Karl Horne

As Kelly Barner, host of Dial P for Procurement here on Supply Chain Now and host of The Sourcing Hero, says, “The volume of business content being created, shared and discussed every day can feel overwhelming, especially if you are trying to stay on top of best practices and make the most of your professional network. How we choose to spend our scarce listening and watching time is an important decision, and with many (many!) options, each content creator has to find a way to bring unique perspectives and value to their community.” Our CEO, Scott Luton, was recently invited to be Kelly’s guest on The Sourcing Hero podcast, and shares why it is just as important to understand a professional’s journey as it is to listen to their point of view on their area of expertise, the role of business media in helping individuals and teams deal with the challenges they face on a daily basis, and why we all need to look for and celebrate good news as often as we can. Listen to the Podcast Episode Here.

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…