Susan Woller

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…

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…