Volume 7 (2024-25)

The evolution of integrated global value chains of interacting customers, vendors and other counterparties has been accelerated in modern times in ways that are at times well understood and at other times surprising, creating both unprecedented opportunity and ominous existential risk. Recent supply chain disruptions have been exacerbated by the phenomenon of ongoing unexpected or poorly anticipated events that disrupt prior efforts to restore stability, causing a sort of disrupted disruption that is pernicious and extremely difficult to address. This paper presents a framework for considering response to disruption, ideas for adoption of artificial intelligence (AI) and related technology, and approaches to leadership mindsets that are valuable in creating resilient organisational approaches to ongoing disruption. The interconnectedness of enterprise systems, especially in the context of the Internet of Things (IoT), autonomous devices and related technologies, has brought about a presumption that systems and processes are connected within and among industries. Blockchain, ubiquitously discoverable and low-cost or free Internet-based services, and the overall democratisation of data and technology have contributed to the interconnected nature of integrated value chains. Against this backdrop of interconnectedness, there have been ongoing sources of disruption that suggest significant challenges to organisational resilience. These disruptions affect cost of goods, time to deliver products and services, resource availability and present challenges to a shifting and complex regulatory environment. Global pandemic, nation-state activities, large-scale cyberattacks and poorly anticipated use and misuse of emerging AI capabilities have all contributed to disruption in industries that was in many instances poorly anticipated and enabling of extreme existential threat. The effects of responding to disruption, and having those responses interrupted by yet other disruption that occurs during the original response, has produced at times poorly executed efforts, loss of opportunity and increased exposure to various risks. The challenge for leaders in modern integrated value chains is to know enough to be appropriate early responders and thus maximise organisational benefit, while meeting the new challenges presented by the ongoing climate of disruption. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: artificial intelligence; AI; generative AI; responsible AI; technology disruption; data science; supply chain; value chain; risk; Internet of Things; malfeasance; cyberthreats; anomaly detection; behavioural analytics; fraud; governance

Opaque supply chains are a liability, especially for businesses that want to maintain their brand integrity, adhere to regulations and stabilise their investments. It is no longer profitable or ethical for supply chain owners to remain in the dark about the locations and operations of their multiple tiers of suppliers. Reputable brands, financial institutions and regulators are pushing for more transparency in each step of the value chain to safeguard regional resources and ensure business continuity. These organisations have established that location intelligence is the foundation for transparency, as the verification of links in a supply chain begins with where a product starts its journey as a raw material. That is why a group of location-based industries and major goods producers formed the Supply Chain Data Partnership, which has developed a proof-of-concept verification process and registry for increasing the end-to-end transparency of global supply chains. Modern geographic information system (GIS) technology and ample availability of satellite imagery make it possible to partially verify locations in a less costly and more efficient manner, as well as maintain and monitor those verifications in a secure independent registry. The business incentive for a supplier to participate in such a verification process is their ability to obtain a unique label or stamp that serves as proof of independent verification to meet growing buyer demands for transparency. The label or stamp would be theirs to use for marketing purposes and to attach on goods in a radio-frequency identification (RFID) tag or barcode. A supplier could also use the label or stamp to attract new business from supply chain owners seeking verified suppliers. Ultimately, the label or stamp would be a contribution to a finished product’s digital passport, a traceability measure that will soon be mandated for goods sold inside the European Union (EU) and may be mandated elsewhere in the future. This paper discusses the Supply Chain Data Partnership’s endeavour to create a location verification process and registry to promote supply chain transparency. The paper presents the results of a proof of concept focused on soybeans, then discusses the potential positive impact of adopting these processes and tools. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: visibility; transparency; location; verification; geospatial technology; spatial analysis; GIS

