Matt Anderson

We continued this week on Supply Chain Now with more great interviews, conversations, livestreams, and episodes! Did you miss any episodes? On Saturday, we published an episode of Logistics & Beyond where Jamin interviewed Ryan Schreiber for a great episode on the power of authenticity.     Then on Monday, Scott and Greg welcomed self-proclaimed supply chain enthusiast and ambassador, Sofia Rivas Herrera to the podcast. On Tuesday, we published a recent episode of Supply Chain is Boring, with the Supply Chain Doctor Chris Barnes interviewed Ted Stank.     We published our Supply Chain Buzz on Wednesday, where Scott & Greg discussed the top supply chain news of the week, as well as great tips and information about breaking into and advancing in supply chain.     On Thursday, Scott interviewed Anne Robinson, PhD with Kinaxis for a great conversation on the significance of resiliency versus efficiency in the supply chain, and other corporate leadership topics.     And on Friday, we published the first half of Greg’s interview with Sarah Barnes-Humphrey for TECHquila Sunrise.     Which was your favorite episode this week? Never miss an episode by subscribing to Supply Chain Now! Make sure you tune in…

In today’s increasingly complex global supply chain landscape, Tom Moore keeps his message refreshingly straightforward: ProvisionAI helps large companies discover hidden costs and eliminate them. Organizations such as Procter & Gamble, Nestlé, and Unilever have leveraged the company’s technology to uncover and eliminate inefficiencies—particularly in transportation and warehousing—that traditional systems fail to detect. The outcome is significant and often delivers immediate savings. But Moore believes many of these problems stem from misunderstandings about the very technologies companies rely on.   Misnamed Systems & Misaligned Expectations Before the interview officially began, Moore reflected on the surprisingly inaccurate names assigned to modern supply chain technologies. ERP systems rarely plan resources across the enterprise, despite what their name suggests. Warehouse Management Systems, while certainly used in warehouses, don’t actually “manage” much at all. People behind keyboards still make most of the critical decisions. This disconnect in terminology shapes faulty expectations. Many organizations believe their planning systems will truly plan the supply chain, yet most tools merely react to demand signals. If ABC Company orders ten cases, the system automatically replenishes—without considering warehouse capacity, transportation availability, downstream implications, or cost-to-serve. Moore characterizes this as both an old problem and a new one, and it…