Volume 8 (2025-26)

Volatility is now the baseline condition for global supply chains. Since 2020, overlapping shocks, including pandemic shutdowns, chokepoint disruptions, and stepped-up trade and forced-labour enforcement, have shifted the board agenda from cost and resilience to verifiable transparency. This paper argues that transparency, amplified by artificial intelligence (AI), is the decisive capability for navigating today’s tariff regime and broader regulatory risk. It first demystifies the mechanics of customs, harmonised classification (HS/HTS), and country of origin (COO) determination, explaining why line-item, evidence-grade data is now required. The paper then introduces aligned organisation, data architecture, agile supplier ecosystems, people strategy, and transparent performance systems (ADAPT), a practical, closed-loop leadership framework, and a four-level data/AI operating model that turns master data, supplier disclosures, digital twins, and prescriptive analytics into audit-ready, financially grounded decisions. Case examples illustrate how companies reduce detentions, avoid penalties, protect launches, and reconfigure networks at the ‘speed of risk’. The paper concludes with a 90-day playbook, board-level frequently asked questions (FAQs), and return on investment (ROI) guidance that reframes transparency from a compliance tax to a competitive moat. For senior executives, the mandate is clear: invest in provable data and explainable AI, embed compliance into product and supplier workflows, and manage transparency with the same rigour as working capital. In regulated markets, provability is now the licence to operate, and a durable source of advantage. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: tariffs; HS/HTS classification; country of origin; supply chain transparency; AI/analytics; cost-to-serve; digital twin; UFLPA; Section 301/232

Big-and-bulky logistics includes appliances, furniture and homewares requiring two-person delivery and in-home services. It has moved from a back-office cost centre to a front-of-house growth lever as manufacturers expand direct-to-consumer (D2C) channels. Yet a persistent conversion gap remains: many shoppers research on brand sites, but few complete the purchase there. Closing that gap demands more than a slick checkout; it requires artificial intelligence-powered orchestration across promise, fulfilment and post-purchase service to deliver fast, reliable, installation-ready experiences at scale. This paper synthesises sector benchmarks and real-world practice to (1) define BnB requirements; (2) quantify the D2C opportunity and barriers; (3) codify consumer expectations; (4) integrate practical learnings from a leading global home appliances manufacturer’s D2C journey; and (5) propose a pragmatic AI playbook to improve unit economics, reduce CO2e per order, and boost net promoter score (NPS), without worsening channel conflict. The paper closes with a maturity model that the author feels supply chain leaders can apply immediately based on their experience working across the home appliances BnB items industry. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: direct-to-consumer; big-and-bulky; last-mile; delivery orchestration; AI in logistics

The pharmaceutical sector is undergoing a paradigm shift as advanced modalities move from research to commercial scale. These innovations, while transformative for patients, introduce unprecedented complexity into biomanufacturing and supply chain operations. Against the backdrop of these scientific innovations, the industry is also experiencing significant complexity driven through an unprecedented policy landscape. This paper examines how Bristol Myers Squibb (BMS) is leveraging data-driven decision making, artificial intelligence (AI), and adaptive workforce strategies to optimise global supply chains. Drawing on recent disruptions — the COVID-19 pandemic, geopolitical events, and technological leaps — the paper provides actionable insights for senior supply chain executives on building resilient, agile, and future-ready supply chains. It emphasises the integration of robust data, transparent supplier networks, and workforce development, offering guidance that transcends sector boundaries. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/ business/.
Keywords: biomanufacturing supply chains; artificial intelligence; AI; data-driven decision making; workforce adaptability; supply chain resilience

