GOODQUESTION
THE BELIEF THAT SCALABILITY REQUIRES MASSIVE FLEETS. E ciency and reach are increasingly achieved through
Globalization as We Know It: Defunct
innovative logistics models, tapping into underutilized resources for rapid, sustainable delivery solutions. –Dennis Moon COO, Roadie CONSIDERING IN-PERSON MEETINGS SUPERFLUOUS. Virtual meetings have their benefits, but experience has shown me the vital benefits of personal, face-to-face interactions for supply chain business reviews, onboarding, and more. –Art Van Der Stuyf Director of Supply Chain Strategy, iGPS Logistics THINKING SUSTAINABILITY AND EFFICIENCY ARE MUTUALLY EXCLUSIVE. Modern supply chain platforms have proven that, by implementing responsible practices, retail businesses can actually enhance e ciency, reducing costs and lead times as they markedly improve their brand image with customers. –Lilian Bories Chief Marketing Ocer, TradeBeyond FOCUSING ON COST REDUCTION as the main driver of competitiveness. Companies made decisions based solely on minimizing costs, even at the expense of quality and reliability. Ironically, this often led to higher costs in the long run. –Alan Silberstein Co-founder, ShipLab TRANSACTIONALLY MANAGING SUPPLIER RELATIONS. Transacting is necessary, but it is no longer the relationship’s basis. Collaboration is. Today, we need suppliers more than ever. We need their best work, ideas, products, and information. A transactional mindset brings friction. –Costas Xyloyiannis CEO, HICX THE PAPER BILL OF LADING (BOL). In this day and age, the inability to decipher what is on a
Long-established constructs of global supply chains are inadequate, vulnerable, and fragile, as the pandemic revealed.
The U.S. government has historically operated under the assumption that global supply constructs were e cient and in need of little oversight. After 2020, this posture is dead and the current focus is to move policy toward the re-engineering of industry constructs. –Je Wells Chief Visionary Ocer, Metrc The norms of supply chain globalization are no longer viable. Taris, regulations, geopolitics, and logistics costs have altered the landscape. In response, global companies have adopted a hybrid of regional and global models, embracing a mix of nearshoring, technology, cost eectiveness, sustainability, labor access, and regulation compliance. –Vincent Cellard VP, Procurement, Flex The days of “easy globalization” are over. Don’t get me wrong: Supply chains will remain inherently global, but virtually every aspect of strategic sourcing, making, moving, and selling is now permanently more complex and di cult than a decade ago and requires dierent practices. –John Lash Group Vice President, Product Strategy, e2open
BLOCKCHAIN USE IN THIRD-PARTY LOGISTICS. High implementation costs, scalability headwinds, and lack of clear ROI have led to minimal adoption. –Sean Gill Vice President, Business Solutions, Arrive Logistics SINGLE SOURCING. The disruptions of 2020-2023 showed this strategy carries significant risk. Multi-sourcing is complex to manage manually, but AI and advanced analytics have put it in reach of even the mid-market. –Brian Rainboth CEO, SYSPRO Americas
pallet, in a case, or on a truck is a non- negotiable. And using paper creates waste. I hope one day to not see paper flying around. –Ann Marie Jonkman Vice President, Global Industry Strategy, Blue Yonder MANUALLY COLLECTING AND MANAGING DATA. This is no longer sustainable as production chains grow increasingly complex. Tracking all necessary data points is nearly impossible to do in real time and is further complicated by the need to share information between dierent departments and locations. –Katrina Duck Enterprise Account Executive Inspectorio
Answer upcoming Good Questions at: www.inboundlogistics.com/good-question We’ll feature some responses.
July 2024 • Inbound Logistics 15
Powered by FlippingBook