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Predictions from Supply Chain Gurus for 2018 - Full Text Version Part 2


Complete Predictions from Rich Sherman, Marc Wulfraat, and David Schneider

Feb. 19, 2018
SCDigest Editorial Staff

Recently, , SCDigest editor Dan Gilmore highlighted supply chain predictions for 2018 from a number of supply chain gurus in our virtual panel. You can find those columns here: Supply Chain Guru Predictions for 2018, and Supply Chain Guru Predictions for 2018 Part 2.

As promised in those columns, as usual we are also offering the full text predictions from of the gurus highlighted in Gilmore's columns.

Supply Chain Digest Says...

"Every company that we are working with right now, regardless of industry, is seeking to speed up order turnaround and delivery time."


Marc Wulfraat

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Last week, we published are the full text predictions from pundits Dr. Michael Watson (OpEx Analytics and Northwestern University); Mike Regan (TranzAct Technologies); Gene Tyndall (Tompkins International); ; and Dr. Chris Gopal (consultant and University of California - Sand Diego, Rady School of Management,). See Predictions from Supply Chain Gurus for 2018 - Full Text Version Part 1


This week, we get the full text predictions from Rich Sherman (long-time industry pundit now at Tata Consultancy Services); Marc Wulfraat, president of MWPVL International; and David Schneider of his own consulting firm.


So let's get right to it, starting with Rich Sherman.


Predictions from Rich Sherman, Global Supply Chain Practice & Center of Excellence at Tata Consultancy Services


As digital technologies evolve and companies unwrap the glitter and calm the hype, we believe that 2018 will mark the year of "Digital Clarity." I like to tell people that I've been helping companies go "digital" and "cloud" for 40 years. It's just that back then we called it data processing and service bureaus.

The biggest difference between now and then (besides the whole Moore's Law and Gate's Infinite Bandwidth effects) is connectivity. Mobility, sensors, monitors, and the Internet of Things enable connectivity to automate the collection of data at every point of the supply chain from the point of demand cognizance to the point of supply origination. And, we're doing it in real time!

Blockchain technology will also be demystified. The highly secure, shared data base will evolve into a channel platform in which all of the data being collected can be deposited. The data will be authenticated and secure and ledgers maintained to enable secure access and tracking. It will be the E2E repository of channel data forming the basis for supply network analytics and visibility. Applications will be developed like "Lego" blocks to plug into the data platform.

As I wrote in a guest column for SCDigest last year, analytics will be the competitive lever that can lead to an extinction event for many companies. Advances in machine learning and Artificial Intelligence are maturing; and, cognitive analytics are improving supply chain performance at unheard of rates. Data is only as good as the analytics that produce insights and insights are only as good as the data used to produce them. It takes time to deploy and/or access the new sources of data from mobile devices (consumer behavior), monitors and sensors, and other data collection technologies comprising the Internet of Things.

It takes time to develop the hypotheses to define and collect enough data to begin to produce insights and conclusions. As companies advance their analytic maturity, their competitors that aren't implementing advanced analytics fall further behind. At some point, the advantages from mature analytics based on new data sources and learning over time will be impossible for some competitors to overcome. There is no skipping historical learning and unable to catch up and compete, laggards will face extinction.

Mobile data and location based services are becoming more pervasive, sophisticated, and a source of behavioral analytics for marketers. In research that TCS conducted with the University of Texas at Arlington on digital technologies, supply chain managers placed little value on social media. However, as marketers (the people creating demand) become more sophisticated in their use of social media, personalization, mobile data, GPS, and omnichannel strategies, operations will increasingly have to develop planning and fulfillment responses to individual consumer demand.

"Last mile logistics" continues to be one of the hottest topics in supply chain. Point of demand data (Mobile device and sensor) will be the basis for developing cost effective last mile strategies. For example, as consumers are searching product and placing orders, we can sense the demand, localize it, and develop incentives for the consumer to select the most profitable delivery location and method – home, office, pick up at store, lockers, etc. The number of mobile devices currently exceeds the number of people in the world, so if you don't have initiatives to leverage it, you're behind your competition.