Modern supply chains face volatility from shifting demand patterns, labour shortages, and global disruptions. While digitalisation has improved visibility and forecasting, it has not resolved the rigidity of fixed assets and long-term logistics commitments. This paper argues that resilience requires integrating flexible infrastructure with digital orchestration. Drawing on industry case studies and research findings, the paper examines how flexible warehousing models, including fractionalised space, transactional pricing, ready-to-operate facilities, and overflow capacity, enable enterprises to scale operations dynamically and align capacity with real-time demand. Evidence from a Forrester Total Economic Impact™ study demonstrates that variable-capacity models reduce logistics costs, accelerate ramp-up time for new facilities by half, and avoid capital expenditure through on-demand capacity. Digital technologies amplify these advantages. Standard application programming interfaces (APIs) shorten integration cycles from months to weeks, while modular automation and analytics support consistent performance across distributed networks. These capabilities transform flexibility from a reactive contingency into a proactive design principle. The findings underscore that resilience and competitiveness depend on pairing digital visibility with adaptable, asset-light infrastructure. Organisations that embed flexibility into network design, governance, and commercial planning can move beyond disruption recovery towards continuous adaptability, linking supply chain performance directly to growth, customer value, and sustainability outcomes. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: supply chain resilience; flexible warehousing; asset-light infrastructure; supply chain agility; digital orchestration; supply chain–marketing collaboration; variable-cost models

Supply chains increasingly operate under conditions in which disruption emerges through the interaction of multiple pressures rather than from isolated events. Escalation in such contexts is shaped by accumulation, cross-domain propagation, and timing effects that challenge conventional representations of risk and resilience. While significant research on resilience has been developed over the last two decades, much of this work remains grounded in event-centric or probability-based approaches. These offer limited analytical visibility into how interacting pressures reshape exposure and sustain escalation over time. Recognising this gap, the authors develop three tools for examining supply chain resilience under polycrisis conditions: 1) the Stress–Trigger–Crisis (STC) taxonomy distinguishes background pressures from initiating disturbances and crisis states; 2) propagation pathway analysis traces how disruptions spread across physical, informational, financial, and relational domains; and 3) the Exposure-Controllability tool compares how vulnerability and influence are distributed across supply chain structures. Using a case example from a leading logistics player, this paper reveals the application of these tools. Conceptually, the paper advances a system-level representation of resilience under interacting pressures. Practically, it provides a repeatable method for linking diagnostic analysis to organisational action. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: global supply chains; polycrisis; supply chain risks; resilience; disruptions

Global supply chains are undergoing a period of sustained volatility. Tariffs, geopolitical conflict, climate events, and trade policy shifts have simultaneously increased costs, constrained growth, and destabilised established networks. While these forces are typically viewed as negative externalities, emerging evidence suggests that organisations capable of reframing disruption as a catalyst for adaptation can achieve superior resilience and competitive performance. Historically, tariffs have served alternatively as instruments of revenue generation, protectionism, and strategic leverage. Their re-emergence in the 2010s, culminating in extensive measures in 2024–25, has created significant uncertainty, with widespread implications for pricing, sourcing, and consumer sentiment. Parallel disruptions — from the COVID-19 pandemic to the Russia–Ukraine conflict and US–China trade tensions — reinforce the structural, rather than episodic, nature of supply chain volatility. This paper identifies three interdependent capabilities essential for converting disruption into long-term advantage: 1) transparency: end-to-end visibility, incorporating demand-to-materials traceability, Internet of Things (IoT) monitoring, and multi-tier supplier data, enables accurate risk quantification and rapid intervention; 2) scenario planning: systematic what-if simulations allow companies to evaluate trade-offs in supplier diversification, production relocation, logistics options, and product design, embedding optionality into decision making; and 3) artificial intelligence (AI): predictive models provide foresight, generative tools accelerate planning and knowledge retrieval, and agentic AI systems automate execution within policy guardrails, thereby reducing decision latency. Case evidence demonstrates how advanced orchestration capabilities enhance agility and reliability. Empirical studies further show that companies deploying integrated planning and orchestration systems outperform peers in return on assets, cost control, and adaptability. The findings suggest that resilience derives less from static buffers and more from structural capabilities that integrate transparency, simulation, and AI. In an era of recurring disruption, advanced supply chain orchestration represents not only a response mechanism but also a determinant of enduring competitiveness. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/ business/.
Keywords: glsupply chain resilience; supply chain orchestration; artificial intelligence in supply chains; scenario planning; supply chain transparency; tariffs and trade policy

