Doug Duvall

What a week at Supply Chain Now! If you missed an episode, get a quick summary and listen here. On Monday, we published an excellent episode with Jon Gold, the VP of supply chain and customs policy at the National Retail Federation. Supply Chain Now · “The Voice of Retail: Jon Gold with the National Retail Federation”   On Tuesday, Scott & Greg welcomed two APICS legends to the podcast, Anthony “Z” Zampello & Fred Tolbert, for a lesson in S&OP fundamentals and best practices.   Supply Chain Now · “S&OP Fundamentals & Best Practices: Anthony “Z” Zampello & Fred Tolbert”   On Wednesday, we published this week’s Supply Chain Buzz, with an update on Hurricane Laura from Riskpulse Chief Meteorologist Jon Davis, and then covered the top news in supply chain with Kara Brown and Will Haraway with Lead Coverage.   Supply Chain Now · “The Supply Chain Buzz for August 24th Featuring Jon Davis, Kara Brown, & Will Haraway”   On Thursday, Greg welcomed Flourish CEO Colton Griffin to the TECHquila Sunrise podcast for a great conversation on the ins and outs of founding a tech company, the start-up life, and the cannabis industry.   Supply Chain Now…

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…