Greg Cornette

ATLANTA, GA — January 6, 2026 — Supply Chain Now, the award-winning global digital media platform recognized as the #1 Voice of Supply Chain, today announced the promotion of Mary Kate Love to President, effective January 1, 2026, alongside the continued engagement of a distinguished Advisory Board composed of proven leaders across supply chain, technology, strategy, and media. Together, these leadership updates signal Supply Chain Now’s next chapter of growth as the company prepares for significant expansion in 2026: scaling programming, partnerships, and demand-generation capabilities while staying rooted in authentic, practitioner-led content serving a global audience of more than 1 million listeners. In her new role, Love will lead Supply Chain Now’s strategic growth across programming, partnerships, operations, and long-term platform strategy, further strengthening its mission to inform, connect, and elevate the global supply chain industry. “Mary Kate is a trusted, decisive leader with a rare combination of delivering both strategic vision and operational excellence,” said Scott W. Luton, Founder and CEO of Supply Chain Now. “In 2025, she played a pivotal role in accelerating our revenue growth, expanding our audience to more than one million supply chain professionals, and sharpening our focus on delivering measurable value for both practitioners…

At MODEX 2026 in Atlanta, Scott Luton sat down with Christian Lieberoth-Leden, Principal and Global Senior Expert, and Florian Salamon, Director of Consulting at 4flow, to unpack a complex warehouse transformation project that highlights the realities of modern supply chain growth. The discussion offers a behind-the-scenes look at what it really takes to design, implement, and scale a next-generation operation while keeping business moving uninterrupted. When Growth Forces Reinvention The project began with a clear challenge: a rapidly growing customer had outgrown its existing U.S. warehouse network. According to Christian Lieberoth-Leden, the company anticipated “doubling volume” over the next decade while simultaneously managing a major operational shift from B2B to B2C fulfillment. The existing facility simply could not support the future business requirements. A new warehouse was inevitable – – but this wasn’t just about adding capacity. It was about rethinking the operation entirely. At the same time, the stakes were extremely high. The warehouse would become a mission-critical hub for the company’s U.S. business, meaning there was little room for error. Start with Requirements, Not Tech One of the most important themes from the conversation is that successful transformation projects begin long before automation decisions are made. Christian emphasizes…