Karin Bursa 

Most organizations talk about visibility—but few truly achieve it. Are you one of them? In today’s fast-paced, disruption-prone environment, having real-time visibility across your supply chain isn’t a luxury—it’s a necessity. Yet, fewer than 10% of companies surveyed can say they have end-to-end insight into their supply chain operations. So what’s standing in the way? And more importantly—how do you overcome it? “Understanding the Foundation of Visibility” is the first whitepaper in a powerful new series by NCS Partners, designed to help supply chain leaders break down silos, align teams, and turn fragmented data into actionable insight. Download this white paper to learn how to: Identify the five most impactful focus areas for building end-to-end visibility Align leadership and secure cross-functional buy-in to drive transformation Build a clear vision and roadmap to avoid common visibility pitfalls Integrate distributed data sources to enable real-time, actionable insight Promote continuous improvement and communication across teams   Whether you’re just beginning your visbility journey or ready to refine your approach, this foundational guide offers expert-backed strategies used by top-performing organizations.   Download the “Understanding the Foundation of Visbility” white paper here to learn more  

Special Guest Blog Post written by Dyci Sfregola   Why planning, procurement, and leadership must move beyond coordination theater Collaboration is one of the most overused (and misunderstood) words in both modern supply chain and construction management. Everyone claims to value it. Few organizations design their operating models to make it work. In a recent conversation, Scott Luton sat down with Dyci Sfregola, author of Next Level Construction Management, to unpack what real collaboration looks like in practice; and why so many well-intentioned efforts fail to deliver measurable results.   What “True” Collaborative Planning Really Means According to Sfregola, real collaboration isn’t about more meetings or more dashboards. It’s about working together to create one plan, one set of assumptions, and real tradeoff analysis – – all owned collectively across functions. That includes finance, commercial, marketing, manufacturing, planning, and procurement all working from the same reality. Capacity, labor, cash flow, and constraints are visible. Decisions are documented. Actions actually change what happens next. The most common failure? Confusing information sharing with alignment. Teams often circulate data and emails and call it alignment, but no one in the room has clear decision rights – – or the authority to commit resources…