Leading organisations around the world are engaging in sustainable procurement and supply chain practices. From Seattle to London, programmes and policies are being established that truly set the standard for their peers. These include the adoption of legislation that establishes minimum standards, participation goals and even preferences for sustainable products. Public and private sector professionals alike are acknowledging the key elements of sustainability, which include environmental, social and economic. The opportunities to create social value through the procurement process are endless. With government buyers in the USA accounting for around 15 per cent of gross domestic product (GDP),1 the power of public procurement should not be underestimated. Similarly, Germany (18 per cent) and UK (16 per cent) procurement professionals have a great impact on their respective economies. According to Harland, organisational goals such as promoting social programmes, delivering environmental sustainability and achieving economic development can all be met through the efforts of public procurement.2 A survey of peer practices around the world can provide a glimpse of what is possible today with sustainable procurement. Opportunities for advancement in this area will continue to present themselves in the future, with only the desire and creativity of an organisation serving as a barrier. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: sustainability; sustainable procurement; green purchasing; public procurement; sustainable supply chains

Bringing a new supply chain innovation to market is a collaborative effort, and any discord between partners can doom the product months or years before it reaches the market. Our industry needs a map for how internal and external collaborations can work together to ensure harmony throughout development and increase their technology’s chance of success. This paper offers a potential collaborative innovation model supply chain professionals could follow to improve their approach to these partnerships. It looks specifically at the roles played by two groups: innovators — any party within a supply chain-focused or adjacent organisation responsible for uncovering new efficiencies for their own operations or those of their customers; and partners — any party looking for, or proposing a solution to, a pressing supply chain challenge. The paper provides a roadmap for these groups to achieve alignment before the project begins, remain focused during development, and apply the lessons learned throughout the process to future innovations. Finally, it offers an example of the proposed model in action. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: Innovation; technology; artificial intelligence; automation; collaboration; R&D

Supply chains are increasingly becoming integrated to address new opportunities and growth while continuously being threatened by complex challenges. Companies can leverage resiliency, leagility and sustainability (RLS) capabilities to address these consequential issues. In this context, supply chain resiliency is the ability to continue operations in the face of a supply chain disruption. Leagility is the combination of lean and agility concepts and refers to the speed of changing directions and the practices of improving operational efficiency and effectiveness by eliminating waste. Sustainability is the management of a company’s supply chain effect on environmental, social and economic issues. Opportunities exist for companies to view these three capabilities as related and complementary and to evaluate how they can improve their business performance. In the context of supply chain management, this paper will define RLS, present an organisational construct for providing supply chain context, and give examples of how companies can leverage RLS to mitigate risks, capture opportunities and create a competitive advantage. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: 3Ps; resiliency; leagility; sustainability (RLS); scope emissions; triple bottom line (TBL); viable supply chain (VSC)

The maritime economy is facing major challenges. The International Maritime Organisation’s (IMO) newly defined regulations place high demands on an industry that has long rested on being the most environmentally friendly transport mode (in terms of carbon dioxide emission per tonnekilometre). But times have changed. Nowadays we have an increasing demand from stakeholders for real sustainable business solutions and also an equally growing desire for transparency. Due to these regulations and increasing expectations regarding environmental standards, the problem of greenwashing, the practice of conveying misleading information about the environmental friendliness of a product or service, has risen. The maritime industry is, as many other industries, vulnerable to these practices. This paper contextualises the relevance of greenwashing in the maritime industry and establishes an imperative for an artificial intelligence (AI)-driven approach to combat greenwashing through a comprehensive theoretical and practical framework. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: artificial intelligence; AI; greenwashing; maritime industry; pollution caused by ships; net zero