The future of the enterprise is artificial intelligence (AI)-driven and composable, but success depends entirely on making processes work. As global volatility, geopolitical shifts, and environmental, social, and governance (ESG) requirements redefine the ‘new normal’, traditional enterprise resource planning (ERP) and planning tools often fail to capture the true complexity of modern operations. This creates a ‘great disconnect’ at the heart of the enterprise, where departments speak different languages and strategic goals fail to translate into effective execution. This paper examines the origins and implications of this disconnect and argues that closing it requires a fundamentally processcentric approach to enterprise AI. It does so by analysing why current systems fall short, outlining the capabilities required for resilience in modern supply chains, and demonstrating how process intelligence provides the technical and operational foundation to meet these needs. Through conceptual models and real-world use cases, the paper shows how organisations can evolve from fragmented, reactive decision making to integrated, data-driven control. Process intelligence addresses this by building a living digital twin of business operations. By extracting and enriching data with real-world context, it provides the common language needed to bridge the gap between the boardroom and the front line. This enables a shift from reactive ‘firefighting’ to proactive control, allowing organisations to free the process from the constraints of siloed systems. With this foundation, supply chain ‘champions’ can move beyond static metrics to identify hidden bottlenecks, simulate disruption scenarios, and automate operational decisions in real time. By grounding enterprise AI in a deep understanding of how business actually runs, companies can optimise inventory, reduce throughput times, and ensure sustainability compliance. Ultimately, process intelligence transforms fragmented supply chains into cohesive, adaptive systems, turning operational complexity into a resilient competitive advantage. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: process intelligence; digital twin; supply chain; enterprise AI; procurement

Global supply chains increasingly face challenges posed by disruptions, evolving consumer expectations and sustainability imperatives. Traditional centralised supply chains often lack the agility and responsiveness required in contemporary markets. BIC, a leading global consumer products company, has implemented a regional supply chain strategy, designed to combine local responsiveness with global leverage. Anchored on four strategic pillars — end-to-end supply chain, regionalisation, global leverage and value-added procurement — this approach has delivered measurable improvements in operational efficiency, market responsiveness and sustainability. Importantly, regionalisation is reinforced by empowered employees who drive local adaptability, ensuring that people and processes work together to enhance supply chain resilience. While all four pillars are interdependent, this paper focuses in depth on regionalisation, the most physically transformative pillar in BIC’s journey, while showing how end-to-end integration, global leverage and procurement excellence enable and reinforce this transformation. It examines the rationale, operational execution, challenges and strategic outcomes of BIC’s regionalisation strategy, providing actionable lessons for supply chain professionals seeking to enhance resilience and create value across complex international networks. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: regionalisation; engagement; supply chain; resilience; sustainability

In an era of heightened volatility and complexity, data integrity has become a central determinant of supply chain performance. Inaccurate, inconsistent or incomplete data undermines forecast reliability, inflates working capital, reduces cross-functional trust and constrains responsiveness. This paper examines the strategic importance of data integrity in supply chain planning and identifies three interdependent enablers: well-defined dimensions of data quality, governance frameworks that embed accountability, and technologies that amplify the effectiveness of accurate data. Drawing on industry practice and research, the discussion highlights the foundational role of item masters, bills of material, routings and transactional processes, as well as mechanisms such as tolerance setting, cycle counting and negative inventory management. Embedded case studies and practitioner examples demonstrate how disciplined data governance, transactional accuracy and digital errorproofing can lead to measurable improvements, including higher inventory record accuracy, reduced rework and more reliable planning outcomes. The paper concludes with practical implications for supply chain leaders seeking to institutionalise trusted data as a foundation for resilient, transparent and technology-enabled operations. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: data integrity; supply chain planning; forecasting; governance; master data; resilience

