Up and coming leaders in the supply chain management field now have an opportunity to be recognized by their mentors or established leaders.
CSCMP is proud to announce its inaugural Young Professionals Emerging Leader Award. The award is designed to recognize active CSCMP members age 30 or under for their early and substantive contributions to the industry.
Nominees will be evaluated based on three criteria: Recognition as an up-and-coming leader; contribution to the supply chain management profession; and their potential future impact on the practice of supply chain management.
Nominations should include a descriptive summary of the nominee's achievements and contributions in 500 words or less. The summary should describe specific aspects of the nominee's business and professional experiences and include specific examples. The submission must also include one letter of recommendation written by someone who is involved in the supply chain management discipline. Letters written by current members of CSCMP's board of directors are not admissible.
The award recipient will be recognized at CSCMP's 2013 Annual Global Conference and will be invited to speak at a Young Professionals session at that event. In addition, the award winner will be spotlighted in CSCMP publications, including CSCMP's Supply Chain Quarterly magazine, the CSCMP membership newsletter, and the YPC Bulletin.
Nomination forms and supporting materials for the 2013 Emerging Leader Award must be submitted no later than April 15, 2013.
The nomination form and instructions for submission can be found here.
Got 75 minutes or less? Then swing by CSCMP's website—maybe during your lunch hour or before your workday starts—and expand your knowledge of core supply chain topics through the organization's Quick Courses.
Quick Course consists of: an instructional Web-based video running from 45 minutes to 75 minutes; teaching notes, which include terminology and definitions; test questions; an answer key; and recommended materials for further study. All of the Quick Courses are designed for entry-level to mid-level supply chain professionals.
Current course topics include: demand management, finance fundamentals, inventory management, materials requirement planning (MRP), operations environments, performance measurements, physical distribution systems, quality, reverse supply chain management, sales and operations planning (S&OP), risk mitigation, and master planning and capacity management.
Quick Courses cost US $64.95 for members (US $94.95 for nonmembers). Each course qualifies for 1 SCPro continuing education unit (CEU). New topics are added frequently, so check back often to see what's new.
CSCMP Hot Topics: Store-level distribution resource planning
A good way to keep on top of emerging trends and research in supply chain management is through CSCMP Hot Topics, a series of two- to four-page briefs written by subject-matter experts.
Traditionally, this type of forecasting has been based on historical shipments. Today, however, retailers can use point-of-sale data to calculate demand three levels up the supply chain. Accordingly, replenishment plans for all nodes of the supply chain can be constantly updated from such "bottom-up" forecasts. Adopting this approach, the authors say, could lead to a "supply chain revolution."
CSCMP Hot Topics, a member-only benefit, can be downloaded at no charge from CSCMP's website. Other recent issues include "Designing Supply Chain Organizational Structures," "Offshoring Trends of American Corporations," and "Supply Chain Risk Identification Structure."
CSCMP is accepting nominations for several of its most prestigious annual awards. These awards will be presented at the 2013 CSCMP Annual Global Conference, scheduled for October 20-23 in Denver, Colorado, USA.
The Distinguished Service Award is given to an academic, consultant, or practitioner who exemplifies sustained, consistent, and excellent service to the development of the discipline of supply chain management. The selected individual will have shown high integrity and moral principles throughout his or her professional career. The deadline for nominations is April 26; click here for nomination forms and more information.
The Doctoral Dissertation Award is for doctoral students whose work demonstrates significant originality and technical competence in any supply chain function. The deadline for submission is May 1. Click here for application forms and more information.
The Supply Chain Innovation Award highlights and recognizes organizations that have successfully developed and implemented an innovative supply chain program or project. The finalists will present their projects at the annual conference, and a panel of judges will vote for a winner. The deadline for submissions is March 11. Click here for application forms.
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.”