Brian Russell

Podcasting has become a crowded — and noisy — field. It seems these days everyone has a mic — and a platform. The supply chain really entered the international spotlight during COVID-19, when goods piled up at ports during stay-at-home mandates. The rapid rise in e-commerce kept the focus on the supply chain as consumers demanded to be kept up to date on when all their stuff was going to be delivered. Supply chain-focused podcasts emerged to shed light on shutdowns and disruptions as well as the advancements in moving goods from points A to B — and sometimes C, D, and E. But not all podcasts take a serious look at the supply chain. There was a rash of silly content when an Evergreen container ship got stuck in the Suez Canal, and whenever a critter steals an Uber Eats delivery, the doorbell camera footage airs everywhere. We love a funny squirrel video just as much as everyone else does, but to maximize your supply chain podcast’s reach and impact, you should treat your subject matter with the seriousness it deserves. At Supply Chain Now, we pride ourselves on giving the best and brightest in the industry a voice,…

At the Gartner Supply Chain Planning Summit in Denver, Scott Luton caught up with Rob Haddock, a seasoned supply chain practitioner and advisor with Demand Chain AI, to discuss the persistent planning challenges organizations face—and why maturity, discipline, and optimization still matter more than buzzwords. Demand Chain AI blends consulting services with advanced supply chain technologies, focusing on optimization across trade promotion management, demand sensing, supply planning, and detailed production scheduling. Haddock’s role centers on helping organizations strengthen business processes—particularly sales and operations planning (S&OP), performance reporting, and the practical application of technology to improve execution on both the demand and supply sides.   A Practitioner’s Perspective on Planning Gaps Haddock’s perspective is shaped by decades spent inside large, sophisticated supply chain organizations. Early in his career, he worked within an iconic, global beverage company where advanced planning environments were already in place—though, in hindsight, he admits those tools were sometimes underutilized. Today, Haddock spends much of his time working with small and mid-sized organizations that haven’t been as fortunate. In many of these environments, planning maturity is still low, foundational practices are missing, and—unsurprisingly—Excel remains the primary planning tool. “Basic business practices that have been around since the 1990s…