Sustainability in supply chain management has evolved from a strategic aspiration to a non-negotiable imperative. In 2026, companies face mounting pressure from regulators, consumers and investors to embed environmental, social and governance (ESG) principles into their operations. Failure to act no longer merely presents a reputational risk — it poses financial, legal and operational consequences. This paper analyses how organisations can convert sustainability vision into structured implementable strategies. It presents a maturity-based model, recent case studies across industries, key regulatory frameworks and quantifiable benefits from ESG-aligned transformation. With a forward-looking perspective, the aim is to map the path to 2030 and beyond, helping professionals future-proof their supply chains. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: supply chain sustainability; ESG integration; regulatory compliance; circular economy; digital traceability; risk management

This paper explores a new leadership model designed for navigating generational complexity and organisational change. Rooted in emotional intelligence and adaptive presence, the paper introduces the original Move-Invite-Discern-Support-Trust Framework — a flexible, human-centred model for leading ‘from the middle’. While the main focus of the paper is on procurement and supply chain leadership, the framework’s application extends into broader business and even personal contexts. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: generational leadership; MIDST Framework; psychological safety; supply chain; mutual mentorship

Businesses must adapt to rapidly changing technologies, new product and market innovations to be competitive in the global marketplace. One way companies try to improve their performance is through effective procurement using information technology approaches. Innovative IT technologies incorporated into the supply chain allow businesses to reduce their costs, improve their internal processes and shorten time spent on transactional tasks, enabling cost reductions as well as market competitiveness. Based on an extensive literature review of enterprise resource planning (ERP) development, cloud computing and cloud ERPs, e-procurement and ERP implementation frameworks as well as success factors and challenges related to cloud ERP and e-procurement implementation, a preliminary model for e-procurement was developed with a focus on three change elements: business process changes, human resource (HR) changes and IT changes. A case study was conducted to evaluate the proposed model empirically and semi-structured interviews were carried out to ensure the findings from case study analysis were relevant. Empirical research confirmed the importance of business process changes, HR changes and IT changes and revealed that supplier changes need to be added as an additional change element to the model’s design. Empirical research also found that business process changes have the most power and influence in the implementation process. This paper presents a revised model for e-procurement implementation based on business process changes, HR changes, IT changes and supplier changes. This article is also included in The Business & Management Collection which can be accessed at https:// hstalks.com/business/.
Keywords: e-procurement; cloud; ERP development; business process improvements; procurement; supplier management

As sustainability regulations tighten across the European Union, small and medium-sized enterprises (SMEs) are indirectly facing mounting pressure to align with new reporting and due diligence requirements. Frameworks such as the Corporate Sustainability Reporting Directive, the Corporate Sustainability Due Diligence Directive and Germany’s Supply Chain Due Diligence Act have increased the requirements for transparency across entire value chains. Many SMEs lack the infrastructure and support needed for compliance, placing them at risk of misrepresenting their sustainability performance and inadvertently engaging in greenwashing due to survival pressures or regulatory fatigue. Given their central role in global supply chains, their inability to meet these regulatory expectations may compromise the sustainability performance of larger firms and weaken sector-wide environmental, social and governance commitments. As environmental responsibility becomes a source of competitive advantage, adapting to these demands is no longer optional for SMEs seeking to remain viable and attractive to investors and business partners. The research described in this paper adopts a mixed-method approach to examine how SMEs, which form the backbone of supply chains, face disproportionate challenges in navigating this regulatory shift. Drawing on original survey data from German SMEs and expert interviews, the findings show that while sustainability awareness is high, operational capacity remains limited. Financial constraints, regulatory complexity and resource scarcity contribute to significant compliance gaps and reputational risks. The paper also explores emerging technological tools and highlights the urgent need for tailored support mechanisms, such as scalable compliance solutions and clearer guidance for smaller suppliers. This paper contributes to ongoing debates on regulatory fairness, supply chain transparency and the design of proportionate policies in the green transition. These insights are particularly relevant for policy makers, corporate procurement managers and compliance advisers aiming to strengthen sustainability in supply chains. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: SMEs; sustainability regulation; CSRD; greenwashing; supply chains; due diligence; EU policy

