Aneesa Muthana

This week at Supply Chain Now has been full of great conversations and key takewaways you don’t want to miss. Check out all the latest episodes, interviews, conversations, and livestreams right here! On Saturday, Scott & Greg Chat Automotive & Leadership with Jim Liegghio & Elba Pareja-Gallagher   On Monday, Scott and Greg welcome SAP business leaders that are fueling industry 4.0, Mike Lackey and Robert Merlo, who share key takeaways from a wide variety of initiatives right here.   On Tuesday, Scott and featured guest Jonathon Karelse, CEO of Northfind Management, lead the conversation surrounding the next big idea for decision making and planning in most companies: Behavioral Economics.   On Wednesday, Scott and Greg hosted welcomed Kara Brown and Will Haraway from LeadCoverage to Supply Chain Buzz where they discussed recent developments in supply chain, key takeaways surrounding customer experience, democratization in the TMS space and technology trends.   On Thursday, Scott and Greg welcomed two business leaders from OMNIA Partners, Lisa Wittmer and Dan Grant, for a discussion on how modern GPO is future-proofing the global supply chain.   And we ended the week with an episode of TECHquila Sunrise. Featured guest Jason Perez, CEO of YARDZ,…

Special Guest Blog Post written by Jeff Echel and Steve Lykken with e2open   Supply chain planners in high-tech don’t just manage shipments; they’re crisis managers, data detectives, and sometimes, referees in a high-stakes game of inventory tug-of-war. Why do these planners find themselves huddled in “war rooms,” surrounded by spreadsheets and urgent emails? It starts with relentless pressure: customers expect rapid, reliable service, but the reality is a maze of long lead times, outsourced manufacturing, and unpredictable global logistics. Securing critical components can take months, and a single misstep, like overstocking or missing a shipment, can ripple through the business, impacting revenue and margins. The chaos: War rooms and spreadsheet battles Add to that, the complexity of forecasting demand. Planners reconcile noisy, inconsistent data from retailers and distributors, often with little visibility, into . Forecasts are built, torn down, and rebuilt, sometimes manually, as teams try to align bottom-up channel data with top-down financial targets. Meanwhile, supply plans are constantly threatened by shortages, excess inventory, and last-minute changes. When demand surges or supply is disrupted, channels compete for limited stock, sometimes “stealing” from each other, and sometimes winning simply by being the loudest voice in the room. All of…