When Ann M. Drake takes the stage at CSCMP's Annual Global Conference to accept the Distinguished Service Award, she will be the 47th person to receive the association's highest honor.
In 1994 she became one of the first women to run a major third-party logistics (3PL) company when she took over as chief executive officer and chairman of DSC Logistics. Since then, DSC has grown to become a nationwide network of integrated logistics and supply chain operations.
Drake's efforts at breaking down barriers—both for herself and for others—are part of the reason why she was chosen for the award. "Ann Drake is a person who is continually making contributions to the supply chain discipline, giving of herself to the people in the industry," said Rick Blasgen, CSCMP president and chief executive officer. "She is the epitome of what the Distinguished Service Award embodies—a leader, a mentor, a pioneer, and an extraordinary, energetic ambassador for the logistics and supply chain management professions."
In addition to leading DSC Logistics, Drake holds many volunteer positions. She is vice chairman of the Business Advisory Council for the Northwestern University Transportation Center. She also serves on the Board of Directors of the A.M. Castle Company, the Board of Governors for Chicago's Metropolitan Planning Council, and the Board of Governors for The Committee of 200, a global organization of women business leaders. Earlier this year she received the Alumni Merit Award from Northwestern University's Kellogg School of Management and in 2009 was named "Industry Leader of the Year" by the Illinois Institute of Technology. Recently she agreed to serve as transportation and logistics strategy leader for Chicago Mayor Rahm Emanuel's Plan for Economic Growth and Jobs.
Drake earned her undergraduate degree from the University of Iowa and her Master of Business Administration degree from the Kellogg School of Management.
CSCMP presents the Distinguished Service Award annually to an individual who has made significant contributions to the art and science of supply chain and logistics management.
Plan ahead with CSCMP
It's not too early to start thinking about ways to expand your supply chain knowledge in 2013. Here are some workshops and programs from CSCMP that can help you develop the skills and expertise you need to succeed in your job.
Fundamentals of Supply Chain Management: This course provides an introduction to supply chain management for those who are new to the field, managers who have taken on broader supply chain responsibilities, and experienced specialists who want to know more about the end-to-end supply chain. (March 11-12, May 20-21, and November 12-13)
Sales and Operations Planning: This workshop focuses on the key role that supply chain management plays in facilitating sales and operations planning activities, processes, and outcomes. (April 8-9)
Transportation: Challenges and Solutions: This program explores different transportation modes and types of carriers, the effects of globalization on transportation, current obstacles to meeting performance objectives, the changing shipper/carrier relationship, and emerging trends. (April 22-23)
From Strategy to Reality: How SCM Turns Corporate Ideas into Results: This high-level workshop offers a comprehensive overview of the strategic options and alternatives for supply chain management that corporations should consider. (May 6-7)
Distribution Center Planning and Operations: This workshop looks at both the high-level planning and the detailed execution needed to run an efficient distribution facility. (June 11-12)
Relationships and Collaboration Meet Performance Metrics: In two consecutive one-day sessions, participants will learn about tools and techniques for building, maintaining, and rescuing business relationships as well as how to create high-trust, high-performance alliances. (August 1-2)
Sourcing and Procurement: This workshop covers the essentials of sourcing and procurement in an integrated context. It emphasizes strategic sourcing, supplier relationship management, contracts, and setting priorities for sourcing and procurement management and staff. (September 9-10)
All workshops will be held at CSCMP's headquarters in Lombard, Illinois, USA. To register, click here.
Doctoral Dissertation Award recognizes research on product variety
Many industries have used product variety over the last few decades as a way to increase sales and profits. While that may be beneficial for manufacturers, little is known about how it affects the distributors that handle those products. That was one of the main reasons Dr. Xiang Wan, assistant professor of supply chain management at the University of Tennessee, chose to focus his doctoral dissertation on the impact that product and service variety has on soft drink distributors' supply chains.
His research, titled "Product Variety, Service Variety, and Their Impact on Distributors" will receive CSCMP's 2012 Dissertation Award at the Annual Global Conference. Comprising three separate essays, Wan's paper uses a series of empirical analyses to look at the effect of product variety on sales and the influences of product and service variety on both demand and costs.
"The main purpose of my dissertation is to help practitioners solve practical supply chain management problems," said Wan. "The soft drink industry provided an excellent forum for studying how product variety influences operational and sales performance." Although the study was based on a data sample from soft drink distributors, the research method, analysis procedure, and estimated results may be applied to other distribution channels with large logistics networks as well as to industries with a high degree of product variety, he added.
Wan received his doctorate in supply chain management from the Robert H. Smith School of Business at the University of Maryland, where he has won awards for teaching and research.