This paper examines risk and resilience through a lens of healthcare supply chain management and business continuity planning. Given contemporary considerations of volatility, uncertainty, complexity and ambiguity, healthcare supply chain management is experiencing new levels of disruption and urgency, requiring leaders to reconsider extant approaches to operational readiness posturing. Developing and inculcating strategic and agile supply chain factors and processes into organisational operations planning toward appropriately responding to complex disruptive supply chain events requires revised understanding, emphasis and modelling. Rational decision making must be applied in the context of problem solving and preparedness. While organisations continue to perceptibly play ‘whack-a-mole’ with supply chain resilience and risk management/mitigation, a better approach may be to align operational readiness with more definable, developed planning approaches. This paper presents five evolving concepts that should entice supply chain leaders to re-examine risk and resilience from a business continuity of operations perspective aligned with business and customer impact analyses, urgency and frequency of needs, and the feasibility of designed support models. Nascent theory development guided the paper’s writing. Development of this work involved a qualitative synthesis of literature associated with healthcare supply chain management, which tends to be underrepresented in academia as a specified genre of supply chain management. While no named theory is introduced within this paper, there may be similar underpinnings from other authors and readers’ curiosity may be piqued when considering an array of concepts closely aligned with three salient perspectives: technological advances’ influence on healthcare supply chain operations; forecasting and implications associated with longstanding, potentially misaligned application of just-in-time within healthcare; and supply chain amplifications (resulting from poor demand management methods in many instances) amid extant practices and processes. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: supply chain risk management/mitigation; healthcare supply chain resilience; healthcare supply chain operations; supply chain continuity of operations; supply chain disruptions

In today’s dynamic business landscape, procurement leaders must evolve from transactional gatekeepers to strategic conductors of enterprise value. This paper explores how procurement can transform from a fragmented, reactive function into a harmonious, high-performing engine of operational excellence. By mastering workflow harmony, stakeholder engagement and process transparency, procurement leaders can drive agility, reduce friction and elevate supplier relationships. The paper positions the procurement intake process as the overture to a well-orchestrated symphony, where structure, trust and clarity set the tone for success. It emphasises the critical role of procurement leaders as conductors who align cross-functional teams, overcome silos and champion automation and collaboration. Through a strategic lens, it outlines the foundational pillars of effective orchestration, including end-user-centric design, benchmarking, risk management and documentation. Readers will gain insight into how to build a structured intake process, foster stakeholder alignment and leverage data to drive informed decisions. The paper also highlights the importance of setting clear expectations and creating a culture of accountability and transparency. Ultimately, it serves as a guide for procurement professionals seeking to elevate their function from backstage support to centre-stage leadership, where every intake request, approval and supplier engagement contributes to a seamless, impactful performance. The paper explores the essential elements of successful strategic procurement intake and orchestration, the leadership qualities required and the foundational pillars that drive efficiency and collaboration. The following key focus areas are discussed: 1) procurement intake and orchestration as a structured and trusted process; procurement leaders’ function as conductors; 2) overcoming the challenges of siloed teams; 3) foundational pillars of successful procurement orchestration; 4) importance of an end-user-centric approach; 5) benchmarking and setting expectations; 6) utilising data and managing risks; 7) importance of documentation. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: procurement transformation; intake process optimisation; workflow orchestration; stakeholder alignment; process transparency; strategic procurement leadership

