Continuing education is important not only for personal career development but also for learning new
supply chain strategies and tactics. Here are a just a few examples of upcoming professional education
programs around the world.
Transcend functional boundaries
Supply chain management is not just another name for logistics. Instead, it is a business approach used to transcend traditional functional boundaries, according to educators at The Ohio State University. This Supply Chain Management Executive Education course, cosponsored by CSCMP, teaches participants that supply chain management is the integration— from end user through original supplier—of key business processes that provide products, services, and information that add value for customers and other stakeholders. The program focuses on the management of the relationships between firms in the supply chain and is based on the supply chain management framework developed by Ohio State's Global Supply Chain Forum.
Program: Supply Chain Management Executive Education Sponsors: The Ohio State University and CSCMP Locations and dates: Auckland, New Zealand (with the University of Auckland): April 1-4
Ponte Vedra Beach, Florida, U.S.A.: April 14-18 Info:https://fisher.osu.edu/centers/scm
Take an integrated approach to logistics
Looking to expand your view of logistics beyond the traditional focus on transportation or warehousing? Michigan State University's Logistics in Supply Chain Management Executive Seminar will help participants understand the theory, dynamics, structure, and principles of logistics management. Co-sponsored by CSCMP, the program will emphasize supply chain integration, performance management, technology, and organizational dynamics. It will also help participants identify and understand the logistics and supply trade-offs associated with global operations. To supplement the lectures, the program utilizes a computer simulation that replicates a supply chain process.
Program: Logistics in Supply Chain Management Executive Seminar Sponsors: Michigan State University and CSCMP Location: Lansing, Michigan, U.S.A. Dates: May 4-9, 2008 Info: www.bus.msu.edu/execed/programs/openEnrollment.cfm
Create value through partnerships
Integrated logistics management provides a competitive advantage that will help companies achieve success in today's business environment. The University of Tennessee's Logistics Executive Development Program focuses on how to create value for all members of the supply chain and coordinate logistics activities and strategies with other areas of the corporation. The course is designed for both users and providers of logistics services and places special emphasis on developing and managing logistics partnerships. Students learn how to use and share information strategically and how to take a process-orientation and systems management approach to logistics.
Program: Logistics Executive Development Program Sponsors: The University of Tennessee and CSCMP Location: Knoxville, Tennessee, U.S.A. Dates: May 5-9, 2008 Info:https://thecenter.utk.edu
Leaner, faster, stronger
Participants in Vanderbilt University's
"Achieving Operational Excellence" seminar will learn how to make their supply
chain processes leaner, faster, and more efficient. This involves conducting a "value chain
audit" of their operation's various processes,
identifying which of those processes need to be
improved, and creating and leading transformational process-improvement teams. Co-sponsored by CSCMP, this seminar will teach participants to assess their operating strategies in the
context of their target markets, core competencies, and business goals.
Program: Achieving Operational Excellence Seminar Sponsors: Vanderbilt University and CSCMP Location: Nashville, Tennessee, U.S.A. Dates: May 13-14, 2008 Info:www.owen.vanderbilt.edu/vanderbilt/Programs/exec-ed
Practical guide to performance-based logistics
"Performance-Based Logistics: The Basics and Beyond" from the University of Tennessee and CSCMP seeks to help companies that have performance-based logistics (PBL) contracts with the U.S. Department of Defense (DoD). Tennessee's program focuses on establishing and executing performancebased logistics contracts and programs. The program format includes lectures, question-andanswer sessions, case studies, and small-group exercises led by university faculty members and industry experts.
Program: Performance-Based Logistics: The Basics and Beyond Course Sponsors: The University of Tennessee and CSCMP Location: Knoxville, Tennessee, U.S.A. Dates: May 13-16, 2008; August 19-22, 2008 Info:https://pbl.utk.edu
Optimize speed, agility, and efficiency
The annual Spring Symposium at Lehigh University's Center for Value Chain Research will focus on the theme of "Supply Chain Optimization for Speed, Agility, and Efficiency." University faculty and speakers from Johnson & Johnson, Air Products, GE, Hershey, and LogicTools will address this topic. The event will start with a networking and student-recruiting dinner, followed by a full day of presentations and discussions. The program is co-sponsored by CSCMP.
Program: Lehigh University Center for Value Chain Research Spring Symposium Sponsors: Lehigh University and CSCMP Location: Bethlehem, Pennsylvania, U.S.A. Dates: May 13-14 Info: www.lehigh.edu/~inchain/SymposiumSpring08
Plan for a change
Michigan State University's Purchasing & Supply Chain Management Executive Seminar is not just five days of presentations, small-group workshops, and discussion sessions. The program also provides participants with an opportunity to plan a strategic change initiative for their own companies. Additionally, guest lecturers from leading companies will present case studies and advice from the trenches. Finally, participants will discuss their own best practices in a workshop facilitated by the program's organizers. This program is co-sponsored by CSCMP.