Global supply chain disruption shows no signs of slowing down. In recent years, international organisations such as Bayer Crop Science have juggled cost instability, distribution bottlenecks, escalating fuel costs and other macro factors that are buffeting global logistics. To stay in front of these challenges and deliver exceptional customer service, Bayer initiated a worldwide digital transformation. Primarily intended to transition to a state-of-the-art transportation management system (TMS), Bayer deployed Blue Yonder’s TMS across more than 65 countries, replacing disparate tools, outdated legacy systems and manual processes forced to manage an increasingly complex logistics network. While the initial transformation saw a 3–5 per cent improvement in overall transportation spend, a 7 per cent increase in asset utilisation, a decrease in environmental impacts and a major cultural change, Bayer transportation leaders realised that the expected return on investment (ROI) was not being sustained over time as inevitable changes to the supply chain occurred. As a result, Bayer leadership sought the input and guidance of Ernst & Young LLP (EY), a veteran of numerous global digital transformations with deep experience in the complications, rigours and demands of volatile supply chains. Together, Bayer and EY teams built a framework leveraging three strategies to drive greater ROI for Bayer and any other supply chain operator seeking improved efficiencies. This paper details the strategies and approach taken. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: logistics digitalisation; transportation management; warehouse management; digital transformation; supply chain volatility; artificial intelligence; machine learning; supply chain autonomy

Autonomous planning provides supply chain organisations with higher-quality plans and decisions, increased agility and scalability. Many organisations, however, struggle to achieve these benefits due to misunderstanding of the capabilities required to plan autonomously, lack of vision and strategy, poor stakeholder alignment and resistance within the planning organisation. This paper introduces a definition framework for autonomous planning and provides a practical approach to maturing autonomous planning capabilities. This seven-step process is grounded in the successful autonomous planning journey of Micron Technology.
Keywords: autonomous planning; transformation; adoption; innovation; supply chain

This paper provides a playbook for sourcing analytics, that is, exploring and selecting suppliers globally for critical components using analytics and publicly available data. The practitioners’ playbook presents a step-by-step procedure, from defining supplier selection criteria that match the company’s strategic goal, to supplier intelligence for identifying potential suppliers globally, bargaining power analysis for measuring leverage and supplier benchmarking for comparing and selecting the suppliers that best meet the criteria. We showcase the application of this playbook through the example of central processing unit (CPU) sourcing for Apple’s iPhone.
Keywords: sourcing analytics; supplier exploration; supplier selection; data analytics; data visualisation; playbook; supplier intelligence; bargaining power analysis; supplier benchmarking

Digitisation and automation are driving a paradigm shift towards autonomous supply chains, where intelligent systems orchestrate end-to-end processes with minimal human intervention. This paper explores the concept of the autonomous supply chain, its potential benefits and the challenges associated with its realisation. By examining the roles of cognitive planning, strategic sourcing, procurement, manufacturing, warehousing and logistics, the paper envisions a future where machines manage machines, leveraging artificial intelligence (AI), machine learning (ML) and advanced analytics. This transition, however, raises critical considerations around governance, performance measurement, human capital and environmental sustainability. Through industry examples, the paper focuses on the partnerships, standards and technological infrastructure required to navigate the path towards autonomous supply chain operations. Ultimately, the paper contributes to the discourse on the transformative potential and responsible development of self-driving supply chains.
Keywords: autonomous supply chains; cognitive planning; digital waste; environmental sustainability

This paper makes the case for open innovation as an approach that can drive significant value for supply chain organisations. In contrast to traditional innovation, which tends to unfold behind closed doors, open innovation leads to new products, services and operating models as the result of collaboration and co-creation between an organisation and its partners. Drawing from survey research of 1,100 C-suite executives carried out by the American Productivity & Quality Center and the IBM Institute for Business Value (IBV), the paper explores leading practices for how organisations can: 1) drive strategic alignment and collaborative culture; 2) measure open innovation process maturity, outcomes and return on investment (ROI); 3) invest in roles, skills and tools for open innovation; and 4) align processes with open innovation. Building a thriving open innovation ecosystem requires thoughtful investments from both organisations and ecosystem partners, but the payoff can be substantial. Organisations with mature open innovation practices see significantly better business outcomes than their peers, including higher ROI from their innovation efforts, faster time to market and higher revenue growth.
Keywords: open innovation ecosystems; transformation and innovation; supplier management/relationships

