Javier Díaz de León

Special Guest Blog Post written by Gary Smith, CPIM-F, CSCP-F, CLTD-F, Author of “The Bridge,” Supply Chain Engineer, and Educator   1. Do Supply Chains exist in the public sector? The short answer is “YES!” I spent the first 25 years of my career in the private sector where I worked in warehouse operations, industrial engineering, and consulting, all in the logistics andsupply chain area. I cut my teeth on retail, automotive, chemical, food and beverage, publishing, and manufacturing. During that time, I also completed projects for the public sector in education and for the Department of Defense. In 2005 I was named Director of Supply Chain Operations for the New York City Housing Authority (NYCHA). We operated a 200,000 sq. ft. warehouse that shipped repair material to 335 developments in New York’s five boroughs. In 2013, I was named Vice President of Supply Logistics for New York City Transit, the largest public transportation organization in North America. We operated over 1.5 million sq. ft. of warehouse space covering all of New York City. Several years ago, I was on a national committee for the Association for Supply Chain Management (ASCM). We created this elevator speech to describe Supply Chain…

Special Guest Blog Post written by Philip Vervloesem   If your supply chain planning still runs on a monthly cycle, 2026 will be uncomfortable. We are operating in a polycrisis where change is constant, and responses need to be fast enough to keep up. From customer conversations, industry research, and leadership discussions at the Gartner supply chain conferences, a clear pattern has emerged: the organizations pulling ahead are not planning more often. They are embedding agility, intelligence, and speed into the way they make decisions. Here are five predictions shaping supply chain excellence in 2026 – our “bingo card” for what’s now table stakes.   1. Continuous, always-on planning is a must Monthly or quarterly cycles are no longer enough. The organizations that outperform treat planning as a continuous capability embedded in daily operations, and make it part of their governance and operational excellence. Imagine this: a sudden surge in demand hits or a supplier flags a delay. Instead of waiting for the next planning cycle, teams immediately evaluate options, share insights across functions, and adjust course. Planning stops being a calendar exercise and starts shaping real-time decisions.   “By shifting from process-centric to decision-centric planning, we now run hundreds…