Program: Purchasing & Supply Chain Management Seminar Sponsors: Michigan State University and CSCMP Location: Lansing, Michigan, U.S.A. Dates: June 1-6, 2008 Info: www.bus.msu.edu/execed
Just 29% of supply chain organizations have the competitive characteristics they’ll need for future readiness, according to a Gartner survey released Tuesday. The survey focused on how organizations are preparing for future challenges and to keep their supply chains competitive.
Gartner surveyed 579 supply chain practitioners to determine the capabilities needed to manage the “future drivers of influence” on supply chains, which include artificial intelligence (AI) achievement and the ability to navigate new trade policies. According to the survey, the five competitive characteristics are: agility, resilience, regionalization, integrated ecosystems, and integrated enterprise strategy.
The survey analysis identified “leaders” among the respondents as supply chain organizations that have already developed at least three of the five competitive characteristics necessary to address the top five drivers of supply chain’s future.
Less than a third have met that threshold.
“Leaders shared a commitment to preparation through long-term, deliberate strategies, while non-leaders were more often focused on short-term priorities,” Pierfrancesco Manenti, vice president analyst in Gartner’s Supply Chain practice, said in a statement announcing the survey results.
“Most leaders have yet to invest in the most advanced technologies (e.g. real-time visibility, digital supply chain twin), but plan to do so in the next three-to-five years,” Manenti also said in the statement. “Leaders see technology as an enabler to their overall business strategies, while non-leaders more often invest in technology first, without having fully established their foundational capabilities.”
As part of the survey, respondents were asked to identify the future drivers of influence on supply chain performance over the next three to five years. The top five drivers are: achievement capability of AI (74%); the amount of new ESG regulations and trade policies being released (67%); geopolitical fight/transition for power (65%); control over data (62%); and talent scarcity (59%).
The analysis also identified four unique profiles of supply chain organizations, based on what their leaders deem as the most crucial capabilities for empowering their organizations over the next three to five years.
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
Geopolitical rivalries, alliances, and aspirations are rewiring the global economy—and the imposition of new tariffs on foreign imports by the U.S. will accelerate that process, according to an analysis by Boston Consulting Group (BCG).
Without a broad increase in tariffs, world trade in goods will keep growing at an average of 2.9% annually for the next eight years, the firm forecasts in its report, “Great Powers, Geopolitics, and the Future of Trade.” But the routes goods travel will change markedly as North America reduces its dependence on China and China builds up its links with the Global South, which is cementing its power in the global trade map.
“Global trade is set to top $29 trillion by 2033, but the routes these goods will travel is changing at a remarkable pace,” Aparna Bharadwaj, managing director and partner at BCG, said in a release. “Trade lanes were already shifting from historical patterns and looming US tariffs will accelerate this. Navigating these new dynamics will be critical for any global business.”
To understand those changes, BCG modeled the direct impact of the 60/25/20 scenario (60% tariff on Chinese goods, a 25% on goods from Canada and Mexico, and a 20% on imports from all other countries). The results show that the tariffs would add $640 billion to the cost of importing goods from the top ten U.S. import nations, based on 2023 levels, unless alternative sources or suppliers are found.
In terms of product categories imported by the U.S., the greatest impact would be on imported auto parts and automotive vehicles, which would primarily affect trade with Mexico, the EU, and Japan. Consumer electronics, electrical machinery, and fashion goods would be most affected by higher tariffs on Chinese goods. Specifically, the report forecasts that a 60% tariff rate would add $61 billion to cost of importing consumer electronics products from China into the U.S.
That strategy is described by RILA President Brian Dodge in a document titled “2025 Retail Public Policy Agenda,” which begins by describing leading retailers as “dynamic and multifaceted businesses that begin on Main Street and stretch across the world to bring high value and affordable consumer goods to American families.”
RILA says its policy priorities support that membership in four ways:
Investing in people. Retail is for everyone; the place for a first job, 2nd chance, third act, or a side hustle – the retail workforce represents the American workforce.
Ensuring a safe, sustainable future. RILA is working with lawmakers to help shape policies that protect our customers and meet expectations regarding environmental concerns.
Leading in the community. Retail is more than a store; we are an integral part of the fabric of our communities.
“As Congress and the Trump administration move forward to adopt policies that reduce regulatory burdens, create economic growth, and bring value to American families, understanding how such policies will impact retailers and the communities we serve is imperative,” Dodge said. “RILA and its member companies look forward to collaborating with policymakers to provide industry-specific insights and data to help shape any policies under consideration.”