Tom Zeis

Fuel is the second largest and most volatile operating expense in transportation, and traditional fuel surcharge programs expose your budget to unnecessary costs and risks. Forecasts for 2026 signal continued volatility, making it critical for transportation leaders to move beyond outdated, average-based reimbursement models. Our 2026 Fuel Outlook provides the data-driven insights you need to navigate market complexities and turn your fuel spend from a volatile cost center into a powerful strategic advantage. Key Takeaways from the Report: An emerging global supply surplus is creating downward pressure on crude oil prices, yet regional disruptions are adding significant volatility. Refinery closures on the West Coast and continued U.S. diesel exports are tightening domestic supply and creating complex pricing dynamics. Traditional fuel surcharge programs based on the weekly DOE index are inaccurate, leading to missed savings opportunities. Learn why Fuel Recovery is the definitive solution for fair and accurate fuel reimbursement. DOWNLOAD NOW

At the Gartner Supply Chain Planning Summit in Denver, Scott Luton caught up with Rob Haddock, a seasoned supply chain practitioner and advisor with Demand Chain AI, to discuss the persistent planning challenges organizations face—and why maturity, discipline, and optimization still matter more than buzzwords. Demand Chain AI blends consulting services with advanced supply chain technologies, focusing on optimization across trade promotion management, demand sensing, supply planning, and detailed production scheduling. Haddock’s role centers on helping organizations strengthen business processes—particularly sales and operations planning (S&OP), performance reporting, and the practical application of technology to improve execution on both the demand and supply sides.   A Practitioner’s Perspective on Planning Gaps Haddock’s perspective is shaped by decades spent inside large, sophisticated supply chain organizations. Early in his career, he worked within an iconic, global beverage company where advanced planning environments were already in place—though, in hindsight, he admits those tools were sometimes underutilized. Today, Haddock spends much of his time working with small and mid-sized organizations that haven’t been as fortunate. In many of these environments, planning maturity is still low, foundational practices are missing, and—unsurprisingly—Excel remains the primary planning tool. “Basic business practices that have been around since the 1990s…