Chiara Laudani

Stay up to date on all the latest conversations, interviews, and episodes we released this week here at Supply Chain Now. On Monday we released a Supply Chain Now episode with special guest, VP of UPS Ocean Freight, Steve McMichael. During this episode, Steve gives some insightful information on how companies can manage more effectively so that their operations can run in a more timely manner. On This Week in Business History, Kelly Barner talks about the difficulties that came along with Laying the First Transatlantic Telegraph Cable across the Atlantic Ocean. On Monday we also re-released a classic Supply Chain Now en Español episode with Erique Alverez and special guest, Josue Vasquez. In this episode of Logistics With Purpose hosts Enriquez Alvarez and Kristi Porter have a conversation with MAP International Vice President of Global Giving, Jodi Allison. She talks about the global impact that the company has had when it comes to the necessary efforts needed for a crisis such as COVID-19. On Wednesday’s episode of Supply Chain Now, Scott Luton and Greg White welcome Walmart truck driver, April Coolidge, to the show. During this episode, she gives insight into her being a woman in a male-dominated field…

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…