Ron Jordan

When service levels slip, most organizations respond the same way: add more inventory. A little extra safety stock here, a buffer there, and to many businesses, that feels like the safest path forward. But it rarely works. Instead of solving the problem, businesses end up with bloated inventory in one location and stockouts in another. Working capital climbs, service is still inconsistent, and planners are stuck reacting rather than improving outcomes. It’s like trying to fix traffic by adding more cars to the road, and congestion just gets worse. This is the inventory trap: chasing service by piling up stock instead of managing it strategically.   What is Multi-Echelon Inventory Optimization? Multi-Echelon inventory optimization (MEIO) helps you put the right inventory in the right places across your network to hit service goals with less total stock. Instead of optimizing each site in isolation, MEIO looks at your entire network of plants, distribution centers, suppliers, and customers as one connected system.   The three most common inventory issues businesses face At its core, MEIO answers three questions every supply chain leader is asking: Where should we hold inventory? Not every location needs the same level of protection. MEIO determines the most…

Special Guest Blog Post from Amazon Freight   For supply chains across the globe, goods in motion are promises in motion. When a palletised shipment is delayed or goes dark, the impact is felt not just in transport teams, but in customer service, inventory planning, and broader network performance. In a conversation, economist Dr. Rebecca Harding and Chris Roe, Managing Director of Amazon Freight, explored how technology and collaboration are changing the way freight networks operate. While their primary focus was freight, their insights map directly onto the resilience challenges supply chain leaders face every day.   Old pressures, new data In a study supported by Amazon Freight, every shipper surveyed agreed that technology is crucial to the freight industry’s resilience. While this isn’t a surprise, it’s an important reminder of the role that technology plays. Roe shared a key example where Amazon Freight connected a customer’s system to its own system. Visibility on the end-to-end movement went from essentially zero to a high level of coverage. Instead of discovering problems only when a shipment failed to arrive, the customer could now see disruptions as they emerged and act earlier. For supply chain teams, that move from partial, delayed information…