Gabe Soltero

At the Gartner Supply Chain Planning Summit in Denver, Scott Luton sat down with two leaders from Manhattan Associates—Brett Lindner, Director of Product for Supply Chain Planning, and Ryan Gifford—Senior Director of Strategic Business Development. Together, the conversations painted a clear picture of one of the most persistent challenges in supply chain—and one of the biggest opportunities ahead: unifying planning and execution to drive agility, visibility, and better outcomes.   A Unified View of the Supply Chain Manhattan Associates is widely known for its strength in supply chain execution, spanning warehouse management, transportation management, labor management, and order management. As both Lindner and Gifford emphasized, what differentiates Manhattan today is its unified platform that brings execution and planning together—not as loosely connected systems, but as a single, cohesive foundation. Lindner explained that Manhattan helps companies model and design their future supply chains, enabling better planning decisions that directly inform execution. Gifford echoed that point, describing Manhattan’s approach as “two formerly siloed applications now dancing in unison”—all driven by a shared inventory and decision framework.   The Old Problem That Won’t Go Away: Silos When asked about old and new challenges in supply chain planning, both leaders pointed to the same…

Retail margins rarely disappear all at once, they leak out quietly across transportation, inventory, and returns. As ecommerce grows and return rates rise, retailers are facing higher logistics costs, volatile freight spend, and inventory positioned in the wrong places at the wrong time. Many organizations still operate without true end-to-end visibility, making it difficult to control cost or respond proactively to disruption. This playbook shows how leading retailers are addressing total cost of ownership (TCO) as a strategic priority, not just an operational metric. Instead of massive transformation programs, it outlines practical actions that can uncover measurable savings in as little as 90 days through better purchase order control, improved visibility, and smarter network design. Why download this white paper: Identify where margin is leaking across transportation, inventory, and returns Understand the three most effective levers for reducing supply chain cost Learn how to reduce premium freight, improve utilization, and avoid markdowns See how real-time visibility improves planning and service levels Get a step-by-step 90-day pilot roadmap to validate savings Build a finance-ready business case for scalable TCO improvement By the end, you’ll have a clear framework to evaluate your current operations, prioritize improvements, and turn hidden supply chain inefficiencies…