CSCMP's Doctoral Dissertation Award is presented annually to the author of a submitted doctoral dissertation in a logistics- or supply chain-related field. The selected work must demonstrate significant originality and technical competence while contributing to the logistics and supply chain knowledge base.
The practice consists of 5,000 professionals from Accenture and from Avanade—the consulting firm’s joint venture with Microsoft. They will be supported by Microsoft product specialists who will work closely with the Accenture Center for Advanced AI. Together, that group will collaborate on AI and Copilot agent templates, extensions, plugins, and connectors to help organizations leverage their data and gen AI to reduce costs, improve efficiencies and drive growth, they said on Thursday.
Accenture and Avanade say they have already developed some AI tools for these applications. For example, a supplier discovery and risk agent can deliver real-time market insights, agile supply chain responses, and better vendor selection, which could result in up to 15% cost savings. And a procure-to-pay agent could improve efficiency by up to 40% and enhance vendor relations and satisfaction by addressing urgent payment requirements and avoiding disruptions of key services
Likewise, they have also built solutions for clients using Microsoft 365 Copilot technology. For example, they have created Copilots for a variety of industries and functions including finance, manufacturing, supply chain, retail, and consumer goods and healthcare.
Another part of the new practice will be educating clients how to use the technology, using an “Azure Generative AI Engineer Nanodegree program” to teach users how to design, build, and operationalize AI-driven applications on Azure, Microsoft’s cloud computing platform. The online classes will teach learners how to use AI models to solve real-world problems through automation, data insights, and generative AI solutions, the firms said.
“We are pleased to deepen our collaboration with Accenture to help our mutual customers develop AI-first business processes responsibly and securely, while helping them drive market differentiation,” Judson Althoff, executive vice president and chief commercial officer at Microsoft, said in a release. “By bringing together Copilots and human ambition, paired with the autonomous capabilities of an agent, we can accelerate AI transformation for organizations across industries and help them realize successful business outcomes through pragmatic innovation.”
Census data showed that overall retail sales in October were up 0.4% seasonally adjusted month over month and up 2.8% unadjusted year over year. That compared with increases of 0.8% month over month and 2% year over year in September.
October’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were unchanged seasonally adjusted month over month but up 5.4% unadjusted year over year.
Core sales were up 3.5% year over year for the first 10 months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023. NRF is forecasting that 2024 holiday sales during November and December will also increase between 2.5% and 3.5% over the same time last year.
“October’s pickup in retail sales shows a healthy pace of spending as many consumers got an early start on holiday shopping,” NRF Chief Economist Jack Kleinhenz said in a release. “October sales were a good early step forward into the holiday shopping season, which is now fully underway. Falling energy prices have likely provided extra dollars for household spending on retail merchandise.”
Despite that positive trend, market watchers cautioned that retailers still need to offer competitive value propositions and customer experience in order to succeed in the holiday season. “The American consumer has been more resilient than anyone could have expected. But that isn’t a free pass for retailers to under invest in their stores,” Nikki Baird, VP of strategy & product at Aptos, a solutions provider of unified retail technology based out of Alpharetta, Georgia, said in a statement. “They need to make investments in labor, customer experience tech, and digital transformation. It has been too easy to kick the can down the road until you suddenly realize there’s no road left.”
A similar message came from Chip West, a retail and consumer behavior expert at the marketing, packaging, print and supply chain solutions provider RRD. “October’s increase proved to be slightly better than projections and was likely boosted by lower fuel prices. As inflation slowed for a number of months, prices in several categories have stabilized, with some even showing declines, offering further relief to consumers,” West said. “The data also looks to be a positive sign as we kick off the holiday shopping season. Promotions and discounts will play a prominent role in holiday shopping behavior as they are key influencers in consumer’s purchasing decisions.”
That result came from the company’s “GEP Global Supply Chain Volatility Index,” an indicator tracking demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The October index number was -0.39, which was up only slightly from its level of -0.43 in September.
Researchers found a steep rise in slack across North American supply chains due to declining factory activity in the U.S. In fact, purchasing managers at U.S. manufacturers made their strongest cutbacks to buying volumes in nearly a year and a half, indicating that factories in the world's largest economy are preparing for lower production volumes, GEP said.
Elsewhere, suppliers feeding Asia also reported spare capacity in October, albeit to a lesser degree than seen in Western markets. Europe's industrial plight remained a key feature of the data in October, as vendor capacity was significantly underutilized, reflecting a continuation of subdued demand in key manufacturing hubs across the continent.
