Your personal energy is the foundation of everything you do as a supply chain professional. Here's some advice on how to take care of yourself so you can be at your best.
Supply chain professionals know how to use a variety of resources to get products and materials to the right location, at the right time and at the right cost. Sometimes, though, we forget that we ourselves are a resource—in fact, the greatest resource we have. We need to manage ourselves with the same mastery we apply to our work. That's because our personal energy is the foundation of everything we do as supply chain professionals. Without sufficient energy, it will be harder to maintain the degree of focus and mental acuity we need in order to excel in our jobs.
There is good reason, then, to manage our personal energy with great care. But not everybody thinks that way, and many busy, time-pressured supply chain professionals are facing a personal "energy crisis," so to speak. To avoid that trap, it's helpful to think of energy as a three-faceted resource. Those facets are: physical energy, intellectual energy, and emotional energy. Let's take a look at some ways to enhance and maintain each of them.
Physical energy
Physical energy allows you to function well, and to feel good both physically and mentally. The key here is to make sure you have enough of this type of energy. This is easier said than done, admittedly. Where to start? Getting enough rest should be a priority. That may seem self-evident, yet it can be hard to make rest a priority when there are so many demands on our time. Everyone should target between seven and eight hours of sleep time. Make a point of going to bed at the same time every night and getting up at the same time every morning. Variations on the weekend should be minimal; wake up later if you desire more rest, but still try to go to sleep at the same time.
The quality of your rest is important as well. Benjamin Franklin's quote, "Fatigue is the best pillow," is true, yet you do not want to get to the exhausted state before you get your rest. Exhaustion can lead to illness. But being just a little tired at the end of the day, from exercise plus a full day of work, will help you sleep more soundly. Exercise, in fact, is necessary for anyone who wants to maintain physical energy. Exercise helps you focus better when you're awake, and it helps reduce your stress levels. Furthermore, being fit helps you resist illness. Getting exercise does not require fitness club memberships, expensive equipment, and time-consuming classes—although they can be very helpful for some people. You can get the benefits of exercise simply by walking at lunch, taking the stairs instead of an elevator, and/or parking at the far edge of the lot and walking a longer distance to your office. Many supply chain professionals, moreover, have the benefit of working in an environment that allows for walking around on the job. Take advantage of that opportunity and move around to "recharge your battery."
Stress has an impact on physical energy. Sometimes stress is our friend; it can pump us up and help us move forward. Everyone can think of a stressful time that got the heart racing and the juices flowing! Stress, however, must be managed, or it will become a drain on your physical energy. To counteract stress, you must make time to relax. Relaxing can include spending time with family and friends, or engaging in hobbies, sports, meditation, and so forth. What qualifies as relaxation is specific to each individual. What one person finds relaxing—say, playing on an after-work baseball team—another person may find stressful. Find what works for you.
Lastly, physical energy requires fuel. This means you need to eat nutritious foods at the right times and in the right amount. Always eat breakfast. Have it include some protein and produce, which will keep you going through the morning. Eat snacks. Do not wait until you are hungry to keep your body fueled! And be sure to eat the right amount. Eating too much at once will make you sluggish and tired; too little, and you'll feel weak and have difficulty staying focused. Stay hydrated, and drink water throughout the day.
When you think about physical energy, remember the old computer-programming adage: garbage in, garbage out. You are only going to feel good if you treat your body well. If you don't get the rest, exercise, and fuel you need, you will not have the physical foundation for the intellectual and emotional energy that makes a great supply chain professional.
Intellectual energy
Intellectual energy allows you to be "on," or at your best. When intellectual energy is high, the ideas flow and productivity rises. Intellectual energy lets you use and develop the skills you need in your current role. It allows you to be a passionate and effective supply chain professional.
There are many ways to experience surges of intellectual energy. It happens when you attend engaging educational conferences, when you are tackling a new problem, or when you learn a new skill. You'll also feel intellectual energy when you spend time reflecting on, planning, and devising strategies.
To get the full benefits of intellectual energy, it's necessary to have a good physical energy base. You must be rested, properly fueled, and physically well to maintain and get the most from intellectual energy.
Emotional energy
Emotional energy allows a supply chain professional to be a leader. Call it charisma, call it enthusiasm, call it quiet strength—it comes in different forms for different people. Your colleagues acquire your emotional energy and become motivated. They respond to your vision and needs, and they follow you.
Exceptional supply chain professionals make more emotional energy than they consume. Being a "net exporter" of emotional energy is important: That excess energy gets absorbed by team members who need to feel the strength you can provide when they are depleted (just as you will need to depend on the extra energy and enthusiasm others bring on those occasions when you feel depleted).
Unfortunately, there are some people who never give off a positive emotional energy flow. Instead, they suck the emotional energy out of the team. They can turn even fun events into negative occasions. We all know them, and we all avoid them when possible.
Make healthy choices
It's important to recognize that many things in business and life lie outside your control. This fact runs counter to what many of us have been told. It is dangerous to believe that ANYONE has (or can acquire) omnipotent control. This is a fantasy that absolutely drains energy.
While you can't control how others choose to behave and think, you can manage your own behavior and mindset. You can make changes to your lifestyle that will add to your physical energy. You can make choices that feed your intellectual energy. Last, you can provide positive, emotional energy and consistently model your values in your workplace. Good people will see and feel the message, and they will be inspired to follow.
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.
That clash has come as retailers have been hustling to adjust to pandemic swings like a renewed focus on e-commerce, then swiftly reimagining store experiences as foot traffic returned. But even as the dust settles from those changes, retailers are now facing renewed questions about how best to define their omnichannel strategy in a world where customers have increasing power and information.
The answer may come from a five-part strategy using integrated components to fortify omnichannel retail, EY said. The approach can unlock value and customer trust through great experiences, but only when implemented cohesively, not individually, EY warns.
The steps include:
1. Functional integration: Is your operating model and data infrastructure siloed between e-commerce and physical stores, or have you developed a cohesive unit centered around delivering seamless customer experience?
2. Customer insights: With consumer centricity at the heart of operations, are you analyzing all touch points to build a holistic view of preferences, behaviors, and buying patterns?
3. Next-generation inventory: Given the right customer insights, how are you utilizing advanced analytics to ensure inventory is optimized to meet demand precisely where and when it’s needed?
4. Distribution partnerships: Having ensured your customers find what they want where they want it, how are your distribution strategies adapting to deliver these choices to them swiftly and efficiently?
5. Real estate strategy: How is your real estate strategy interconnected with insights, inventory and distribution to enhance experience and maximize your footprint?
When approached cohesively, these efforts all build toward one overarching differentiator for retailers: a better customer experience that reaches from brand engagement and order placement through delivery and return, the EY study said. Amid continued volatility and an economy driven by complex customer demands, the retailers best set up to win are those that are striving to gain real-time visibility into stock levels, offer flexible fulfillment options and modernize merchandising through personalized and dynamic customer experiences.
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.