Brian Greene

Another BIG week at Supply Chain Now! If you missed an episode, get a quick summary and listen here! On Monday, we published a new episode in This Week in Business History. Scott shared the stories of a few retail legends, the birth of Motown, and more! Supply Chain Now · “This Week in Business History for August 17th: Retail & Radio Legends are Born”   We continued the Today in Manufacturing series on Tuesday as Kelly Scheib with Proterra joined Laura Madajewski, Jason Moss, and Scott on the podcast on Tuesday.   Supply Chain Now · “Serving the People Behind the Numbers: Kelly Scheib with Proterra”   On Wednesday, we published this week’s Supply Chain Buzz, where Scott and Greg shared the top supply chain stories of the week.   Supply Chain Now · “The Supply Chain Buzz for August 17th: Imports Up, Cold Chain Explosion, & Good News”   On Thursday, we shared an excellent interview on supply chain leadership as Scott & Greg spoke with Rick Blasgen, the President & CEO of CSCMP.   Supply Chain Now · “Leading the Supply Chain Industry Forward: Rick Blasgen with CSCMP”   And we wrapped up the week a little…

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…