GOODQUESTION
Understanding this will make you more adaptable to change. –Stephen Dombroski Director of Consumer Markets, QAD
Fallacy: Humans Will Be Supplanted
☒ BLAMING THE SUPPLY CHAIN for products not being
People will become less important with increasing automation and AI in the supply chain. While technology boosts efficiency, it cannot replace the unique human skills necessary for collaboration and strategic decision- making. An optimal supply chain requires a balance of both technology and human expertise. –Mike Trudeau Executive Vice President, Business Development, Montway Auto Transport Digitalization replaces human expertise. While technology does enhance decision-making, the human touch remains crucial for tackling disruptions and maintaining partnerships. Digitalization doesn’t negate the need for human skills; it complements them. –Fernando Correa CEO/Co-Founder, Cargobot
delivered on time and timelines being delayed. This is a cop out. It’s easier to place blame instead of understanding the requirements for the supply chain to flow correctly. –Chip Barth Managing Director, Global Supply Chain Practice, TBM Consulting ☒ YOU NEED TO BE AN EXPERT IN SUPPLY CHAIN. In a recent piece of research every interview started with “I’m not an expert on supply chain,” yet what followed was a rich discussion that often ran over time. Start a conversation with a team you don’t normally talk with.
☒ DISRUPTION IS AN ABERRATION. It’s a state of mind. Agility isn’t something that happens just once or twice a year or when a crisis hits. It’s an ongoing capability and it’s business critical. The era of “this is how we do things, no need to adjust” doesn’t exist anymore. –Tony Pelli Practice Director, Supply Chain Security & Resilience, BSI ☒ COMPANIES’ SUPPLY CHAIN CHALLENGES ARE UNIQUE. We all face similar issues. By connecting and discussing our shared challenges, we open the door to collaborative problem-solving and can create shared value. Partnership and transparency are essential to building a smarter, more sustainable supply network. –Dan Ahrens Director, Customer Solutions, CHEP
may tell us we aren’t experiencing disruption based on measures of stock, we also need to look at logistics indicators like the Baltic Dry Index and the Shanghai Containerized Freight Index (SCFI). Also, container imports and exports, and purchase, producer, and manufacturing indices. –Gordon Donovan Global Vice President Research SAP Procurement and Supply ☒ THE SHORTAGE OF TRUCK DRIVERS IS A SYSTEMIC ISSUE. This is just not the case. What we have seen are temporary fluctuations in capacity based on the demand for shipped goods vs. the supply of trucks available, often due to drivers leaving or entering based on the strength of the market. –Eric Masotti President of Logistics Trailer Bridge
–Anthony Monaghan Transportation Leader, WTW
☒ A “LIGHTS OUT” SUPPLY CHAIN. The value technology can bring is not to eliminate humans but elevate them, by automating the obvious and minimizing the mundane, so people are freed to work on higher- order, complex problems requiring contextual understanding and judgment.
–Polly Mitchell-Guthrie VP, Industry Outreach and Thought Leadership, Kinaxis
☒ PRESSING PAUSE ON INNOVATION and continuous
improvement in a down market. This can actually be an opportune time to take action for the future. A company’s budget may not currently support launching new sites or fully automating an existing site, but there are lower- cost options to remove bottlenecks and improve operational efficiencies. –Bryan Perkins Senior Vice President, Engineering Tompkins Solutions ☒ SUPPLY CHAIN DISRUPTION CAN BE MEASURED just by looking at the amount of stock in the supply chain. While volatility matrices
Have a great answer to a good question? Be sure to participate next month. We want to know: How would you complete this sentence? Supply chain professionals would make great ________.
We’ll publish some answers. Tell us at: www.inboundlogistics.com/good-question
March 2024 • Inbound Logistics 7
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