Tara Holcomb

Inside the reverse logistics education gap and the economic blind spot keeping it invisible Special Guest Blog Post written by Deborah Dull   Tony Sciarrotta has been asking the same question at industry conferences for years. As the Senior Director of Circularity and Reverse Logistics at the National Retail Federation, he knows what answer he’s going to get. But he keeps asking anyway. “Anybody in here go to school for returns management, reverse logistics, circularity? Any degrees in those fields the room?” It’s rare that anyone raises their hand. “That’s what’s wrong with our industry,” Sciarrotta told me at NRF Rev this January, the first conference under NRF’s new reverse logistics banner. “We still need to fix it.”   The Numbers That Should Make Headlines Here’s what makes reverse logistics so fascinating: the scale is staggering, but the infrastructure to support it needs to be stronger. According to the National Retail Federation, American retailers processed approximately $890 billion in returns in 2024 which is roughly 17% of all retail sales – and it’s higher for ecommerce. But that number almost certainly understates reality. “We have a fragmented industry,” Sciarrotta explained. “Where are all those returns going? It has to be…

Special Guest Blog Post written by Philip Vervloesem   If your supply chain planning still runs on a monthly cycle, 2026 will be uncomfortable. We are operating in a polycrisis where change is constant, and responses need to be fast enough to keep up. From customer conversations, industry research, and leadership discussions at the Gartner supply chain conferences, a clear pattern has emerged: the organizations pulling ahead are not planning more often. They are embedding agility, intelligence, and speed into the way they make decisions. Here are five predictions shaping supply chain excellence in 2026 – our “bingo card” for what’s now table stakes.   1. Continuous, always-on planning is a must Monthly or quarterly cycles are no longer enough. The organizations that outperform treat planning as a continuous capability embedded in daily operations, and make it part of their governance and operational excellence. Imagine this: a sudden surge in demand hits or a supplier flags a delay. Instead of waiting for the next planning cycle, teams immediately evaluate options, share insights across functions, and adjust course. Planning stops being a calendar exercise and starts shaping real-time decisions.   “By shifting from process-centric to decision-centric planning, we now run hundreds…