This paper explores Cleveland Clinic’s comprehensive journey in transforming its supply chain operations through a robust digital strategy. It details how foundational decisions, such as standardising operating systems and integrating advanced technologies, have enabled the organisation to achieve operational excellence and resilience across its global footprint. The scope encompasses the implementation of digital ecosystems, inventory transformation, global business process standardisation, third party risk management, and the adoption of artificial intelligence (AI) and automation. Readers will gain insight into the strategic alignment of people, processes and technology, learning how Cleveland Clinic leverages best-in-breed solutions to create a unified, agile supply chain. The paper provides practical knowledge on building resilient supply chains, including the use of radio frequency identification (RFID) for inventory visibility, cloud-based enterprise resource planning (ERP) deployment and collaborative risk mitigation strategies. It also covers the evolution of inventory management, centralisation of operations and the integration of AI-driven analytics for predictive insights and process automation. By examining real-world initiatives such as procedure card standardisation, demand planning and the use of drones and robotics, readers will develop skills in digital transformation, change management and cross-functional collaboration. The paper equips supply chain professionals with actionable frameworks for enhancing efficiency, compliance and risk management, preparing them to drive innovation and adaptability in complex healthcare environments. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: digital transformation; supply chain standardisation; artificial intelligence; AI; inventory management; risk management; centralisation; automation; demand planning

As supply chains grow more complex and fragmented, traditional spend analytics methods fall short. The familiar three-dimensional ‘spend cube’ has helped organisations understand their historical spend by supplier, category and business unit, but it no longer reflects the increasingly complex, cross-functional and financially entangled nature of modern procurement and distribution. This paper introduces the ‘spend dodecahedron’ as a new metaphor for the layered analytics reality that today’s supply chain leaders must master. The paper explores how multidimensional analytics, powered by data engineering, organisational alignment and applied artificial intelligence, are transforming decision making. Through a five-part methodology — data, apply, interpret, act and measure — the paper describes a path forward for analytics-driven organisations, and the mindset shift required to turn data into sustained operational and financial advantage. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: spend cube; spend dodecahedron; multidimensional analytics; procurement strategy; supply chain optimisation; SKU rationalisation; supplier performance; cost-to-serve; chargebacks; AI in supply chain

The Trump administration’s use of tariffs during its second term marked a significant shift from traditional trade policy, employing a more systemic and assertive approach to reshape global trade relations. This paper examines the legal, economic and geopolitical dimensions of these tariff actions, focusing on the evolving use of emergency trade authorities such as the International Emergency Economic Powers Act. It analyses recent court rulings that challenge the legal foundation of broad tariff impositions and explores potential outcomes and implications for future US trade policy. For procurement and supply chain professionals, the shifting landscape demands heightened strategic risk management and operational agility. The paper offers practical frameworks to navigate evolving tariffs, emphasising proactive supply chain mapping, scenario planning and contract flexibility. By placing these developments within the historical context of US trade strategy and current geopolitical realities, it provides insights into the redefined role of tariffs as indispensable instruments of modern economic statecraft. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: US trade policy; strategic tariffs; trade realignment; procurement risk management; supply chain resilience; IEEPA; Section 232; Section 301; tariff rollback deals; global sourcing strategy; trade compliance; Trump administration

Examining the prevalent ‘do more with less’ imperative within contemporary supply chain management and procurement, the aim of this paper is to reframe this challenge beyond simplistic cost reduction towards strategic optimisation and organisational resilience. The analysis synthesises academic research and industry practices to address the problem of unsustainable pressure and potential burnout resulting from poorly implemented scarcity mandates. Key findings identify the limitations of traditional productivity metrics, the necessity of integrating technological advancements with human-centric strategies, the significant cognitive impact of factors such as financial worry, and the trend towards agile, data-driven and ethically grounded supply chain operations. The paper concludes that successfully navigating scarcity requires a holistic approach balancing efficiency with employee well-being, fostered by ethical leadership and a culture of continuous improvement. This strategic perspective enables organisations not just to cope with constraints but to leverage them for sustainable value creation and competitive advantage. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: supply chain management procurement; strategic optimisation; organisational resilience; employee well-being; scarcity management