The importance of capacity analysis in the supply chain of any major corporation cannot be overstated. Any systems integrator (whose core competency is assembling the final product) is reliant upon its suppliers to provide good parts on time in order to meet production schedules and satisfy customer demand. This is of particular importance with Lean manufacturing systems and ‘just in time’ delivery systems. It is also of critical importance due to the observed ‘bullwhip’ effect and supply chain disruptions that still occur during the post-COVID-19 era. It is not uncommon to find that more than 80 per cent of the piece parts required for end item fabrication come from the supply chain. In addition, production schedules often follow a steep ramp for emerging technologies. Ensuring that your supply chain has the required amount of ramped capacity is critical to the success of the overall enterprise (inclusive of prime contractor, supplier, sub-tier suppliers). Fundamental concepts will be presented and demonstrated in examples. This paper will discuss supplier capacity analysis not only from a capacity modelling and simulation standpoint, but also some of the intricacies and interactions associated with supply chain design, business case analysis, lean manufacturing principles, supermarket inventories, human capacity considerations, hidden factory effects1 and the realised manufacturing yield impact on supplier capacity.
Keywords: Monte Carlo simulation; process capability; theory of constraints; capacity analysis; industry; hidden factory; discrete event simulation; hours per unit; span; takt; human capacity; strategic inventory; supermarket

Driver retention is an enormous challenge for companies such as logistics service providers and distribution companies. There is a big shortage of drivers in the market, which forces companies to compete for this scarce resource.1,2 One method to hire and retain drivers is to increase driver wages, but this is challenging in a market with low margins and heavy competition. Therefore, this paper reflects on alternative ways to increase driver satisfaction, which affords companies a unique competitive advantage to retain existing drivers or attract new, young drivers. It shows how driver satisfaction can be considered in supply chain planning: it can be modelled such that the driver’s needs and wishes can be included into operational and tactical planning decisions. These needs differ per industry, whereas personalisation plays a crucial role as well. The paper elaborates on how increasing driver satisfaction may have an impact on operational efficiency and shows that with only a slight increase in operational costs, substantial steps can be taken to create plans that are perceived as ‘better’ by the drivers. Balancing between costs, sustainability, driver satisfaction and other objectives is becoming increasingly important and requires a multi-objective approach. This paper describes such a new optimum approach and gives examples of how this can be implemented in practice.
Keywords: multi-objective; vehicle routing problem; driver retention; driver satisfaction; supply chain planning

In today’s fiercely competitive and rapidly evolving business landscape, organisations are under constant pressure to meet and exceed customer expectations. While product quality remains a critical factor in determining customer satisfaction, the ability to consistently deliver the right product, at the right place, in the right quantity, and at the right time has emerged as an equally crucial differentiator. Poor delivery performance can lead to a host of negative consequences, including lost business, damaged reputation and decreased market share. To address this challenge, organisations must recognise the vital role that well-defined and structured supply chain management processes play in driving delivery performance excellence. By aligning these processes with established quality management principles and leveraging advanced technology, organisations can unlock the full potential of their supply chain, ensuring on time/every time delivery performance as well as fostering cross-functional collaboration, enhancing operational efficiency and ultimately, improving customer satisfaction. This paper aims to provide a comprehensive roadmap for organisations seeking to enhance their delivery performance by recognising essential supply chain requirements and their related processes and ensuring integration of these into their operational culture. Although this roadmap was developed based on the automotive industry, these essential supply chain requirements and related processes have proven to be equally applicable across other industry sectors including life sciences, industrial and consumer products. By adopting this holistic approach to delivery performance, organisations can break down silos among critical operating functions and leverage technology solutions to position themselves to continuously achieve customer satisfaction in an increasingly complex and dynamic business environment.
Keywords: supply chain management; quality management; supply chain; MMOG/LE; IATF 16949; ISO 9001; delivery performance; customer satisfaction

