligence, minimizes loss, and benefits the entire supply chain.

–Cory Lehman
Director of Asset Management
iGPS Logistics

Change comes from innovation. Echo’s technology optimizes our solutions by allowing us to drive efficiency and reliability throughout all aspects of the logistics supply chain. Our web-based platform integrates a full suite of capabilities with logistical expertise to create a proprietary solution fit for any size shipper or carrier.

–Zach Jecklin
Chief Information Officer
Echo Global Logistics

In the past we had one logistics plan, today we have a multi-course strategy with options driven by late-point decision making technology using real-time data that dynamically optimizes cost, service, weather, etc. and keeps sales and customers informed. We’re not trying to prevent chaos; we’re using technology to accommodate it.

–Marcia Brey
Vice President of Distribution
GE Appliances

As a logistics technology company ourselves, we have seen the avalanche of freight tech that has flooded the market over the past decade. While useful, these technologies tend to offer disparate, siloed services. This has inspired us to create a true end-to-end supply chain tech platform that “does it all.”

–Rick Burnett
CEO
LaneAxis

Logistics technology has revolutionized our business by automating pricing, load-matching and other manual, time-consuming processes. For example, Arrive’s proprietary software allows our team to focus on relationships, execution, and delivering custom solutions that drive cost savings, sustainability, and operational efficiency. Logistics technology can be a game-changer.

–Marc Schriftman
VP of Software Engineering
Arrive Logistics

With technology playing a more significant role in reefer market positioning, it will be necessary for ocean carriers to adopt telematics technology to measure decarbonization efficacy for ESG and decarbonization goal achievement. The value of predictive analytics and pre-warning diagnostics will also benefit SeaCube and my functional department for managing our asset investments.

–Gregory W. Tuthill
Chief Commercial Officer
SeaCube Containers

As cloud computing has become inexpensive, detailed analysis and prescriptive solutioning have become more available and economical. It no longer takes specialized computers long periods of time to develop optimized solutions. It will be interesting how this trend will continue to evolve as artificial intelligence integrates into the logistics space.

–Brendt Reif
Director of LTL Analytics
AFS Logistics

Logistics technology has completely changed supply chain services to include all modes both domestic and overseas. It mirrors the cell phones’ impact on the communication world: speed, accuracy, historical data, and profit all benefited.

–Reo Hatfield
VP of Corporate Services
TA Services

Dangerous goods (DG) shipping is complex, time consuming and high risk. DG shipping technology enables organizations to automate repeatable processes, including validating shipments against current regulations, while integrating compliance into their TMS, WMS, ERP systems—simultaneously improving supply chain compliance, safety, efficiency, and customer satisfaction.

–Mario Sagastume
Vice President of Software & Customer Success
Labelmaster

Liquidation used to be a very hands-on business involving multiple touches, transportation, and storage. But today, there are smart SAAS solutions like Automated Sell in Place that let retailers liquidate excess inventory virtually, resulting in fewer touches, lower transportation and storage costs, faster turns, and better for the environment.

–Girish Jaguste
Vice President, Self-Directed Solutions
Liquidity Services

Logistics technology is evolving the industry and driving a rapid pace of change. Robotics have enabled achievement of three times productivity with greater visibility. Logistics execution systems agilely allow for ease of custom configuration, and artificial intelligence and machine learning provide proactive responses to future risks and opportunities.

–Kristi Montgomery
VP of Innovation, Research & Development
Kenco Group

We’ve seen many positive impacts on labor shortages as warehouses implement more technology into their operations. By leveraging intelligent software technology, warehouse operators are making improvements in attracting new labor talent, reducing worker fatigue and training time, and creating new growth opportunities for associates throughout the warehouse.

–Jeff Geoffroy
Director of Product Marketing
6 River Systems

It is not only transforming how we strategize, transport, and track the movement of goods but also building a more sustainable supply chain. We use data and AI to make our practices even more sustainable and to hold ourselves accountable to make an industry- and planet-wide impact.

–Paul Gaffney
Chief Digital Officer
Omni Logistics

Logistics technology—especially around tasks such as picking and placing—has advanced to the point where there would be a throughput benefit to adding additional robots to a cell, to have multiple robots working on a specific application at the same time. Being able to bring this capability to logistics and supply chain companies without fear of collision has been a game-changer.

