Kim Reuter

Stay up to date on all the latest conversations, interviews, and episodes we released this week here at Supply Chain Now! On Monday we started the week off with an episode of Supply Chain Now with Scott Luton and TEKTOK host Karin Bursa! The two welcomed COO of SAPICS, Jenny Froome, and the Business Development Executive at SAPICS, Tonya Lamb. On Tuesday, we published a new episode of This Week In Business History with host Kelly Barner. On Tuesday, Scott reflects on the 2021 global summit with Lora Cecere, Kelly Barner, and Kevin L. Jackson. These four talk about some of the most impactful conversations that happened during the event, including effective leadership and how it goes hand in hand with supply chain planning, and more. On Wednesday we released an episode of Logistics With Purpose. This episode features Henok Berhanu, Founder & CEO of Carry 117, and Ashley Bohinc, Executive Director of Carry 117. On Thursday we published a new episode of the Freight Insider with host Page Siplon. Page welcomed Christian Fischer, President and CEO of Georgia Pacific, to the show. On Friday, we published the podcast version of our Monday Supply Chain Buzz livestream, with special guest,…

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…