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.
CSCMP EDGE attendees gathered Tuesday afternoon for an update and outlook on the truckload (TL) market, which is on the upswing following the longest down cycle in recorded history. Kevin Adamik of RXO (formerly Coyote Logistics), offered an overview of truckload market cycles, highlighting major trends from the recent freight recession and providing an update on where the TL cycle is now.
EDGE 2024, sponsored by the Council of Supply Chain Management Professionals (CSCMP), is taking place this week in Nashville.
Citing data from the Coyote Curve index (which measures year-over-year changes in spot market rates) and other sources, Adamik outlined the dynamics of the TL market. He explained that the last cycle—which lasted from about 2019 to 2024—was longer than the typical three to four-year market cycle, marked by volatile conditions spurred by the Covid-19 pandemic. That cycle is behind us now, he said, adding that the market has reached equilibrium and is headed toward an inflationary environment.
Adamik also told attendees that he expects the new TL cycle to be marked by far less volatility, with a return to more typical conditions. And he offered a slate of supply and demand trends to note as the industry moves into the new cycle.
Supply trends include:
Carrier operating authorities are declining;
Employment in the trucking industry is declining;
Private fleets have expanded, but the expansion has stopped;
Truckload orders are falling.
Demand trends include:
Consumer spending is stable, but is still more service-centric and less goods-intensive;
After a steep decline, imports are on the rise;
Freight volumes have been sluggish but are showing signs of life.
CSCMP EDGE runs through Wednesday, October 2, at Nashville’s Gaylord Opryland Hotel & Resort.
The relationship between shippers and third-party logistics services providers (3PLs) is at the core of successful supply chain management—so getting that relationship right is vital. A panel of industry experts from both sides of the aisle weighed in on what it takes to create strong 3PL/shipper partnerships on day two of the CSCMP EDGE conference, being held this week in Nashville.
Trust, empathy, and transparency ranked high on the list of key elements required for success in all aspects of the partnership, but there are some specifics for each step of the journey. The panel recommended a handful of actions that should take place early on, including:
Establish relationships.
For 3PLs, understand and get to the heart of the shipper’s data.
Also for 3PLs: Understand the shipper’s reason for outsourcing to a 3PL, along with the shipper’s ultimate goals.
Understand company cultures and be sure they align.
Nurture long-term relationships with good communication.
For shippers, be transparent so that the 3PL fully understands your business.
And there are also some “non-negotiables” when it comes to managing the relationship:
3PLs must demonstrate their commitment to engaging with the shipper’s personnel.
3PLs must also demonstrate their commitment to process discipline, continuous improvement, and innovation.
Shippers should ensure that they understand the 3PL’s demonstrated implementation capabilities—ask to visit established clients.
Trust—which takes longer to establish than both sides may expect.
EDGE 2024 is sponsored by the Council of Supply Chain Management Professionals (CSCMP) and runs through Wednesday, October 2, at the Gaylord Opryland Resort & Convention Center in Nashville.
While the Council of Supply Chain Management Professionals' 2024 EDGE Conference & Exhibition is coming to a close on Wednesday, October 2, in Nashville, Tennessee, mark your calendars for next year's premier supply chain event.
The 2025 conference will take place in National Harbor, Maryland. To register for next year's event—and take advantage of an early-bird discount of $600**—visit https://www.cscmpedge.org/website/62261/edge-2025/.
**EDGE EARLY BIRD Terms & Conditions: Promotion is for the EDGE 2025 conference in National Harbor, Maryland. Offer valid for Premier and Basic Members only. Offer excludes Student, Young Professional, Educator, and Corporate registration types. Offer limited to one per customer. Offer is not retroactive and may not be combined with other offers. Offer is nontransferable and may not be resold. Valid through October 31, 2024.
Honoring supply chain professionals and companies for their contributions to the industry is a tradition at the Council of Supply Chain Management Professionals annual EDGE Conference. The following are some of the recognitions given out this year.