–Matt Somerville
Director of Sales, North America
Realtime Robotics

Two key logistics technologies have changed our business. First was procurement digitalization, which drives efficiency in our Request for Quotes process and enhances negotiations across all trade lanes processes. Second was our visibility platform, where we centralized thousands of carriers’ data to improve transit visibility and proactively manage changes without impacting logistics strategy.

–Xochitl Serafin
Vice President, Logistics
Flex

In particular, supply chain management (SCM) programs focus on building leadership skills and driving change, says Robert Handfield, PhD, professor of supply chain management at NC State University and director of the Ethical Apparel Index Initiative.

To prepare future supply chain and logistics leaders, programs incorporate technology applications into their courses, notes Morgan Swink, professor of supply chain management and executive director, Center for Supply Chain Innovation, at Texas Christian University’s Neeley Business School.

Supply chain solutions explored in courses now go beyond enterprise resource planning software to data analytics and machine learning—in short, they delve into how to leverage data to make better decisions.

“Technology is used to capture, analyze, and gather information to inform future decisions,” says Malini Natarajarathinam, PhD, from Texas A&M University’s Department of Engineering Technology and Industrial Distribution. “Technology is also used to design and deliver efficient solutions and enhance customer value.

“Technology applications and digital adoptions in the supply chain cover a broad spectrum,” she says. “All levels of supply chain education programs are incorporating these changes into their learning and engagement activities.”

Taking on Risks and Crossing Disciplines

Today’s supply chain practitioners contend with increasing complexity while meeting multiple objectives, from controlling costs to ensuring sustainable operations. As a result, companies seek a broad range of skills—data analytics, risk management, operations know-how, supply chain strategy—from supply chain program graduates.

The increased focus on data analytics is the most significant change in course content in the past three years, notes Jack Buffington, professor and academic director at the University of Denver’s supply chain management program.

Supply chain education programs emphasize and build these in-demand skills with an interdisciplinary approach—including technology in both course content and delivery.

“Over the past three years, supply chain education programs have become significantly more interdisciplinary, incorporating many of the latest technology and industry trends,” says Madhav Pappu, clinical associate professor at the Department of Information & Operations Management in Texas A&M University’s Mays Business School.

“While covering important topics such as globalization, digital transformation, data analytics, sustainability, and risk management, many of these courses integrate platforms such as blockchain and the Internet of Things,” Pappu says.

Managing risks has catapulted to the top of supply chain curriculum imperatives, as the pandemic underlined the need for supply chain resiliency.

“The biggest change has been a far greater focus on the importance of dynamic risk management,” notes Ted Stank, professor of supply chain management and co-faculty director of the Global Supply Chain Institute at the University of Tennessee.

The pandemic changed a lot of what we discuss and teach in our supply chain classes. We now teach more about agile and responsive supply chains, muti-sourcing in different regions of the world, and making sure organizations have the inventory they need to operate.

–Patrick Penfield
Professor of Supply Chain Practice
Syracuse University

Preparing For Global Supply Chain Instability

“The world has been increasingly less stable in the past few years with global alliances and geopolitics in the midst of the biggest shift we have seen since World War II,” Stank says. “That shift has impacted global supply chain networks, and we need to understand better how to brace our supply chains against the future shocks that are sure to come.”

At Boston University’s Metropolitan College, for instance, the masters in supply chain management program now includes a concentration in risk management.

“Supply chain education programs increasingly emphasize risk management and resiliency,” notes Dr. Canan Gunes Corlu, associate professor, coordinator of supply chain management programs, and co-director, Decision Sciences Research Laboratory at Boston University.

“The programs that stay on top of current trends in the market educate their students on analytical approaches as well as the digitalization of supply chains,” she says.

The global disruption that has happened the past three years has not only given educators a lot of interesting topics to discuss, it has also allowed for an initial understanding of the supply chain for new students.

The recent focus on advanced manufacturing is allowing for new opportunities at all schools. Hopefully, administrators recognize there is great overlap in logistics and manufacturing.

–Jeremy D. Banta, MBA
Assistant Professor & Program Coordinator
Supply Chain Management
Columbus State Community College

From Hybrid to Hands-On, Options Expand

In addition to tweaking course content, supply chain programs are also adjusting how they impart and reinforce core skills.

“Some programs have increased the focus on hands-on learning experiences, such as internships and case studies, to help students gain critical-thinking and practical skills,” says Professor Pappu from Texas A&M University. “Additionally, many programs have added online and hybrid formats to accommodate growing demand for flexible and accessible options.”

