Shannon Vaillancourt

Most systems don’t fail all at once. They slow down, back up, and quietly break when demand hits from every direction at once. What passed testing last week suddenly struggles under peak volume, overlapping processes, or hours of sustained use. This white paper challenges the idea that one type of performance test is enough. It shows how load, stress, and endurance testing work together to reveal what your system will actually do when it matters. Because confidence doesn’t come from passing a test. It comes from knowing how your system behaves under pressure. What You’ll Learn: Why performance issues slip through even when testing is in place What load testing really proves, and where it falls short How stress testing exposes breaking points before production does Why endurance testing uncovers slow failures most teams miss How to combine all three approaches into a practical, repeatable strategy What performance testing looks like across real ERP, WMS, and supply chain workflows How to move from one-time testing to continuous performance confidence If your systems only pass tests under ideal conditions, you’re still guessing. Download the white paper to see how a layered performance testing strategy helps you find issues early, fix them…

At Manifest 2026, Scott Luton shared a cup of coffee with Max Garland, Senior Reporter at Supply Chain Dive, an Informa TechTarget publication, for a boots-on-the-ground perspective from one of the industry’s most plugged-in observers. Garland covers freight, logistics, retail fulfillment, and parcel delivery: the parts of the supply chain where strategy meets reality. And after a bruising 2025, he sees an industry that’s not just reacting anymore. It’s recalibrating.   From Plan B to Plan D If 2025 had a theme, Garland says it was contingency planning. “Last year was when a lot of companies were putting together those Plan B’s, Plan C’s, and Plan D’s,” he explained, pointing to tariff upheaval and shifting trade policy that forced leaders into constant reaction mode. Companies prioritized flexibility: diversifying sourcing, adjusting procurement strategies, and preparing for fires wherever they might spark. In 2026, that flexibility remains. But the tone has shifted. Now companies are “firming up their plans, fine-tuning, making sure those back-up plans are cost-effective as well.” It’s no longer just about avoiding disruption; it’s about operating efficiently within it. In other words, supply chain leaders aren’t just jumping over candlesticks anymore (like Jack from the old nursery rhyme). They’re…