Stacey Key

Special Guest Blog Post written by Sofia Rivas Herrera   One of my greatest joys is travelling around the world; learning about other cultures, ways of living and traditions. I often say that “everything is supply chain”, and this topic is no exception. When we plan a trip, we first start by defining origin and destination followed by when we want to travel and how. Then we evaluate how much we want/can spend and identify our non-negotiables, which start reducing the horizon of combinations and options we have. Does this sound familiar? In my mind this is very similar to processes within planning, procurement, network optimization and supply chain strategy. Here are 5 questions travel-related that I loved to be asked to help prove my point of this connection with supply chain:   What is the best way to plan a trip?   Planning a trip is no different than planning a new distribution model or redesigning your network. This process can look a bit like this: Define your route; origin and destination Identify your constraints: budget, time available, level of convenience and comfort, Run your optimization scenarios From there, you identify available lanes, available modes of transport, and available…

Over the past three decades, supply chain has transformed from a back-office function focused on efficiency into one of the most strategic capabilities in business. Few leaders have witnessed (and helped shape) that evolution more closely than Mourad Tamoud, Chief Supply Chain Officer at Schneider Electric. In a recent conversation with Scott Luton, Tamoud shared lessons from a career that began as a factory-floor intern and now spans global leadership. His perspective offers a compelling roadmap for organizations navigating AI, digital transformation, resilience, and the ever-changing demands of global supply chains. Supply Chain Has Become a Strategic Function Looking back on his early days at Schneider Electric, Tamoud noted just how dramatically the profession has changed. “When I started, I was coached with the understanding that supply chain was all about the ‘Just in Time’ approach and focused on cost reduction,” he said. “Today, supply chain sits at the center of business strategy. It is about supporting growth, anticipating resilience with agility.” That evolution has also reshaped leadership itself. “My biggest lesson has been that leadership is less about having all the answers and more about defining a long-term vision and building great teams, listening and helping people succeed. That’s…