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.
Do your processes measure up?
Based on the CSCMP Supply Chain Management Process Standards six-part series of books, the new Process Standards Workshop will help participants benchmark and improve their key supply chain processes. Experienced instructors Kate Vitasek and Karl Manrodt will provide a structured approach to assessing opportunities for improvement and a framework for evaluating initiatives. The course involves real-world examples, interactive cases, high-energy lectures, and group discussions. Participants will receive all six of the process standards books.
Program: Process Standards Workshop Sponsor: CSCMP Location: Lombard, Illinois, USA Dates: August 14-15, 2008 Info:cscmp.org
Learn from the experts
Senior supply chain statesmen and consultants Ken Ackerman and Art Van Bodegraven pass on some of the tips, tricks, and advice that they have gleaned from a combined 50 years of service in the field of supply chain management.
The "Fundamentals of Supply Chain Management" workshop defines the supply chain, its components, and its impact on all aspects of business. Ackerman and Van Bodegraven also enliven their presentations with time- and money-saving techniques.
"Strategic Issues in Supply Chain Management" takes participants to the next level, helping them examine strategies for reducing cost and improving operations.
Program: Fundamentals of Supply Chain Management Workshop Sponsor: CSCMP Locations and Dates: Kansas City, Missouri, USA: September 15-16, 2008; Chicago, Illinois, USA: November 13-14, 2008 Info:cscmp.org
Program: Strategic Issues in Supply Chain Management Workshop Sponsor: CSCMP Location: Baltimore, Maryland, USA Dates: September 8-9, 2008 Info:cscmp.org
Revamp your strategies
Product lifecycles have shortened, while supply chains have expanded to wrap around the globe. This dynamic is requiring companies to reassess their supply chain strategies and leadership approaches. Stanford University's "Strategies and Leadership in Supply Chains" course focuses on innovative ways to use your supply chain to create and capture value. The course places particular emphasis on cross-functional coordination and collaboration. Areas that will be explored in detail include points of supply and demand, global supply chains, sustainability, advanced technologies, and market implications.
Program: Strategies and Leadership in Supply Chains Sponsor: Stanford University Graduate School of Business Executive Education Location: Palo Alto, California, USA Course Dates: August 17-22, 2008 Application Deadline: July 1, 2008 Info: www.gsb.stanford.edu/exed/slsc
Be a leader
The University of Wisconsin's Supply Chain Leadership Certificate consists of three courses designed to help participants create and manage an integrated supply chain system.
The foundation course, "Supply Chain Leadership," teaches students to quantify tradeoffs, set feasible objectives, minimize overall cost, and improve the likelihood of achieving supply chain improvement plans. "Supply Chain Optimization" provides a prescriptive framework for identifying, optimizing, and prioritizing operational improvement opportunities. "Supply Chain Collaboration" covers the tools and methods necessary to define, develop, and manage planning processes.
Program: University of Wisconsin's Supply Chain Leadership Certificate Sponsor: University of Wisconsin Courses and Dates: Supply Chain Leadership: August 18-20, 2008; October 8-10, 2008; Supply Chain Optimization: September 4-5, 2008 and October 30-31, 2008; Supply Chain Collaboration: July 31-August 1, 2008; September 25-26, 2008 and November 17-18, 2008 Location: Madison, Wisconsin, USA Info:exed.wisc.edu/supplychain
Learn to collaborate
During the three-day CPFR Certification Program, participants will learn how to unlock the potential of collaborative planning, forecasting, and replenishment (CPFR). CPFR is a four-step model developed by the Voluntary Interindustry Commerce Solutions Association (VICS) to help companies better collaborate with their trading partners. The model's four steps are strategy and planning, demand and supply management, execution, and analysis.
The certification program uses a series of educational workshops and a formal examination to teach attendees how to successfully implement this system. CSCMP has endorsed the program and will be hosting one of the workshops in Chicago.
Program: VICS CPFR Certification Program Sponsors: Voluntary Interindustry Commerce Solutions Association and CSCMP Location: Chicago, Illinois, USA Dates: August 5-7, 2008 Info:www.vics.org
Think cross-functionally
One of the biggest barriers to creating a successful supply chain is teaching people to think and work cross-functionally. To help companies achieve this goal, The University of Tennessee designed the Integrated Supply Chain Management Program.
Co-sponsored by CSCMP, the program consists of six courses that each run for two-and-a-half days. These courses will help participants understand the interrelationships among demand planning, customer relationship management, operations, logistics, lean management, and resource and financial management.
Participants who take all six courses within a two-year period and successfully complete all tests and assignments will receive a certification. Courses also may be taken independently.
Program: Integrated Supply Chain Management Program
Sponsors: University of Tennessee and
CSCMP Courses and Dates: Supply Chain Management Strategy: September 15-17, 2008; Demand Management in the Supply Chain: September 17-19, 2008; Logistics & Operations in the Supply Chain: October 20-22, 2008; The Lean Enterprise and the Supply Chain: October 22-24, 2008; Supply Chain Resource Management: November 10-12, 2008; Integrative Supply Chain Experience: November 12-14, 2008 Location: Knoxville, Tennessee, USA Info:thecenter.utk.edu
Understand performance-based logistics
The U.S. Department of Defense has found success in implementing performance-based logistics (PBL) to manage its outsourced suppliers. In PBL contracts, the company no longer buys individual parts or service transactions; instead it buys "outcomes" and focuses on making sure that its providers' goals align with its own. The "Performance-Based Logistics" workshop will define this concept and outline how it can be applied to commercial outsourcing agreements.
Program: Performance-Based Logistics Workshop Sponsor: CSCMP Location: Lombard, Illinois, USA Dates: August 13, 2008 Info:cscmp.org
Building a better supply chain
Supply chain choices increasingly influence strategic business outcomes. Yet in the past, supply chain practice has focused on the tactical rather than the strategic. The "Supply Chain Strategy and Management" executive education course presents a new approach to supply chain design. Participants will learn about linking supply chain design and business strategy. They will study the forces that influence supply chain structures and how to integrate supply chain design with product and process development. Finally, instructors will discuss what it means to run a supply chain in an electronic-business environment.
Program: Supply Chain Strategy and Management Sponsor: MIT's Executive Education Open Enrollment Program Location: Cambridge, Massachusetts, USA Dates: November 19-20, 2008 Info:www.mitsloan.edu/exceed
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.”