Dennis Flynn

Most organizations talk about visibility—but few truly achieve it. Are you one of them? In today’s fast-paced, disruption-prone environment, having real-time visibility across your supply chain isn’t a luxury—it’s a necessity. Yet, fewer than 10% of companies surveyed can say they have end-to-end insight into their supply chain operations. So what’s standing in the way? And more importantly—how do you overcome it? “Understanding the Foundation of Visibility” is the first whitepaper in a powerful new series by NCS Partners, designed to help supply chain leaders break down silos, align teams, and turn fragmented data into actionable insight. Download this white paper to learn how to: Identify the five most impactful focus areas for building end-to-end visibility Align leadership and secure cross-functional buy-in to drive transformation Build a clear vision and roadmap to avoid common visibility pitfalls Integrate distributed data sources to enable real-time, actionable insight Promote continuous improvement and communication across teams   Whether you’re just beginning your visbility journey or ready to refine your approach, this foundational guide offers expert-backed strategies used by top-performing organizations.   Download the “Understanding the Foundation of Visbility” white paper here to learn more  

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…