Global transportation and logistics is an essential supply chain function in the 21st century. Enterprises must do well to perform or procure this function to achieve other objectives of their supply chain strategy. No sourcing of raw materials, finished goods, inventory management or customer delivery can occur without transportation and logistics. Variance due to the practical risk of loss or damage as goods transit broad geographies is one of the greatest challenges in effectively doing so. For example, harm to goods while in transit directly affects inventory levels as well as production and sale capacity. This paper examines the dominant international conventions for multimodal traffic and comparative US laws for variance in potential monetary recovery in cargo claims. It concludes with a concise summary of those liability regimes together with the contracting practices that often assist in managing global procurement across disparate international laws.
Keywords: transportation; logistics; international law; cargo claims; carrier liability; master services agreement (MSA)

Traditionally, there have been three aspects associated with retail returns management: 1) returns avoidance; 2) processing returned products; and 3) disposal of returned items from a retailer’s supply chain, at which point retailers generally consider the transaction has reached a conclusion for that individual product. An often overlooked fourth aspect, however, is around the environmental cost of retail returns, specifically the carbon footprint generated from moving returned products through second life retail distribution channels. This paper examines the case of returned general merchandise retail products — in particular, a UK reverse supply chain for homewares, furniture, white goods and other non-apparel items. It focuses on investigating the environmental cost by determining how much CO2 is created during the return transport processes until a product is retained by a customer and not returned again. Two disposition routes for unwanted retail stock items are examined in detail: first, the more desirable option of premium processing and resale of returned or unwanted items; and second, resale of items that are beyond economic repair through an auction house. The case study presented determines the CO2 emissions generated for each disposition route and highlights the inefficiencies that arise from the fragmented transportation of items sold via the auction house that lead to significantly increased carbon emissions.
Keywords: retail returns; CO2 emissions; circular economy; sustainability; reverse supply chain; carbon footprint

This paper explores the critical role of supply chain management (SCM) in transforming mechanistic business models to adapt to the evolving business landscape. It emphasises the importance of this transformation for fostering a more adaptive and innovative organisational culture. SCM serves as a catalyst for change by promoting agility, collaboration and responsiveness throughout the organisation. By integrating SCM principles into strategic decision-making processes, organisations can break away from rigid structures and embrace flexibility and adaptability, as well as common ethical goals. This shift in approach not only enhances operational efficiency but also shapes organisational culture, fostering traits such as innovation, risk taking and customercentricity. Through effective SCM practices, organisations can create a culture that values continuous improvement, embraces change and prioritises customer satisfaction. Ultimately, the paper highlights how leveraging supply chain management as a driver of cultural transformation empowers organisations to thrive in a dynamic and uncertain future, through an inclusive leadership.
Keywords: supply chain management; culture transformation; organisational change; mechanistic models; organic models; leadership; inclusivity; innovation; business models; business

Driven by the rise of Big Data and improvements in computational power, artificial intelligence (AI) solutions are transforming entire industries, including their supply chains. These technologies can leverage the collection of data across a wide variety of supply chain sources, bringing optimisations to everything from customer engagement to business intelligence, but they are not without risks. The process of implementing AI into supply chain management practices can easily lead to noncompliance without a robust data governance strategy at a company level. In order to mitigate these risks, as well as ensure standards of safety and quality, a critical examination of all AI technologies across their entire life cycle is required. This paper serves to outline recent developments in AI technology and how they have been implemented in supply chain management across industries. The risks of implementing AI solutions in the supply chain are discussed through case studies as well as recent litigation involving breaches of data privacy laws, licensing agreements and other liability stemming from inappropriate use of AI technologies. A summary of the current state of AI law and policy in the US and European Union (EU) serves as a basis for recommendations for adoption of responsible AI practices. Through the establishment of AI governance frameworks that assess risks at all stages of the implementation process, AI solutions can be designed and implemented that are reliable, secure and resilient.
Keywords: artificial intelligence; supply chain; legal compliance; AI legislation