"We're in a buyers' market. October is the fourth straight month that suppliers worldwide reported spare capacity, with notable contractions in factory demand across North America and Europe, underscoring the challenging outlook for Western manufacturers," Todd Bremer, vice president, GEP, said in a release. "President-elect Trump inherits U.S. manufacturers with plenty of spare capacity while in contrast, China's modest rebound and strong expansion in India demonstrate greater resilience in Asia."
Even as the e-commerce sector overall continues expanding toward a forecasted 41% of all retail sales by 2027, many small to medium e-commerce companies are struggling to find the investment funding they need to increase sales, according to a sector survey from online capital platform Stenn.
Global geopolitical instability and increasing inflation are causing e-commerce firms to face a liquidity crisis, which means companies may not be able to access the funds they need to grow, Stenn’s survey of 500 senior e-commerce leaders found. The research was conducted by Opinion Matters between August 29 and September 5.
Survey findings include:
61.8% of leaders who sought growth capital did so to invest in advanced technologies, such as AI and machine learning, to improve their businesses.
When asked which resources they wished they had more access to, 63.8% of respondents pointed to growth capital.
Women indicated a stronger need for business operations training (51.2%) and financial planning resources (48.8%) compared to men (30.8% and 15.4%).
40% of business owners are seeking external financial advice and mentorship at least once a week to help with business decisions.
Almost half (49.6%) of respondents are proactively forecasting their business activity 6-18 months ahead.
“As e-commerce continues to grow rapidly, driven by increasing online consumer demand and technological innovation, it’s important to remember that capital constraints and access to growth financing remain persistent hurdles for many e-commerce business leaders especially at small and medium-sized businesses,” Noel Hillman, Chief Commercial Officer at Stenn, said in a release. “In this competitive landscape, ensuring liquidity and optimizing supply chain processes are critical to sustaining growth and scaling operations.”
With six keynote and more than 100 educational sessions, CSCMP EDGE 2024 offered a wealth of content. Here are highlights from just some of the presentations.
A great American story
Author and entrepreneur Fawn Weaver closed out the first day of the conference by telling the little-known story of Nathan “Nearest” Green, who was born into slavery, freed after the Civil War, and went on to become the first master distiller for the Jack Daniel’s Whiskey brand. Through extensive research and interviews with descendants of the Daniel and Green families, Weaver discovered what she describes as a positive American story.
She told the story in her best-selling book, Love & Whiskey: The Remarkable True Story of Jack Daniel, His Master Distiller Nearest Green, and the Improbable Rise of Uncle Nearest. That story also inspired her to create Uncle Nearest Premium Whiskey.
Weaver discussed the barriers she encountered in bringing the brand to life, her vision for where it’s headed, and her take on the supply chain—which she views as both a necessary cost of doing business and an opportunity.
“[It’s] an opportunity if you can move quickly,” she said, pointing to a recent project in which the company was able to fast-track a new Uncle Nearest product thanks to close collaboration with its supply chain partners.
A two-pronged business transformation
We may be living in a world full of technology, but strategy and focus remain the top priorities when it comes to managing a business and its supply chains. So says Roberto Isaias, executive vice president and chief supply chain officer for toy manufacturing and entertainment company Mattel.
Isaias emphasized the point during his keynote on day two of EDGE 2024. He described how Mattel transformed itself amid surging demand for Barbie-branded items following the success of the Barbie movie.
That transformation, according to Isaias, came on two fronts: commercially and logistically. Today, Mattel is steadily moving beyond the toy aisle with two films and 13 TV series in production as well as 14 films and 35 shows in development. And as for those supply chain gains? The company has saved millions, increased productivity, and improved profit margins—even amid cost increases and inflation.
A framework for chasing excellence
Most of the time when CEOs present at an industry conference, they like to talk about their companies’ success stories. Not J.B. Hunt’s Shelley Simpson. Speaking at EDGE, the trucking company’s president and CEO led with a story about a time that the company lost a major customer.
According to Simpson, the company had a customer of their dedicated contract business in 2001 that was consistently making late shipments with no lead time. “We were working like crazy to try to satisfy them, and lost their business,” Simpson said.
When the team at J.B. Hunt later met with the customer’s chief supply chain officer and related all they had been doing, the customer responded, “You never shared everything you were doing for us.”
Out of that experience, came J.B. Hunt’s Customer Value Delivery framework. The framework consists of five steps: 1) understand customer needs, 2) deliver expectations, 3) measure results, 4) communicate performance, and 5) anticipate new value.
Next year’s CSCMP EDGE conference on October 5–8 in National Harbor, Md., promises to have a similarly deep lineup of keynote presentations. Register early at www.cscmpedge.org.