With the shift toward integrated, value-based care in healthcare delivery, the importance of healthcare supply chain management (HCSCM) has increased significantly. The days when HCSCM was limited to back-office tasks are gone; it now plays a crucial role in achieving fundamental system goals, improving clinical outcomes, enhancing operational resilience, reducing overall costs and supporting equitable access and environmental responsibility. This paper presents a five-dimensional value framework designed for contemporary HCSCM, supported by real-world case studies from organisations such as Mercy Health and Trinity Health. The paper argues that supply chain strategies must align with health systems’ overall goals and should be based on predictive analytics, integrated data systems, inclusive sourcing and agile logistics. In conclusion, the paper offers practical guidance for providers, suppliers, group purchasing organisations and policy makers to collaboratively reimagine supply chains as integral components of effective healthcare delivery and improved population health. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: healthcare supply chain; value-based care; resilience; equal access to healthcare; sustainability; clinical integration; health system strategy

The present economic and geopolitical situation is marked by a great deal of complexity and disruptions, and supply chain organisations are constantly striving to maintain performance for both the customer and the company, while dealing with an increasing number of challenges. Companies depend more and more on their suppliers, and continents are becoming increasingly interdependent. Consumption is rising, while pressure on costs and quality is also increasing. Due to an unprecedented number of disruptions, supply chain teams are seeking out-of-the-box ideas to limit the impact, develop resilience and be more anticipative, ultimately bringing more value to customers. In this paper, we have attempted to summarise our expertise acquired over the last few years in understanding the correlation between external vulnerabilities and internal points of failures, and to determine the most effective strategy for mitigating these risks. Through this work, we aim to provide answers to the following two questions: Which critical inputs are at risk from a supply point of view? Do we have a culture that explores risks and opportunities? This article is also included in The Business & Management Collection which can be accessed at https://hstalks. com/business/.
Keywords: supply chain disruptions; suppliers’ vulnerabilities; supplier’ shortages; risk management; supply chain resilience; de-risking strategy

For over two decades, the University of Tennessee has researched better outsourcing methods, leading to the development of the Vested outsourcing business model. The Vested model combines a formal relational contract with an outcome-based business model to create a highly collaborative win–win contract where both the buyer and service provider have a vested interest in each other’s success. Since the model was first introduced in 2010, it has been used by over 150 organisations. The win–win approach has proven to deliver lower cost and better service for companies outsourcing while enabling service providers to increase their profit when they create value for their customer. This paper outlines the evolution of the Vested model from research to the relevance it is having on today’s outsourcing practices. The paper provides a high level overview of the model and provide a case study of the Vested model in practice. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: Vested; Vested outsourcing; win–win; relationships; supplier trust; EY; outcome-based contracting; relational contracts; ISS

The automotive logistics sector is undergoing a fundamental reinvention driven by geopolitical volatility, technological advancement and the transition to electric vehicles (EVs). This paper explores how a triad of capabilities — strategic planning, innovation, and workforce transformations — enables industry stakeholders to navigate mounting disruptions in global supply chains. Drawing on current market trends, case studies and actionable insights, it highlights the shifting paradigms in finished vehicle logistics, including the rise of hybrid transport models, such as cars-in-containers (CiC), and the growing role of multimodal infrastructure. We examine how digital supply chain tools, automation and artificial intelligence (AI) are enhancing operational efficiency and visibility. This paper also addresses emerging logistical challenges in EV battery handling, compliance and infrastructure, underscoring the urgency of scalable charging networks. Labour shortages, skills gaps and outdated infrastructure are identified as critical constraints to resilience, requiring both public–private collaboration and workforce upskilling. Additionally, the paper analyses regional EV trends across North America, highlighting Canada’s regulatory leadership, the US’s acceleration in infrastructure and Mexico’s role in nearshoring and Chinese investment inflows. Political risk and sustainability imperatives further complicate logistics planning, requiring scenario-based resilience and cross-functional alignment across logistics, compliance and policy teams. Readers — original equipment manufacturers (OEMs), logistics providers, policymakers and investors — will gain strategic frameworks and practical solutions to build adaptive, future-ready logistics ecosystems. This paper ultimately calls for a paradigm shift from traditional supply chain models to agile, technologyenabled and sustainability-focused networks that can thrive amid ongoing uncertainty. This article is also included in The Business & Management Collection which can be accessed at https:// hstalks.com/business/.
Keywords: automotive logistics; electric vehicles (EVS); supply chain resilience; containerised vehicle transport (CIC); battery and charging infrastructure; sustainable mobility