Online and hybrid options are here to stay—both to provide students with more options and to keep them engaged with the course curriculum.

“Educators must use clever audio and video hooks to keep students engaged with course material and with each other to mimic what happens in real time in a classroom,” notes Dr. Darren Prokop, professor of logistics at the University of Alaska Anchorage’s College of Business & Public Policy.
“Virtual as well as physical field trips and online discussions with industry leaders are great ways for students to appreciate the diverse elements of supply chain management,” he adds.

“One important element is learning how to turn data and information into actionable knowledge,” says Dr. Prokop. “This avalanche of electronic inputs needs well-trained, sometimes out-of-the-box thinking, to make sense of it.”

Customization and Technology Transform Education

The need to make sense of the data avalanche is fueling programs to provide customized offerings and tailor courses to meet niche career paths.

“The new reality calls for a completely customized offer, which integrates all available technological resources,” says Dr. Miguel Ángel García, director of the SCM masters program at the Zaragoza Logistics Center, a research institute affiliated with the Massachusetts Institute of Technology and the University of Zaragoza.

“Students demand educational experiences tailor-made to their individual needs and abilities,” he says. “Personalization stems from this demand to improve academic performance and the potential job success of students.

“Technology is transforming the way we teach and learn,” he adds. “Technological tools, such as online learning, artificial intelligence, virtual reality, and gamification, allow educators to meet the goal of customized learning.

“In addition, technology contributes to the development of essential skills today, such as collaboration and problem solving in complex environments, essential for the labor market,” he says. “Customization and technology are therefore the winning strategies.”

Beyond Book Smarts

Along with reinforcing the fundamentals of supply chain management, programs embrace a problem-solving approach, addressing the challenges that will loom large in the foreseeable future, from resiliency to sustainability.

“We see more student demand from the field to incorporate an academic and professional focus on the changing dynamics of the post-pandemic world,” says Dara Schniederjans, associate professor of supply chain management and the director of the MS in Supply Chain and Applied Analytics Program at the University of Rhode Island’s College of Business. “Students no longer want general courses with overviews of topics from models dating back decades ago.”

“Students seek a more complete understanding of the detailed issues that impact societal benefit going forward,” notes Professor Schniederjans. “Programs that emphasize curriculum with a forward-thinking approach vs. theoretical guidebooks will find fortitude during a time of decreasing enrollment.”

A New Chapter in Supply chain Management

While undergraduate institutions in general see declining enrollment, the interest in supply chain management has been on the upswing in recent years.

“Supply chain education has grown in popularity and demand,” says Terry L. Esper, associate professor of logistics at Ohio State University’s Fisher College of Business. This is due to the intensifying attention on supply chain as disruptions have stripped grocery aisles and commandeered headlines.

“The knowledge of how critical supply chain management is has become much more widespread. As a result, supply chain and logistics have become the ‘it’ majors,” says Professor Esper.

“We have also seen a transition in terms of how we engage with students. A much more self-directed and virtually educated wave of talent is entering the market,” he notes. “The long-term impacts of this trend remain to be seen, but we are experiencing a major shift in terms of how students prefer to be educated and how they prefer to work as they launch their careers.”

Companies have realized the world—especially the supply chains—is increasingly complex. This has led to a shift toward more specialized programs such as specialty masters in supply chain management.

These programs are more focused on quickly developing deep expertise in their learners and fostering immediate positive impact for their employers.

–David Dobrzykowski, PhD
Associate Professor
Supply Chain Management
Sam M. Walton College of Business
University of Arkansas

What’s the One Thing You Would Do to Solve the Talent Gap?

Put more SCM coursework in high school classrooms to help direct some of those talented students into business schools and SCM classrooms. So many bright high school students go into college for engineering or economics not knowing SCM exists, much less how it would fit their interests.

Through games and guest lectures, students can start considering supply chain careers as early as middle school.

–Julie A. Niederhoff
Associate Professor of Supply Chain Management
Syracuse University

Enhance our emphasis on soft skills and leadership training for supply chain students. So much of the talent issue is not just sheer numbers, but also a gap in the bridge between entry-level and upwardly promotable supply chain talent. We need to produce not just good supply chain analysts and managers but also leaders. This is where a stronger focus on soft skills can be most impactful.

–Terry L. Esper
Associate Professor of Logistics
Department of Marketing and Logistics
Fisher College of Business
Ohio State University

Take advantage of the dip in employment in traditional technology firms to hire tech-savvy workers. Supply chain management needs more workers with data science and computing skills than they have been able to attract.

