Lorraine Balog

Stay up to date on all the latest conversations, interviews, and episodes we released this week here at Supply Chain Now. On Monday, we released 2 new episodes! On this episode of Digital Transformers, produced in partnership with TNS, host Kevin L. Jackson welcomes Praveen Rao, Managing Director with IBM, to the podcast. On This Week in Business History, host Scott W. Luton relates true stories marking notable anniversary dates this week, including the Federal Aid Highway Act of 1956, the first Chevy Corvette to be produced in 1953, & more! On Tuesday, we released an episode of TEK TOK! In this episode, host Karin Bursa dives into 6 strategies that supply chain innovators are doing now to become more resilient. On Wednesday’s episode of Supply Chain Now, Scott Luton and Kelly Barner, Host of Dial P for Procurement, dive into the friction between North Face and the oil and gas industry – an industry that supplies the substance and materials North Face needs to make its products. Despite this, North Face is concerned with protecting their brand from the potential damage of publicly associating with oil and gas, leaving them in a tough spot with regard to their supply…

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…