Bruce Hagenau

Tariffs have the entire world on edge, and the Supply Chain Now hosts are staying abreast of the very latest developments on the tariffs front to share them with listeners. But believe it or not, there’s a lot more going on in the world that affects the supply chain industry than tariffs, and Supply Chain Now is keeping listeners informed about all the topics important to them. Tariffs, Of Course, and Government Regulations The Trump administration has cranked up trade tensions with its 145% tariff on most imports from China and the end of the de minimis exemption that allowed packages worth less than $800 to enter the United States duty-free. The Port of Los Angeles, the United States’ largest maritime gateway, is one of the American powerhouses that has been bracing for the impact. Port Executive Director Gene Seroka said on April 24 that he expected within the next two weeks container ship arrivals would “drop by 35% as essentially all shipments out of China for major retailers and manufacturers have ceased, and cargo coming out of Southeast Asia locations is much softer than normal.” At Supply Chain Now, we’re constantly monitoring what’s happening in LA and Washington —…

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…