Jacob Gorm Larsen

Special Guest Blog Post written by Karin Bursa, Supply Chain Industry Advisor and Supply Chain Now Host   Here is a diagnostic question I use with supply chain leaders: when disruption hits, do your teams spend most of their time debating the data, debating the scenarios, debating the plan, or debating the decision? Or all of the above? Seriously though, in 2026, that distinction matters. Network shifts driven by tariffs, geopolitics, cost pressure, and sustainability are accelerating. Gartner’s 2025 U.S. Trade and Immigration Policy Survey indicate 77% of respondents selected network changes among their top actions in response to tariff impacts. [2] If the physical network is moving, the digital planning platform must move even faster. The environment is forcing decisions to be made faster, more frequently, and with more variables than ever before. Gartner says supply chain decisions are becoming 71% more complex, happening 52% more frequently, and need to be made 57% faster. That triple constraint cannot be accomplished with cadence-based batch planning cycles as a default operating model. This is why I am focused on a single, practical outcome for supply chain teams: accelerating decision velocity. The ability to move from data to insights to actions faster…

Special Guest Blog Post from Amazon Freight   For supply chains across the globe, goods in motion are promises in motion. When a palletised shipment is delayed or goes dark, the impact is felt not just in transport teams, but in customer service, inventory planning, and broader network performance. In a conversation, economist Dr. Rebecca Harding and Chris Roe, Managing Director of Amazon Freight, explored how technology and collaboration are changing the way freight networks operate. While their primary focus was freight, their insights map directly onto the resilience challenges supply chain leaders face every day.   Old pressures, new data In a study supported by Amazon Freight, every shipper surveyed agreed that technology is crucial to the freight industry’s resilience. While this isn’t a surprise, it’s an important reminder of the role that technology plays. Roe shared a key example where Amazon Freight connected a customer’s system to its own system. Visibility on the end-to-end movement went from essentially zero to a high level of coverage. Instead of discovering problems only when a shipment failed to arrive, the customer could now see disruptions as they emerged and act earlier. For supply chain teams, that move from partial, delayed information…