Attendees learn about the "cornerstones" of supply chain success
The Council of Supply Chain Management Professionals (CSCMP) 2014 Annual Global Conference featured more than 120 sessions organized into six disciplinary specialties called "Cornerstones."
More than 2,600 supply chain professionals packed the halls of the Henry B. Gonzalez Convention Center in San Antonio, Texas, USA in late September for the 2014 Council of Supply Chain Management Professionals (CSCMP) Annual Global Conference.
Attendees could choose from more than 120 sessions in 20 tracks devoted to current and future hot topics for supply chain professionals. For the first time, the track sessions were organized into six disciplinary specialties called "Cornerstones": Talent and Career; Economic Forecasts, Benchmarks, and Surveys; Thought Leadership; Manufacturing, Planning, and Sourcing; Transportation, Distribution, and Warehousing; and The Customer.
CSCMP's conference offered inspiration as well as education. Keynote speaker Guy Kawasaki, a venture capitalist and former Apple software "evangelist" and special advisor at Google, outlined 11 ways companies and individuals can develop, produce, and market innovative products and services. Among them: Innovative companies understand the reason they and their products should exist. Apple, for example, wanted to "democratize" the use of computers, which the company considered to be its principal motivation, he said.
On Day Two, Daymond John, founder, chief executive officer, and president of the clothing company FUBU and star of ABC Television's reality business show, "Shark Tank," shared his honed-on-the-street ideas for business success in a straight-talking presentation about how he worked his way up from driving taxicabs to building a $4 billion fashion empire without any formal business training. And motivational speaker Judy Carter brought her unique mix of humor and encouragement to the closing session, where she kept her audience laughing while explaining how to take a more productive view of personal and professional challenges.
The conference included numerous special events, including the annual Educators Conference and Donald J. Bowersox Doctoral Symposium, the annual meeting of roundtable officers, the presentation of the annual Supply Chain Innovation Award to Flextronics and runner-up Sears Holdings Corporation, a "Women at Work" panel and reception, events for young professionals, and a student recruitment day. Additionally, the Supply Chain Exchange exhibition showcased cutting-edge technology, equipment, and services.
Following CSCMP's annual business meeting, the organization announced this year's elected officers. Theodore (Ted) P. Stank was elected to the office of chair. Heather L. Sheehan was named immediate past chair, and Kevin F. Smith was named board chair elect. Mary C. Long was elected to the office of board vice chair. Remko van Hoek was elected secretary and treasurer.
Mark your calendar now for the 2015 annual conference, to be held September 27-30 in sunny San Diego, California, USA. For more information, go to cscmp.org/annual-conference.
Michael Regan receives 2014 Distinguished Service Award
CSCMP recognizes the founder of TranzAct Technologies Inc. for his contributions to the logistics and supply chain management professions.
If you're at an industry conference and there's a burning question that must be asked, then it's a good bet Michael P. Regan will be the one to ask it. Regan, the founder and currently chief of relationship development at the consulting firm TranzAct Technologies Inc., has long been an energetic and indefatigable presence at logistics and supply chain educational events. In addition to offering thought-provoking questions and commentaries from the floor, he often can be found on the podium, giving motivational presentations on career development designed specifically for logistics and supply chain professionals. Additionally, his video commentaries and analyses of industry developments have a loyal following.
Regan's contributions were formally recognized when he received the 2014 Distinguished Service Award from the Council of Supply Chain Management Professionals (CSCMP) at its Annual Global Conference in San Antonio, Texas. The Distinguished Service Award is bestowed annually on an individual for outstanding, long-term contributions to the logistics and supply chain management professions.
Regan's supply chain career spans nearly four decades. He co-founded TranzAct in 1984 to help shippers plan and control transportation expenditures. By 2000, TranzAct had become the largest privately held freight-payment company in the United States.
In addition to being involved in CSCMP's educational efforts, Regan has served on the boards of such industry groups as the American Society of Transportation & Logistics, the National Industrial Transportation League (NITL), the Transportation Intermediaries Association (TIA), and NASSTRAC.
A certified public accountant (CPA), Regan earned his bachelor's degree in business administration at the University of Illinois at Urbana-Champaign.
2014 Doctoral Dissertation Award awarded to William Schmidt
CSCMP recognizes the Cornell scholar's research on supply chain disruptions for excellence.
Dr. William Schmidt, assistant professor of operations in the Johnson Graduate School of Management at Cornell University, was presented with the 2014 CSCMP Doctoral Dissertation Award for his research paper titled Supply Chain Disruptions and the Role of Information Asymmetry.
Schmidt's dissertation examined how the supply chain decisions that companies make influence and are influenced by "information asymmetry," or the uneven understanding of information between two parties involved in a transaction—in this case, organizations and their investors. His broader research investigated the relationships between a company's operational decisions and its value and risk. The paper's findings focused on the factors that moderated these relationships and identified strategies that companies could adopt to better manage them.
Schmidt received a doctorate from Harvard Business School, a Master of Business Administration degree from the University of Florida, and a Bachelor of Science in aerospace engineering, also from the University of Florida.
CSCMP accepting applications for mentoring program
A new program seeks to develop rewarding relationships between experienced supply chain professionals and those who are ne to the field.
Being involved in a mentoring relationship can have profound professional and personal benefits, and not just for the person being mentored. Through this relationship, both parties can improve their communication skills, gain new perspectives, and learn new skills and industry expertise.
The Council of Supply Chain Management Professionals' new mentoring program strives to create just these sorts of relationships by connecting people who share the goal of personal and professional development. All CSCMP Student and Young Professional members are eligible to sign up and request to be matched with a mentor.
To be considered as a potential mentor, you must be an experienced professional who is interested in helping to develop supply chain talent. The goal of this partnership is to help young people improve their skills and position themselves to advance their careers. Mentors strive to support and encourage their mentee by offering suggestions and sharing their knowledge as needed. Each partnership should be based on mutual trust and respect.
The one-year program requires mentors and mentees to meet for a minimum of one to two hours a month, either in person, over the telephone, or online.
CSCMP is now accepting applications for the 2015 program. For more information, visit cscmp.org/career/mentorship-program-young-professionals. To learn more about how to be an effective mentor, read "Mentoring: A big commitment, with big rewards" by Timothy Stratman, in the Q2/2014 issue of Supply Chain Quarterly.
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.”