Rick Blasgen, President and CEO of the Council of Supply Chain Management Professionals, talks about the value CSCMP provides and invites supply chain professionals worldwide to join the organization.
The Council of Supply Chain Management Professionals (CSCMP) is your home for all things supply chain management. Headquartered in Lombard, Illinois, USA, CSCMP is the preeminent worldwide professional association dedicated to the advancement and dissemination of knowledge and research about supply chain management. With over 8,500 individual members and 115 corporate members representing nearly all industry sectors, governments, and academic institutions from 67 countries, CSCMP members are the leading practitioners and authorities in the fields of logistics and supply chain management.
Simply put, CSCMP is about "connecting, developing, and educating the world's logistics and supply chain management professionals."
CSCMP operates on a not-for-profit, self-supporting basis. An organization "by the discipline, for the discipline," we're volunteer-driven on many fronts. The organization is led by an elected group of officers, and our board of directors and committees are made up of dedicated professionals who willingly give of their time, their expertise, and their resources to help drive our community forward in countless ways. They, along with our staff, produce unbiased research and a plethora of publications and timely content, design and deliver our online and face-to-face educational and certification programs, develop and produce our conferences, and keep the organization current and relevant.
Many industry groups have advocacy arms and conduct lobbying efforts to support their agenda. We at CSCMP do not lobby; rather, we serve the community at large. We do not take political positions, yet we fight hard to influence both public and private opinion about the value of our field and what it does to elevate the world's standard of living. For example, I chair the Advisory Committee on Supply Chain Competitiveness for the U.S. Department of Commerce. CSCMP also publishes the annual "State of Logistics Report," the definitive and widely read study of logistics costs and trends in the United States.
Person to person
CSCMP offers many other valuable programs and resources, and you can learn about them at cscmp.org. But I'd like to talk now about some of the other ways the organization provides value to you, your team, your company, or your institution.
As befits a global organization, CSCMP is open to all and serves individuals representing a wide variety of geographic, experiential, and educational backgrounds. We work hard to ensure that the organization develops the diversity of its members, and that both the organization and its members benefit from that diversity. Our goal is an enthusiastic membership that views interactions with CSCMP as a true partnership that is professionally and personally fulfilling.
One of CSCMP's primary "value propositions," if you will, is that our members come together to share insights into the latest supply chain management trends, best practices, opportunities, and challenges. There are so many ways we, as a professional society, are able to connect members who can help each other. For example, I recall receiving a request from a member in Europe who needed some information about rail freight activity. He asked if I knew of anyone who might help. I connected him with another of our members who had the exact expertise needed. The European member later called to tell me that the connection had played out perfectly: He had not only gotten valuable information from the discussion, but his company also had hired the rail expert.
We have many similar examples of how our organization connects people who can share knowledge and information. I'm proud of our members' willingness and commitment to take a call, provide advice or feedback, deliver a solution to a problem, or make an introduction to another CSCMP member. The unwavering attention given by busy people to those in need in our community is remarkable and worthy of applause.
Today it's easy to use the Internet to conduct research and to use social media like LinkedIn to connect with people. I understand the value that social media provides. But when you need more than a name and a job history on a website, when you need a referral to a fellow member with the right knowledge and experience who is willing to advise you or a vetted connection through a trusted colleague, that's when our association's broad and deep resources can make all the difference. We know who can help and how to bring you together.
We recognize that for logistics and supply chain professionals, resources like time and money for professional development and education are increasingly limited. But we encourage you—and your company—to view membership in CSCMP not just as something that provides benefits for an individual (although it certainly does that) but also as a long-term investment in developing critical knowledge within the discipline, supporting academic programs, encouraging students' interest in the field, producing valuable research and publications, and bringing supply chain knowledge into the boardroom. Companies that support the organization financially and by giving their employees the resources to participate on committees and to attend the annual conference and local roundtable meetings will reap great benefits for themselves while supporting the development of the discipline. Supply chain excellence is firmly established as a critical competitive advantage, so supporting the development of supply chain leaders makes good business sense.
It's our responsibility to ensure that our members and prospective members know we're working hard for them and delivering value for their hard-earned membership dollars. In fact, the proceeds from memberships, conference registrations, and fees for certifications, educational programs, and publications all make it possible for CSCMP to continue to connect, develop, and educate the world's current and future logistics and supply chain professionals.
We hope you will consider becoming a member of the Council of Supply Chain Management Professionals and supporting this dedicated group of logistics and supply chain professionals. Membership and contact information as well as details about our many programs and services are available at cscmp.org. I look forward to hearing from you.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Inclusive procurement practices can fuel economic growth and create jobs worldwide through increased partnerships with small and diverse suppliers, according to a study from the Illinois firm Supplier.io.
The firm’s “2024 Supplier Diversity Economic Impact Report” found that $168 billion spent directly with those suppliers generated a total economic impact of $303 billion. That analysis can help supplier diversity managers and chief procurement officers implement programs that grow diversity spend, improve supply chain competitiveness, and increase brand value, the firm said.
The companies featured in Supplier.io’s report collectively supported more than 710,000 direct jobs and contributed $60 billion in direct wages through their investments in small and diverse suppliers. According to the analysis, those purchases created a ripple effect, supporting over 1.4 million jobs and driving $105 billion in total income when factoring in direct, indirect, and induced economic impacts.
“At Supplier.io, we believe that empowering businesses with advanced supplier intelligence not only enhances their operational resilience but also significantly mitigates risks,” Aylin Basom, CEO of Supplier.io, said in a release. “Our platform provides critical insights that drive efficiency and innovation, enabling companies to find and invest in small and diverse suppliers. This approach helps build stronger, more reliable supply chains.”
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.
That percentage is even greater than the 13.21% of total retail sales that were returned. Measured in dollars, returns (including both legitimate and fraudulent) last year reached $685 billion out of the $5.19 trillion in total retail sales.
“It’s clear why retailers want to limit bad actors that exhibit fraudulent and abusive returns behavior, but the reality is that they are finding stricter returns policies are not reducing the returns fraud they face,” Michael Osborne, CEO of Appriss Retail, said in a release.
Specifically, the report lists the leading types of returns fraud and abuse reported by retailers in 2024, including findings that:
60% of retailers surveyed reported incidents of “wardrobing,” or the act of consumers buying an item, using the merchandise, and then returning it.
55% cited cases of returning an item obtained through fraudulent or stolen tender, such as stolen credit cards, counterfeit bills, gift cards obtained through fraudulent means or fraudulent checks.
48% of retailers faced occurrences of returning stolen merchandise.
Together, those statistics show that the problem remains prevalent despite growing efforts by retailers to curb retail returns fraud through stricter returns policies, while still offering a sufficiently open returns policy to keep customers loyal, they said.
“Returns are a significant cost for retailers, and the rise of online shopping could increase this trend,” Kevin Mahoney, managing director, retail, Deloitte Consulting LLP, said. “As retailers implement policies to address this issue, they should avoid negatively affecting customer loyalty and retention. Effective policies should reduce losses for the retailer while minimally impacting the customer experience. This approach can be crucial for long-term success.”