The 2024 Distinguished Service Award was presented to Heather Sheehan, owner of Crispy Concepts LLC, instructor with Penn State University, and board member and adjunct faculty member with the University of Denver’s Transportation & Supply Chain Institute.
Sheehan, along with Roger Penske, chairman of Penske Corp., were inducted into CSCMP’s Supply Chain Hall of Fame.
Travis Kupla, Ph.D, of the University of Arkansas, won the Doctoral Dissertation Award for his paper “How Supply Chains Respond to Disruptions: Three Essays on Responses to Operational, Geopolitical, and Natural Disaster Disruptions.”
The Bernard J. La Londe Best Paper Award was given to Matias G. Enz from the University of Missouri-Saint Louis, and Douglas M. Lambert from The Ohio State University for their paper “A Supply Chain Management Framework for Services.”
Wenting Li and Dr. Yimin Wang of Arizona State received the E. Grosvenor Plowman Award for their research paper, “A Procurement Advantage In Disruptive Times: New Perspectives On ESG Strategy And Firm Performance.”
The Teaching Innovation Award was given to Dr. Shane Schvaneveldt of Weber State University for his paper, “A Lean 5S Experiential Learning Game for Logistics and Supply Chain Management.”
To see a full list of honorees, please visit cscmp.org and click on the tab "Academia & Awards."
Supply chains today are facing an onslaught of disruption and change from geopolitical events to technological advances to economic shifts. Supply chain partners that successfully navigate those changes together will seize a competitive advantage that will win them market share and increase profits.
The “2025 Third-Party Logistics Study,” spearheaded by Dr. C. John Langley of Penn State University and developed in collaboration withNTT DATAand Penske Logistics highlights the crucial role that change management plays in the relationship between third-party logistics providers (3PLs) and their customers. Unveiled today at the Council of Supply Chain Management Professionals (CSCMP) EDGE conference, the study delves into the dynamic nature of relationships between shippers (companies that manufacture goods or provide services) and third-party logistics providers.
“While users and providers of 3PL services continue to report successful relationships, they find themselves having to deal with an increasingly wide range of challenges,” said Dr. C. John Langley, Professor, Supply Chain & Information Systems, Penn State University. “While examples include economic concerns, geopolitical unrest, and changing markets for supply chain services, they also are taking advantage of change management processes to benefit from new and improved capabilities such as artificial intelligence (AI) and direct-to-customer proficiencies.”
The survey found that both shippers (61%) and 3PLs (73%) agree that supply chain change management is vital. Respondents from both groups indicated that the top factors that are driving the need to change their operations were shifting customer demands, economic factors, and technological advancements. In particular, both shippers and 3PLs believe that improvement and change is needed in supply chain visibility, with 69% of shippers and 68% of 3PLs citing it as an area of concern.
AI as change agent
One technological advance that is enabling change in supply chain operations, according to survey respondents, is AI. Both shippers and 3PLs agree that AI can be pivotal in automating data analysis, identifying patterns, solving problems, and automating repetitive tasks. Top implementation areas for AI cited by respondents include supply planning and demand forecasting (33% of shippers and 19% of 3PLs) and transportation and route optimization (27% of shippers and 22% of 3PLs).
The e-commerce effect continues
Omnichannel retailing and e-commerce continue to exert pressure on supply chain operations for shippers and their third-party logistics partners. Both shippers and 3PLs view delivery speed and visibility as strong areas of differentiation. According to the study, 48% of shippers and 53% of 3PLs reported that customers routinely expect deliveries in less than two days, and 27% of shippers and 26% of 3PLs noted that there are three-day or less delivery expectations. Shippers (44%) and 3PLs (38%) are willing to absorb a small percentage of the costs related to shipping speeds.
The Annual 3PL Study surveys 3PL providers and users of 3PL services to understand the current state of 3PLs and how 3PL relationships are evolving with their customers. The 2025 study and past versions are available for download at www.3PLStudy.com.