Brad Ruffkess

In July, what is being called the “largest IT outage in history” grounded air cargo and travel and caused “substantial disruptions” to the networks of such supply chain giants as FedEx and UPS. While cybersecurity company CrowdStrike blamed the worldwide outage on a “software update” and not a cyberattack, the event illustrates the importance of taking measures to safeguard the supply chain systems we all rely on for the movement of goods and people. Cybersecurity is Paramount in Digital Supply Chain A Boston Consulting Group (BCG) report published in October 2023 said that “bad actors are using more sophisticated tools and techniques to exploit vulnerabilities in digital networks, and weak points can be difficult to detect. Companies with established cybersecurity capabilities are being compromised through less sophisticated third parties that are connected to their network.” Today’s Supply Chain Remains Vulnerable to Cyberattacks According to the Identity Theft Resource Center, the number of organizations targeted by supply chain cyberattacks skyrocketed by 2,600% between 2018 and 2023. Verizon’s 2024 Data Breach Investigations Report said there was a 68% year-over-year leap in the amount of “supply chain interconnection” involved in cyber breaches. Among high-profile cyberattacks affecting the supply chain: In December 2020, Forward…

Special Guest Blog Post written by Dyci Sfregola   Why planning, procurement, and leadership must move beyond coordination theater Collaboration is one of the most overused (and misunderstood) words in both modern supply chain and construction management. Everyone claims to value it. Few organizations design their operating models to make it work. In a recent conversation, Scott Luton sat down with Dyci Sfregola, author of Next Level Construction Management, to unpack what real collaboration looks like in practice; and why so many well-intentioned efforts fail to deliver measurable results.   What “True” Collaborative Planning Really Means According to Sfregola, real collaboration isn’t about more meetings or more dashboards. It’s about working together to create one plan, one set of assumptions, and real tradeoff analysis – – all owned collectively across functions. That includes finance, commercial, marketing, manufacturing, planning, and procurement all working from the same reality. Capacity, labor, cash flow, and constraints are visible. Decisions are documented. Actions actually change what happens next. The most common failure? Confusing information sharing with alignment. Teams often circulate data and emails and call it alignment, but no one in the room has clear decision rights – – or the authority to commit resources…