Brian Fallon

It’s been an exciting week here at Supply Chain Now! Catch up on all the latest episodes, interviews, conversations, and livestreams right here for all the hottest supply chain news! On Monday, we launched Dial P for Procurement with program co-hosts Kelly Barner & Scott Luton who welcomed two professionals who have put their procurement and supply chain experience to work in the service of others: Anna McGovern, Chief Supply Chain Officer at the Food Bank for New York City, and Kathy Fulton, Executive Director of the American Logistics Aid Network.   On Tuesday, Laura Cyrus with Truckers Against Trafficking joined host Enrique Alvarez to share how supply chain & trucking workers are uniquely positioned to combat human trafficking.   On Wednesday, we launched our new Digital Transformers series in partnership with Total Network Service. Check out our first episode as Scott Luton, Kevin L. Jackson, and special host Thomas Carter welcome Dave Stehlin and Chris Poli to the show.   On Thursday, we released The Supply Chain Buzz with Kevin L. Jackson, Greg White, & Scott Luton who discuss leading stories from global supply chain and global business, including the skyrocketing costs of medical supplies, the impact of IoT…

In today’s increasingly complex global supply chain landscape, Tom Moore keeps his message refreshingly straightforward: ProvisionAI helps large companies discover hidden costs and eliminate them. Organizations such as Procter & Gamble, Nestlé, and Unilever have leveraged the company’s technology to uncover and eliminate inefficiencies—particularly in transportation and warehousing—that traditional systems fail to detect. The outcome is significant and often delivers immediate savings. But Moore believes many of these problems stem from misunderstandings about the very technologies companies rely on.   Misnamed Systems & Misaligned Expectations Before the interview officially began, Moore reflected on the surprisingly inaccurate names assigned to modern supply chain technologies. ERP systems rarely plan resources across the enterprise, despite what their name suggests. Warehouse Management Systems, while certainly used in warehouses, don’t actually “manage” much at all. People behind keyboards still make most of the critical decisions. This disconnect in terminology shapes faulty expectations. Many organizations believe their planning systems will truly plan the supply chain, yet most tools merely react to demand signals. If ABC Company orders ten cases, the system automatically replenishes—without considering warehouse capacity, transportation availability, downstream implications, or cost-to-serve. Moore characterizes this as both an old problem and a new one, and it…