Demand planning is the process of forecasting and influencing customer demand for products and services. It is essential for optimising business performance, reducing costs and driving results. Many organisations, however, manage demand reactively, responding to changes in demand at or after the point they have been detected. A reactive approach to demand planning can put organisations at a disadvantage, both in terms of capitalising on opportunities in a timely manner to create competitive advantage or putting actions in place to mitigate risks that are core to organisational performance. This paper proposes that a proactive approach to demand planning, leveraging advanced analytics, artificial intelligence (AI) and collaborative platforms, can identify future scenarios and enable faster and better decision making.
Keywords: demand prediction; AI; pricing automation; business strategy; forecasting

The essence of any business is flow. The flow of materials and/or services from suppliers — perhaps through multiple manufacturing plants and then through delivery channels to customers. The flow of information to all parties about what is planned and required, what is happening, what has happened and what should happen. The flow of cash returns from the market to the organisation and through to the suppliers. This paper makes a critical connection between the concept of flow and the material requirements planning (MRP) inputs, processing logic and assumptions and introduces a necessary change in processing logic to address the challenges companies experience today. The true purpose of planning — to promote and protect the flow of relevant information and materials — was the driving purpose behind the development of MRP. Throughout this planning and information system evolution, MRP’s basic requirements, assumptions and processing logic have remained unchanged. Despite newer and more powerful planning, and control applications powered by cloud-based infrastructure, the basic approaches to planning manufactured and purchased items have remained largely a constant since the 1960s. This paper proposes an innovative pragmatic proven methodology that enables a company to successfully sense and adapt to changes in the volatility, uncertainty, complexity and ambiguity (VUCA) world.
Keywords: flow; demand driven; DDMRP; planning; VUCA world; decoupling

A wide gap exists between leadership and innovation, which ultimately affects a company’s return on investment (ROI) potential. Research shows that organisational structures and processes alone are not the solution. This paper explains how a hybrid organisational structure combined with the cultivation of an innovative environment and upskilling employees with domain knowledge and technical skills can bridge the gap between leadership and innovation to maximise the ROI. By providing a step-by-step framework, companies can use this paper as a guide for large business transformations. Additionally, the paper highlights the importance for leaders to shift mindsets to cultivate an innovative environment, because the previous culture set in place was built for an entirely different structure. The selection of team leaders at the business unit level is just as important as selecting the right software applications and processes. The paper concludes by stating the importance of domain knowledge and technical skills focused on team leads who possess both to bridge the gap between leadership and innovation.
Keywords: innovation; leadership; restructuring; return on investment; ROI; company culture; domain knowledge

This paper analyses how demand planning in supply chain management is changing through the use of data-driven methods. It emphasises the need to move from traditional, reactive strategies to proactive, data-centric approaches that can predict trends, respond to changes and make informed decisions quickly. It starts by outlining a common supply chain challenge and stressing the importance of agility and responsiveness in demand planning. The paper also points out the drawbacks of manual forecasting and the advantages of using advanced analytics, artificial intelligence (AI) and real-time data to enhance forecasting accuracy and operational efficiency. Readers will gain insights into the key components of data-driven demand planning, including the integration of various data sources, the application of machine learning (ML) for accurate forecasting and the strategic implementation of exception-based management (EBM). Practical examples, such as automating forecast phasing and utilising suppliers, inputs, process, outputs and customers (SIPOC) process architecture, demonstrate how technology and human expertise can collaboratively enhance demand planning processes. By delving into the synergy between automation and human insight, the paper emphasises the balanced approach needed for effective demand planning. It also introduces unconventional forecasting methods like probabilistic forecasting and reinforcement learning, providing readers with a comprehensive understanding of advanced forecasting techniques. Overall, readers can expect to learn how to implement data-driven strategies to achieve improved forecast accuracy, optimised inventory levels, enhanced customer satisfaction, increased profitability and greater business agility. This knowledge equips supply chain professionals with the tools to navigate the complexities of modern supply chain management and drive continuous improvement in their organisations.
Keywords: data; forecasting; analytics; agility; automation; efficiency; data-driven demand planning; supply chain agility; forecasting accuracy; advanced analytics; exception-based management; automation in demand planning

