The 2014 recipients of CSCMP's Emerging Leader Award, Susan Conley and Mengxiao (Michelle) Zhang, are destined to make a mark in the supply chain profession.
The next generation of supply chain leaders, the best and the brightest under the age of 30, will transform the field of supply chain management and send it in new directions. To identify, recognize, and nurture those future leaders, the Council of Supply Chain Management Professionals (CSCMP) last year launched its Emerging Leader Award.
This year's award recipients, Susan Conley and Mengxiao (Michelle) Zhang, were chosen because of their personal achievements and their record of accomplishment to date in the supply chain profession, as evidenced by awards, peer recognition, industry publications, and recommendations, according to John Bowersox, Young Professionals Committee chair and a member of CSCMP's board of directors. Conley and Zhang were presented with their awards at CSCMP's 2014 Annual Global Conference in San Antonio, Texas, USA.
CSCMP's Supply Chain Quarterly asked each of the award winners about her career goals and aspirations.
SUSAN CONLEY
Susan Conley is in her second term of employment with the industrial equipment manufacturer Caterpillar Inc. After receiving a bachelor's degree in industrial engineering with a minor in business administration from Bradley University in 2006, she worked for Caterpillar in logistics planning and engineering within the service parts group. In 2010 she left to earn a Master of Engineering in Logistics and Supply Chain Management from the Massachusetts Institute of Technology-Zaragoza International Logistics Program in Zaragoza, Spain. With that degree in hand, she returned to Caterpillar's logistics division, where she now works as a program specialist. Through working on two major initiatives—the integration of a major mining acquisition into Caterpillar's service-parts business, and increasing collaboration with the company's dealer network—she has developed her management skills and understanding of supply chain strategy.
What attracted you to the supply chain management profession?
In a lot of ways, I fell into the profession. There were so many things I could do with my engineering degree. I'm the sort of person who needs to be challenged. When I was hired by Caterpillar, it just happened that my first job was in their logistics division. It wasn't until after several years of working that things finally clicked, and I decided this was a profession I really wanted to pursue. Supply chain has been a great fit for me because it's a fairly specialized field, yet there's always so much more I can learn. I've also had the privilege of working and studying with a great group of very diverse supply chain professionals and mentors, which has been very enriching for me personally.
What was your biggest surprise about the supply chain field when you entered the work force?
How different it is from academic study. For my undergraduate degree, I took classes in operations planning, inventory management, network modeling, marketing, and finance, but they didn't excite me. In real life, supply chain is much more exciting ... and far more connected and challenging than what I learned in school. It's straightforward to build a linear program when you're given all the costs and variables, but it's much more difficult when you have to try to identify and estimate them yourself.
If you had to speak to a college class of supply chain majors, what advice would you give them?
Get hands-on experience with the operations side of the business. When I first graduated, I wanted a more corporate-feeling job where I would be working in an office on a computer. Luckily, I had the opportunity to spend several months at a distribution center working with hourly associates and learning about the challenges they face every day. When many of your activities are analyzing data, building spreadsheets, and answering e-mails, it's really easy to forget that you're doing all of that so that your operation keeps running efficiently and your customers get their products.
Is there any area of study where you wish you had more knowledge or preparation?
Transportation. I had no idea how complicated it could be to ship something commercially. Especially when crossing borders, the cost and legal implications can be tremendous. I still feel I have a lot to learn in this area, but at least now I have a better appreciation for the complexity.
Where do you see yourself 10 years from now?
I'd love to be in a position that lets me grow, diversify, and leverage my supply chain experience but also puts me more into a leadership and mentoring role. There's so much happening now that could change the industry. I'm excited to be a part of supply chain's evolution and to provide guidance and advice to the next generation as my mentors have for me.
MENGXIAO (MICHELLE) ZHANG
Mengxiao, or "Michelle," Zhang currently works as a team lead in lean logistics and operations for the consulting and third-party logistics company LeanCor Supply Chain Group. In 2009 she graduated with a Bachelor of Engineering in logistics management from Lanzhou Jiaotong University in China. She then earned a master's degree in business logistics engineering at The Ohio State University in 2010.
Following graduation from Ohio State, she worked briefly for Saint-Gobain Autover before joining the LeanCor Supply Chain Group in 2011. At LeanCor, she has been involved in such areas as data analysis, vendor management and implementation, transportation management, and Lean/Six Sigma project management and problem solving.
Why did you go into supply chain management?
My major in college was logistics management, and I earned my master's degree in the Master in Business Logistics Engineering program at Ohio State. So working at a logistics company upon graduation was kind of expected. But the company I am working for, LeanCor, is not just a third-party logistics company. This company emphasizes understanding total logistics cost from a "supply chain value stream" point of view. ... As a LeanCor associate, I have been given the opportunity to work very closely with our customers' purchasing/sourcing, demand planning, warehousing, cross docking, and plant shipping and receiving departments. Working with them on a daily operational basis has helped me understand supply chain management better and more clearly.
