Natalie Rekow

Global trade practitioners face waves of uncertainty with the possibilities of slews of international tariffs and work stoppages at ports on the U.S. East and Gulf coasts. There are other weighty challenges as well, including conflicts in Russia-Ukraine and the Middle East, increasingly dangerous storms, and seasonal capacity strains and congestion. Technology plays an increasingly important role in overcoming the many challenges in the global supply chain. “The evolution of supply chain technology has allowed the shipping industry to enhance its operational capabilities. Automation, real-time tracking, and improved throughput have helped manage the heavy volume growth experienced during the pandemic, but recent challenges have highlighted the need for even more robust strategies,” Karim Jumma, e2open’s vice president of product management, wrote in a contributed SupplyChainBrain article. Jumma cited geopolitical conflicts, extreme weather events, and logistical bottlenecks as examples of challenges that have tested the industry and “increased the need for innovative solutions that prioritize flexibility and data-driven decision-making to mitigate against ongoing disruptions.” Supply Chain Now is highlighting E2open, WCAworld, and DP World, three companies continually working on innovative solutions to global trade’s most pressing challenges. DP World Takes Collaborative Approach to Global Challenges DP World’s marketing material says the…

A Shift in the Narrative for 2026 In a recent conversation, Scott Luton spoke with Mark Gilham, Vice President & Head of Global Advisory at Enable, about what supply chain and commercial leaders should expect from the year ahead. While many annual outlooks attempt to forecast the next major disruption, Gilham offered a different lens: 2026 may become the “year of no excuses.” After years defined by a global pandemic, inflationary shocks, geopolitical instability, supply shortages, and the rapid rise of AI, organizations have already endured extraordinary volatility. Businesses not only survived, but in many cases adapted and grew. According to Gilham, that reality weakens the argument that disruption alone explains underperformance. Disruption is not disappearing, he cautioned, but leaders can only lean on it for so long.   Why a Calmer Year Raises the Bar Gilham argued that if external conditions stabilize even slightly, the pressure on leadership actually increases. A less chaotic environment removes convenient explanations and shines a brighter light on internal shortcomings. Process gaps, misaligned incentives, and execution failures become harder to ignore when the world is not on fire. Rather than waiting for certainty, Gilham believes leaders should act decisively. This does not mean radical…