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
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Inclusive procurement practices can fuel economic growth and create jobs worldwide through increased partnerships with small and diverse suppliers, according to a study from the Illinois firm Supplier.io.
The firm’s “2024 Supplier Diversity Economic Impact Report” found that $168 billion spent directly with those suppliers generated a total economic impact of $303 billion. That analysis can help supplier diversity managers and chief procurement officers implement programs that grow diversity spend, improve supply chain competitiveness, and increase brand value, the firm said.
The companies featured in Supplier.io’s report collectively supported more than 710,000 direct jobs and contributed $60 billion in direct wages through their investments in small and diverse suppliers. According to the analysis, those purchases created a ripple effect, supporting over 1.4 million jobs and driving $105 billion in total income when factoring in direct, indirect, and induced economic impacts.
“At Supplier.io, we believe that empowering businesses with advanced supplier intelligence not only enhances their operational resilience but also significantly mitigates risks,” Aylin Basom, CEO of Supplier.io, said in a release. “Our platform provides critical insights that drive efficiency and innovation, enabling companies to find and invest in small and diverse suppliers. This approach helps build stronger, more reliable supply chains.”
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.
Specifically, the two sides remain at odds over provisions related to the deployment of semi-automated technologies like rail-mounted gantry cranes, according to an analysis by the Kansas-based 3PL Noatum Logistics. The ILA has strongly opposed further automation, arguing it threatens dockworker protections, while the USMX contends that automation enhances productivity and can create long-term opportunities for labor.
In fact, U.S. importers are already taking action to prevent the impact of such a strike, “pulling forward” their container shipments by rushing imports to earlier dates on the calendar, according to analysis by supply chain visibility provider Project44. That strategy can help companies to build enough safety stock to dampen the damage of events like the strike and like the steep tariffs being threatened by the incoming Trump administration.
Likewise, some ocean carriers have already instituted January surcharges in pre-emption of possible labor action, which could support inbound ocean rates if a strike occurs, according to freight market analysts with TD Cowen. In the meantime, the outcome of the new negotiations are seen with “significant uncertainty,” due to the contentious history of the discussion and to the timing of the talks that overlap with a transition between two White House regimes, analysts said.