Norman Bodek

The modern supply chain landscape is defined by constant disruption, demanding a proactive approach to challenges. In our guide to supply chain disruptions, we delve into the critical sources of disruption reshaping the industry: climate change, global conflict, and labor disputes. Through data-driven insights and expert analysis, we offer strategies for building resilient supply chains, emphasizing the importance of leveraging technology, supplier management, and collaboration. Read on to learn how to navigate the complexities of supply chain disruptions and thrive in this era of uncertainty. Working in an Era of Supply Chain Disruption At the onset of the supply chain crisis spurred by the COVID-19 pandemic, many in the industry thought that the time of constant disruptions and delays would resolve with the pandemic. This, however, has proven far from true. Instead, our increasingly global supply chain — ever more reliant on a complex network of international transportation partners — is more vulnerable than ever to disruptions. In this section, we’ll look at three sources of disruption transforming the industry. 1. Climate Change Takes its Toll on Normal Operations Climate change is leading to new supply chain vulnerabilities. One significant example is the Panama Canal, a critical artery in global…

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…