Employees who previously spent most of their time writing code or analyzing data could find themselves working on bigger picture issues and developing tools to make supply chain systems run more smoothly.

–Amelia Regan
Director, Supply Chain Transportation & Logistics
Masters Degree Program
Professor, Department of Civil & Environmental Engineering
University of Washington

What’s the Single Most Important Skill for a Career in SCM?

Analytical thinking and communication skills are crucial for a career in supply chain management. It’s a quantitative field that requires a high level of coordination among different parties.

–Çerağ Pinçe
Associate Professor
Director, MS in Supply Chain Management
Quinlan School of Business, Loyola University Chicago

The ability to use soft skills to effect collaboration. Individuals first need to effectively communicate with people inside and outside their company, and to display a willingness to act as a team player. Second, they need to work on developing relationships within their company and across supply chain partners so that trust is built and communication can flow, to enable supply chains to function at their best.

–John E. Mello, PhD
Professor of Supply Chain Management
Arkansas State University

Analytics competency. Supply chains today are data rich and analysis poor. So much can be learned about supply chain performance and even customer behavior from the supply chain data that exists today. At the same time, advanced analytics and computing, such as machine learning, are now providing access to powerful, more intuitive tools that unlock the value in the data.

–Chris Jones
EVP, Industry & Services
Descartes

Being able to effectively and efficiently problem solve is essential. Young people must be able to apply critical thinking skills to analyze a problem and identify the true cause, so that they can swiftly implement a solution.

–Jill M. Bernard Bracy, PhD
Associate Teaching Professor, Supply Chain & Analytics
Acting Director, Supply Chain
Risk & Resilience Research Institute
University of Missouri – St. Louis

What Advice Would You Give on Day 1 in a Supply Chain Position?

Know your customers (both external and internal), have a can-do attitude, be open to change, and be analytical in making good decisions. As a leader, believe in yourself and most importantly, believe in others.

–Angela Hansen-Winker, M.S., SSGB
Lead Faculty, Supply Chain Management
College of Business
Northeast Wisconsin Technical College

Cultivate your relationships. This is the single most important thing you can do to keep your operation moving. If you’re not willing to pick up the phone or travel to meet a key partner, you are not building a relationship that will withstand the disruptions that are eventually going to face you head-on.

–Scott Grawe
Professor of Supply Chain Management
Robert & Jane Sturgeon Fellow in Business
Supply Chain Forum
Iowa State University

Understand the entire supply chain, from end to end, no matter where your role falls within it. Knowing how your work affects the downstream logistics, or how a peer’s work upstream will affect your job, is vital to an efficient supply chain.

–Gabby Avery
Senior Manager
Supply Chain Strategy
Ware2Go

Be a process thinker. We succeed and fail based on continuous improvement in the field of supply chain. Our field is dynamic (some would call it chaotic), and your role will become easier when you understand that you can solve the great challenges that face you when you focus on the process.

–Jack Buffington
Professor and Academic Director
Supply Chain Management Program
University College
University of Denver

The need for this skills dump has never been greater, considering the impact of the pandemic, the great resignation, and the economic circumstances that we are currently using all our supply chain smarts to resolve. Many of you are at or past retirement age. You’ve weathered the pain and the challenges, and earned your supply chain stripes, right?

We need to transfer the solutions and perspectives that you have crafted through years of facing and solving supply chain friction points to the up-and-comers facing the tough (tougher?) business challenges of today. They will be the next generation of business leaders, too.

Inbound Logistics has profiled many enterprise leaders who started out as truck or forklift drivers, or warehouse workers. Over years of learning and trial and error, they now lead multi-million-dollar companies. That early experience served them well.

I was speaking with a colleague recently who moved south from Chicago and took his years of supply chain experience and practical knowledge with him. That got me to thinking. It’s not just him; many others past retirement age are doing the same.

He is not letting his hard-earned knowledge go to waste. He is retasking it by conducting virtual logistics courses, teaching at a local college, leading labs in a warehouse, and mentoring those interested in matching demand to supply as a career.

Inbound Logistics regularly devotes time and content to recognizing logistics educators and the crucial work they do in honing the skills of current professionals who need new tools to face new challenges. Supply chain educators are also instrumental in arming a new generation of business leaders with the practical and technological skills to succeed in this new environment.

But they cannot do it alone.