Artificial intelligence (AI) in global trade compliance is evolving rapidly, notably in classification, with the potential to unlock productivity, expand expertise and improve speed, reliability and accuracy. Due to its potential, AI is met with high expectations and sometimes apprehension, as there is a lot of uncertainty about what constitutes AI and how it will affect global trade stakeholders. The aim of this paper is to demonstrate how AI will likely affect customs agencies, importers/exporters, service providers and compliance managers. By using examples and case studies, the paper explains: 1) the role of AI expert systems (ES) that use machine learning (ML) and natural language processing (NLP); 2) AI’s potential and limitations in sourcing compliance knowledge for streamlining and automating global trade compliance activities; 3) the importance of upskilling compliance managers and compliance teams to successfully deploy AI, mitigate risks and better manage the global trade compliance process; and 4) our six steps for successfully implementing AI in your global trade compliance department. You will learn how AI can be valuable in performing your job and meeting your goals, if it is kept within its range of capabilities. By such measures, you will be able to obtain the advantages presented by the use of AI, while mitigating its very present risks, some of which are known and many of which are unknown.
Keywords: artificial intelligence; AI; supply chain; digital transformation; generative AI; GenAI; trade compliance

Modern outsourcing is more than a typical make–buy decision. Rather, there is a wide range of sourcing business models that today’s practitioners can choose from. Unfortunately, the fundamental nature of how goods and services are procured is not keeping pace with best practices of tapping into more mature sourcing business models; many business professionals wrongly assume that a transaction-based business model is the only way to architect a supplier contract. This paper provides an easy-to-understand framework for classifying the various contracting approaches along a sourcing continuum. A key goal of the paper is to help organisations understand the various models and see examples of how they are used in practice
Keywords: sourcing; sourcing business models; logistics service provider (LSP); third-party logistics (3PL); supply chain management (SCM); outsourcing; Vested outsourcing; performance-based contracts

In an era marked by geopolitical tensions, global supply chains confront challenges that demand a proactive approach to risk management. The success of digital transformation relies on enhanced collaboration across functional areas and robust technological support. Leading companies are integrating supplier relationship management with risk management capabilities while leveraging digital tools for supplier risk intelligence. The adoption of data analytics tools enhances supplier visibility and facilitates the transformation of raw data into actionable insights. This approach allows for more targeted sourcing strategies that align with global regulatory changes. Moreover, the implementation of economic supply chain risk capital alongside modern supply chain finance solutions empowers companies to define their risk appetite, allocate risk capital to business units and assess performance on a risk-adjusted basis. This paper outlines a comprehensive approach intended to equip organisations with the tools and insights necessary to effectively manage the complexities of modern supply chain risk dynamics.
Keywords: risk management; supply chain risk; digitalisation; procurement; economic capital; decision making

Supply chain operations rely upon various supply chain software systems, centred around the enterprise resource planning (ERP) system. Traditional and still widely utilised and relied-upon audit techniques have addressed the issue of finding problems — particularly fraud — typically too late after they have happened. Inasmuch as the ERP system is considered the business system of record, it may not be the system of origination for every supply chain transaction, meaning that fraud examination needs to look beyond the ERP system and notably before the ERP general ledger. The closer to a transaction’s point of origin the unusual behaviour can be detected, the sooner the outlier issue can be fixed, and ideally averted in the future with the right corrective actions taken then and there. This all helps to prevent the problem — the bad data, the offending transaction, and possibly the incorrect goods — from travelling through the supply chain and manifesting into something worse. Ramifications can include knock-on effects to data analysis, impacts to decisions, passing bad information to supply chain partners, conveying the wrong goods and material effects on financial statements. This paper presents a supply chain perspective that reveals just how much control an enterprise really does have over its supply chain transactions, showcases how reactive fraud discovery methodologies remain firmly in place, and offers a more proactive business model that leverages what most companies already have to improve internal controls and decrease incidences of fraud.
Keywords: artificial intelligence (AI); supply chain; fraud; enterprise resource planning (ERP); electronic data interchange (EDI); barcode; automatic identification; radio frequency identification (RFID)