In a rapidly evolving market landscape characterised by volatile demand and intricate supply chain dynamics, effective inventory management is paramount for ensuring robust cash flow and overall financial sustainability. This paper presents the Part C Squared Model, a strategic framework aimed at optimising inventory levels while simultaneously strengthening cash flow through four essential pillars: predictability, availability, resiliency and transparent linearity, all directed towards the dual objectives of cash and cost efficiency. Each pillar is fortified by sophisticated statistical methodologies and comprehensive supplier management practices, facilitating a systematic approach to inventory oversight. Illustrative application of this model across different manufacturing type units demonstrated potential for notable decreases in raw material inventory (over US$300m to under $250m range). The integration of cutting-edge digital technologies, including interconnected enterprise resource planning (ERP) systems and real-time data analytics, enabled enhanced visibility and agility in response to market fluctuations. Key performance indicators (KPIs) were established to monitor inventory health and cash conversion metrics, yielding a holistic perspective of operational efficacy. Despite significant inventory reductions, resulting cash flow improvements remained modest (approximately US$2m growth). This finding underscores the intricate interplay between inventory optimisation and cash flow dynamics, highlighting the necessity for alignment among inventory strategies, sales velocity and payment terms. The insights derived from this study based on a simulated implementation emphasise the importance of a comprehensive approach to supply chain management, positioning inventory optimisation as a critical lever for enhancing cash flow. This paper not only enriches theoretical discourse in supply chain management but also offers pragmatic implications for organisations navigating the complexities of contemporary inventory challenges. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: cash flow cycle; digital transformation; part availability; strategic inventory optimisation; supply chain resiliency

Many organisations are recognising the benefits of creating small teams of individuals (called centres of excellence [COEs]) dedicated to specific tasks, which require specialised skills and capabilities from team members. But not all such COEs are successful, and many are disbanded due to budget shortfalls, lack of internal executive support or failed outcomes. In this research, we address the question: What are the critical factors that lead to successful COE performance? Based on an extensive set of interviews with chief supply chain officers and COE leaders, we find that several key elements distinguish successful from unsuccessful COEs. Specifically, successful COEs are governed by specific and well-defined metrics, receive funding based on performance outcomes and ensure that they are staffed by individuals with demonstrated analytic and project management skill sets. These essential elements were consistently mentioned by supply chain executives who have deployed multiple COEs with successful outcomes. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: centres of excellence; supply chain analytics; artificial intelligence; predictive analytics

This paper outlines a framework for executives to leverage problem-specific innovation in logistics partnerships, providing a roadmap to transform supply chains from cost centres into sources of competitive advantage and growth. Identifying concrete opportunities through sophisticated benchmarking and competitive analysis, translating business opportunities into supply chain enhancements, collaborating with logistics partners to innovate and deliver solutions through structured partner development programmes. Programmes require specific prerequisites for success, but there are two main components. First, you need strong executive champions on both sides — leaders who can push their teams outside their operational comfort zones. And second — logistics partners must see tangible return on investment (ROI) to justify their investments in digital and operational innovations. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: supply chain; reshoring; resilience; innovation; US tariffs; data governance