Nurfad Nadarevic

Rolling right through mid-September with more great interviews, conversations, livestreams, and episodes!   For a bonus episode on Saturday, Jamin welcomed Jeff Lerner to the podcast on the new program, Logistics & Beyond, for a discussion about the power of relationships in professional growth.   Supply Chain Now · “Logistics & Beyond: The Power of Relationships in Professional Growth”   On Monday, Scott dug back into the archives for This Week in Business History, and discussed JC Penney, Karsten Solheim, & more.   Supply Chain Now · “This Week in Business History for September 14th: JC Penney, Karsten Solheim, & More”   On Tuesday, Scott and Greg welcomed Eric Rempel with Redwood Logistics and talked about Next-Generation Third Party Logistics.   Supply Chain Now · “Next Generation Third-Party Logistics: Eric Rempel with Redwood Logistics”   On Wednesday, Scott and Greg welcomed Patrick Kelly with The Produce Industry Podcast and Michael Chavez with Golden Star Citrus for a great podcast-crossover collaboration!   Supply Chain Now · “Pioneering Leaders in the Produce Industry: Patrick Kelly & Michael Chavez”   On Thursday, we published Greg’s TECHquila Sunrise, with special guest, Benjamin Gordon, with Cambridge Capital.   Supply Chain Now · “Scrappy Underdog to…

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…