Joerg Walden

BIG WEEK here at Supply Chain Now! Did you catch all the episodes? If not, listen here! We added a special Saturday episode on the 11th in our Logistics with Purpose series. Scott, Greg, and Enrique Alvarez hosted Jonathan Starr and Trudy Hall with the Abaarso School.   Supply Chain Now · “Logistics with Purpose: Jonathan Starr & Trudy Hall with the Abaarso School”   On Monday, we celebrated our 400TH EPISODE and the entire Supply Chain Now team shared their favorite episodes and topics in this special show!   Supply Chain Now · “The Supply Chain Now Team Reflects on 400 Episodes”     Then on Tuesday, we featured This Week in Business History, where Scott looks back at some of the biggest historical events in business history for the week ahead. This week focused on the beginnings of Boeing.   Supply Chain Now · “This Week in Business History for July 13th: Boeing Takes Off in the Pacific Northwest”     On Wednesday we published the Supply Chain Buzz, where Greg and Scott discussed the top supply chain news of the week, and were joined by special guest Kevin L. Jackson, with SourceConnecte.   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…