Based on your own experience, do you have any advice for young professionals about how to succeed in supply chain management?
Young professionals, for the most part, lack experience. I have found that working in the industry and talking to people "at the gemba" (a Lean Management term that means "where the work is being done") to be the perfect way to gain experience and knowledge. Supply chain is such a huge area. It requires one to always be humble, patient, and still so that learning can happen, which then leads to practical understanding. These experiences will surely help us on our future career paths when we have more analytical or managerial roles. In these future roles, we will need to solve real problems or even develop a strategic plan. Because we were at the gemba, we learned, we understand, and we respect those who taught us.
Do you see any differences between supply chain management in China and the United States?
China is heavily relying on railway transportation; about 60 percent [of freight transportation is by rail]. Infrastructure development plays a very important role there. In the United States, road transportation has a larger market share, and the infrastructure was completed decades ago. In China, there is also a need for more government regulation and industry cooperation to help the market and companies in these fields improve and grow. There are so many small logistics companies in China running their businesses their own way. This creates issues and problems in a less-than-mature and less-developed industry.
I would say that the term "supply chain" is still new in China. But more companies have started focusing on understanding supply chain and the value stream point of view, rather than breaking things down into silos as they used to. Lean and Six Sigma have become more noticeable in recent years as more and more foreign companies are pushing this philosophy in their China divisions. This is how U.S. supply chain professionals can really offer some help. There are definitely opportunities in China for U.S. supply chain companies in training, education, and consulting.
Do you have any predictions about where the profession is headed in the next decade?
I would say our profession will rely more and more on technology in the next decade. ... [T]his trend and change is unstoppable and will only get stronger. In the past decade we've seen how new technologies such as WMS (warehouse management systems), ERP (enterprise resource planning) systems, MRP (manufacturing resource planning) systems, TMS (transportation management systems), and RFID (radio frequency identification) have changed the game. With the faster speed of new tech innovations, such as alternative fuels and 3-D printing, I am sure we will become even more dependent on technology. This, in turn, will help the whole industry to be more fast-paced and customer-centered, develop greater resiliency and flexibility, and be proactive in risk management.
Where do you see yourself 10 years from now?
Ten years from now, I hope to be a successful project manager and consultant who has a perfect understanding, solid knowledge, and sound hands-on experience of every aspect of the supply chain.
Additionally, I hope to develop in-depth knowledge of the six "Cornerstones," which is how CSCMP organizes and interprets these same concepts. With this knowledge and experience, I could be a great resource internally for my team and externally for my customers whenever they need advice or solutions for the challenges they're facing in their supply chain.
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.
Container flows at dozens of U.S. East Coast and Gulf Coast ports shuddered to a simultaneous stop this morning when dockworkers launched a promised strike over pay levels and job automation.
The action is affecting work at major locations such as New York/New Jersey, Savannah, Houston, Charleston, Norfolk, Miami, Baltimore, Philadelphia, New Orleans, Jacksonville, Boston, Mobile, Tampa, and Wilmington. That broad span of geographic locations will affect imports and exports for industries spanning retail, automotive, agriculture, food and beverage, and manufacturing, according to an analysis by Overhaul.
Those impacts are forecast to grow rapidly with each additional day the strike continues, since more than 100 vessels are estimated to arrive at the 36 affected ports this week alone, according to analysis by supply chain visibility provider Project44. The recovery from that backup could take some time, as some shippers estimate that for every one week of strike, it will take 4-6 weeks to fully recover, the firm said.
Because of the sudden stop, logistics providers today are quickly reaching out to shippers and other clients to plan for future cargo movements. Specifically, the strike immediately froze a range of work such as the movement of import and export containers and the loading and unloading of containers, according to German maritime transportation provider Hapag-Lloyd AG. “As a result of this situation, which is beyond our control, we will need to adjust our services or temporarily suspend operations as conditions evolve. Our priority remains the protection of your cargo during this period,” Hapag-Lloyd AG said in a note to shippers.
Despite those large impacts, the timeline is unclear for finding a resolution of negotiations between the union—the International Longshoremen’s Association (ILA)—and the port management group, United States Maritime Alliance (USMX).
Under those conditions, retail and manufacturing groups have renewed their calls for their White House to step in and force workers back on the job while negotiations resume.
One of those voices came the National Retail Federation (NRF). “NRF urges President Biden to use any and all available authority and tools — including use of the Taft-Hartley Act — to immediately restore operations at all impacted container ports, get the parties back to the negotiating table and ensure there are no further disruptions,” NRF President and CEO Matthew Shay said in a release. “A disruption of this scale during this pivotal moment in our nation’s economic recovery will have devastating consequences for American workers, their families and local communities. After more than two years of runaway inflationary pressures and in the midst of recovery from Hurricane Helene, this strike will result in further hardship for American families.”
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Flying Ship CEO Bill Peterson poses with a model of his unmanned ground-effect maritime cargo craft.
