George Gecowets, former executive vice president and chief operating officer of the Council of Supply Chain Management Professionals (CSCMP), passed away on December 6, 2022, at his home in Leo, Indiana. He was 89.
Gecowets played an instrumental role in developing and promoting the field of logistics management and then supply chain management. He joined the industry association that grew into CSCMP—the National Council of Physical Distribution Management (NCPDM)—in 1964, one year after it was founded, and served as a board member in the late 1960s. In 1970, he became its first full-time executive director, a role he stayed in until he retired in 2001. Over the years, Gecowets helped NCPDM evolve and grow, first into the Council of Logistics Management (CLM) and then into CSCMP. During his tenure, the Council grew to include 5,000 members.
“The logistics profession would not be where it is today without his continuous dedication and valuable advice and counsel,” said Mark Baxa, current president and CEO of CSCMP.
Gecowets was the first to admit that creating a professional association from scratch was not always easy. “When you look back, it looks like all this was well planned and everything fell into place. It didn't,” he said in a 2013 interview looking back on the history of CSCMP and the profession. “There was an awful lot of confusion. We didn't know what we didn't know. We didn't know what made a professional association.”
But out of that initial chaos, eventually sprouted the concepts of logistics and then supply chain management. “We really didn't have a profession back then,” said Gecowets in the same interview. “As I look back on what happened in each decade, we really created a profession as well as built a professional association.”
Rick Blasgen, president and CEO of CSCMP from 2005–2021, remembers Gecowets as “the consummate professional,” who was always warmly welcoming new individuals to the association.
“His impact was felt over decades,” says Blasgen. “He was there when the Council went from NCPDM to CLM, which was a reflection of the growing discipline and its impact on modern business, as well as its connection to the academic and young professional communities.”
A key part of Gecowets’ vision for the Council was its role in connecting the academic and professional communities. He helped establish the organization’s Educator’s Conference and awarded the first contracts for the association’s own research. He played a key role in establishing research grants, scholarships, and career awareness programs, including student internships and an employment clearinghouse service.
Supply chain author, expert, and consultant Cliff Lynch remembers Gecowets as a modest and understated man who was an adept diplomat and able to manage and bring together some of the larger egos who helped to shape the early days of the profession. “He managed to keep the practitioners and educators pretty much on the same page,” he said.
According to Lynch, Gecowets would do anything to help a member. “What I remember most about George is all he did for me,” said Lynch. “He developed an early friendship with me when I was young and just getting started. He helped me navigate the industry, and he published my first book.”
Prior to joining CSCMP, Gecowets worked as the editor of Transportation and Distribution Management, a monthly trade magazine, and managed a company in Columbus, Ohio, that used computer technology to control and pay freight charges.
In recognition of his efforts, Gecowets was honored with CSCMP's Distinguished Service Award in 1988 and was inducted into the CSCMP Supply Chain Hall of Fame at its founding in 2016. But awards and honors were never important to Gecowets, according to those who knew him well. He always preferred that the attention be on CSCMP’s members, while he served in the background.
“Without ever wanting to be on stage or in the limelight, George presided over the growth and development of the group now called CSCMP,” recalled Ken Ackerman, long-time industry consultant and author. “No one in the field has done more to stimulate its growth and prestige.”
Lynch concurs. “He was dedicated to that job and that organization more so than anyone I have ever seen with an occupation,” he said. “He and his wife Shirley lived and breathed NCPDM.”
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.”