The events of recent years, ranging from geopolitical tensions and global health events to labour shortages and economic crises, have highlighted significant vulnerabilities within global supply chains and emphasised the need for agility and resilience. Recent studies referenced in this paper, including the ‘Global Business Optimism Insights’ report, underscore that while large businesses tend to prioritise strengthening their supply chains, smaller businesses are often more focused on customer base expansion, potentially risking operational robustness. This approach could jeopardise customer satisfaction due to failures in meeting on-time, in-full (OTIF) delivery metrics, leading to potential financial penalties and customer dissatisfaction. With that in mind, this paper aims to help supply chain organisations understand how they can obtain the agility and resilience needed to weather ongoing disruption and futureproof their operations. It provides recommendations on how this can be achieved, pointing to access to trusted, real-time data across the supply chain network as a critical component. The paper also identifies, however, that many supply chain businesses struggle to obtain this access to data for rapid and informed decision making. Research from InterSystems finds that this data challenge is further complicated by a lack of end-to-end supply chain visibility, which is often exacerbated by data silos created by disparate systems and manual processes. These visibility challenges negatively affect key performance indicators such as OTIF metrics and restrict an organisation’s ability to adapt to disruptions swiftly. The paper explores how supply chain organisations can overcome these difficulties, identifying investment in digital supply chain technologies such as decision intelligence platforms as a way in which they can bridge the real-time execution gap and enable supply chain leaders to optimise processes. These platforms integrate real-time data analytics, artificial intelligence (AI) and machine learning (ML) to enhance visibility, decision making and operational efficiency. The paper draws the conclusion that building resilient, future-proof supply chains is crucial for organisations to manage disruptions and capitalise on opportunities effectively. In the wake of ongoing disruption, the paper aims to demonstrate that by adopting the right technological solutions and embracing a cultural shift to data-driven operations, supply chains can transform to better withstand future challenges and move their organisation forward, thus ensuring sustained growth and enhanced customer loyalty.
Keywords: agile and resilient supply chains; futureproofing supply chains; real-time; unified data; informed decision making; digital supply chain technologies

This paper aims to explore the critical transition from traditional customer service to a comprehensive customer experience (CX) approach. A Henkel Adhesive Technologies case study, it highlights how integrating a customer-centric mindset within the supply chain can significantly enhance business performance and customer satisfaction. The paper outlines Henkel’s journey in collaboration with Bluecrux to implement a CX-focused strategy, emphasising the importance of state-of-the-art technology, process optimisation and a people-centric culture. Readers will gain insights into the necessity of understanding customer expectations and the impact of emotional engagement on loyalty. The paper provides practical knowledge on developing a CX transformation programme, including key elements such as digital platforms, process documentation, organisational restructuring and employee training. Additionally, it underscores the importance of performance measurement through customer and employee feedback to ensure continuous improvement. By prioritising CX as a strategic imperative, companies can differentiate themselves in a competitive market, foster deeper customer relationships, reduce churn and drive sustainable growth. This comprehensive approach to CX promises tangible business outcomes, such as increased revenue, higher customer satisfaction and enhanced brand loyalty.
Keywords: customer experience (CX); customer-centric approach; supply chain transformation; customer service optimisation; digital platform integration; performance measurement

Transportation companies must continue to assure customers that they are ready to handle all aspects of their shipping needs, from a quick and safe delivery to environmental transparency of that shipment. This paper demonstrates that no element of the transportation supply chain is immune from that charge, from lorry to rail to ship. Companies like BNSF Railway should be prepared to continue to handle those challenges and look towards the future of what customers want and need by resiliently forging ahead with a customer-first approach through strategic capital investments, a future mindset in technologies that support a more efficient and sustainable tomorrow and providing service offerings to anticipate the needs of the ever-evolving supply chain.
Keywords: supply chain; consistency; reliability; innovation; sustainability; resiliency