Perfect Planner, a cloud-based platform designed to streamline the material planning and replenishment process, and Flying Ship, an unmanned ground-effect maritime cargo craft, took home the second annual “3 V’s of Supply Chain Innovation Awards” tonight at the Council of Supply Chain Management Professionals (CSCMP) annual EDGE Conference in Nashville, Tennessee.
This awards contest is hosted by Supply Chain Xchange and 3 V’s framework creator and supply chain visionary Art Mesher. It serves to recognize those companies that have created technology or automation solutions that exemplify Mesher’s 3 V’s framework of “embracing variability, harnessing visibility, and competing with velocity.”
Business Innovation Award
Art Mesher, creator of the 3 V's Framework (left) and Rick Blasgen (right), former CSCMP President and CEO, present Tom Biel (center), CEO of Perfect Planner, with the 3 V's Business Innovation Award.
Susan Lacefield
Perfect Planner won the 3 V’s Business Innovation Award for its software solution that uses artificial intelligence to automatically generates daily "to-do lists" for material planners/buyers. All the “to-do’s” are ranked in order of criticality. The solution also uses advanced analytics to understand and address inventory shortages and surpluses.
The two other finalists for the Business Innovation Award were AutoScheduler AI, a predictive warehouse optimization platform, and Davinci Micro Fulfillment, which provides a micro fulfillment service out of a network for small distribution centers across the United States.
Best Overall Startup Award
Flying Ship was awarded the Best Overall Startup Award. The company has designed an unmanned flying ground-effect maritime vessel. Although the Flying Ship looks like a small aircraft or large drone, it is classified as a maritime vessel because it does not leave the air cushion over the waves, similar to a hovercraft.
According to Flying Ship CEO Bill Peterson, the craft is 75% less expensive than a traditional aircraft and “faster than anything on water.” The prototype has a wingspan of 6.5 feet and can be scaled up to deliver 10,000 pounds of freight to “anywhere with a coastline” using autonomous systems.
The other startup finalist included Arkestro, a predictive procurement orchestration solution, and Provision AI, an optimized replenishment and transportation scheduling solution.
On Monday morning at CSCMP’s 2024 EDGE Conference, Darcy MacClaren, chief revenue office, digital supply chain, at technology company SAP, lead a lively discussion with a panel of women supply chain leaders on how to recruit, retain, and empower future supply chain leaders.
Panelists included Cindy Cochovity, executive vice president of strategic development at software company FreightPath; Heather Dohrn, chief commercial officer at trucking company Dohrn Transfer Company; Jennifer Kobus, senior vice president of supply chain planning and operations at retailer Ulta Beauty; Ammie McAsey, senior vice president of customer distribution experience at pharmaceutical company McKesson; and Michelle Williams, a supply chain teacher at Clyde C. Miller Career Academy, a high school in St. Louis, Missouri.
Touching on more than just the challenges they faced in supply chain as women, the panelists spoke about creating “destination" companies—places where top talent can work, grow, and thrive. According to MacClaren, younger workers “want more than just competitive compensation—they want to feel appreciated, involved, and inspired. They seek a workplace with a strong, inclusive culture that aligns with their values, offers meaningful work, and provides an opportunity for growth and development.”
The panel covered an array of topics including how to inspire the next generation of talent, strategies for engaging and coaching young professionals, how to attract diversity, and how to address change management. In addition, they shared personal experiences that helped them achieve their leadership roles and ended with some key takeaways for the audience members.
Here’s a snapshot of action items from the discussion:
1. Ensure a diverse slate of candidates for open positions.
2. Leverage internal and external networks to find diverse candidates.
3. Nurture and mentor new hires to help them thrive.
4. Remain authentic, vulnerable, and transparent as a leader.
5. Advocate for yourself and your career progression, not just for your team.
6. Seek out mentors and advocates, especially other women in leadership positions.
7. Open doors and bring others in, regardless of your own position.
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Supply Chain Xchange Executive Editor Susan Lacefield moderates a panel discussion with Supply Chain Xchange's Outstanding Women in Supply Chain Award Winners (from left to right) Annette Danek-Akey, Sherry Harriman, Leslie O'Regan, and Ammie McAsey.
Supply Chain Xchange recognized four women who have made significant contributions to the supply chain management profession today with its second annual Outstanding Women in Supply Chain Award. The award winners include Annette Danek-Akey, Chief Supply Chain Officer at Barnes & Noble; Sherry Harriman, Senior Vice President of Logistics and Supply Chain for Academy Sports + Outdoors; Leslie O’Regan, Director of Product Management for DC Systems & 3PLs at American Eagle Outfitters; and Ammie McAsey, Senior Vice President of Customer Distribution Experience for McKesson’s U.S. Pharmaceutical division.
Throughout their careers, these four supply chain executive have demonstrated strategic thinking, innovative problem solving, and effective leadership as well as a commitment to giving back to the profession.
The awards were presented at the Council of Supply Chain Management Professionals (CSCMP) annual EDGE Conference in Nashville, Tenn. In addition to the awards presentation, the leaders discussed their leadership philosophies and career path during a panel discussion at the EDGE conference.