Cloud computing deployment is also becoming more clearly understood and rapidly becoming as pervasive as computing itself and the Internet. It's the most "back to the future" of digital technologies. Service bureaus were once a major market; but, by the early 90s with the advances in desktop and laptop computing; and, the breaking down of the "glass house," service bureaus nearly became extinct. Today, Amazon is generating more profitable business with its "web services" that its eCommerce business. Deployment leveraging cloud technology, advanced analytics, and blockchain platforms will emerge as a new enterprise system strategies as companies continue to seek more agile and adaptive systems while reducing their overall costs. Cloud computing is rapidly being recognized for its power, scalability, and affordability.

Autonomous vehicle technology is rapidly evolving. Vehicles are already being produced and sold with self-driving capability. The passenger and commercial vehicle markets are reaching clarity in the adoption of self-driving vehicles and more people are embracing it than challenging it. In 2018, we will see an increase in self-driving commercial vehicle pilots and early adoption in many areas. It's the answer to driver shortages, safety, congestion, and capacity. "Uberization" of commercial transportation will transform contract pricing to transactional supply-demand pricing which will be disruptive in itself. Look for some States' Department of Transportation to negotiate national contracts with carriers and/or shippers to utilize "toll tag" technology to move more commercial traffic onto underutilized toll roads.

Finally, 2018 is also a year of clarity for robotics, drones, and additive manufacturing. First, robotics are becoming more affordable, autonomous, and deployable for more and more logistics applications. It's the answer to future labor shortages. It is becoming clear that robots are capable of replacing manual labor; however, increased requirements for skilled and technical labor is also growing rapidly. Drone technology is also becoming clearer. Mass delivery by drone is probably not going to happen; however, delivery of emergency products and products to remote areas are already gaining traction.

Drones for inventory control and warehouse management are also growing markets. Additive manufacturing using 3D printing technology is also growing; however, companies are first assessing their product portfolios to determine which products are most suited to 3D printing. The medical device market, for example, is rapidly embracing and adopting advanced manufacturing technologies.

2018 will be an exciting year to "C" as companies more clearly understand the value in the convergence of digital technologies with deployments and adoption rapidly increasing. We'll "C" Clarity, Convergence, Collaboration, Communication, Cloud Computing, Competition, Competencies, Capacity, and Connected Commerce.

Predictions from Marc Wulfraat, president of MWPVL International


In 2017, Moody's Investor Services identified 26 distressed retailers with troubled financials that could make them potential bankruptcy risks. The list of 26 represents a stunning 19% of the retailers that Moody's tracks and it surpasses the list of 19 recorded at the peak of the Great Recession. While 2017 will no doubt be remembered for its record-setting pace of retail bankruptcy and store closings, the question is whether or not the situation will improve or worsen in 2018.

At the start of 2018, the following 26 retailers are under heightened distress due to heavy debt loads and low amounts of available cash as per the Moody's list: 99 Cents Only Stores, BI-LO Holding Finance, Bluestem Brands (Fingerhut, Old Pueblo Traders and Appleseed's), Boardriders (Quicksilver), The Fresh Market, General Nutrition Centers, Guitar Center, SHO Holding Corp., Tops Holding II Corp (Tops and Orchard Fresh supermarkets), Fairway Group Holdings Corp, Neiman Marcus Group, Bon Ton Stores, Nine West Holdings, Sears Holdings, Claire's Stores, Calceus Acquisition (parent company of Cole Haan), Charlotte Russe, FULLBEAUTY Brands Holdings, Payless, David's Bridal, Everest Holdings (manages Eddie Bauer), Evergreen AcqCo 1 (Savers thrift stores), J. Crew Group, TOMS Shoes, Vince, and Indra Holdings (parent company of Totes Isotoner).

Furthermore, according to Garrick Brown of Cushman & Wakefield, major retail store closures increased from 4,000 in 2016, to 9,000 in 2017, with the forecast for 2018 anticipated to be 13,000, many of which will be anchor stores at shopping malls, particularly if Sears and/or Bon Ton Stores declares bankruptcy.

This profound turbulence in the retail landscape is not just about distressed retailers. Talk to any major retailer with a healthy balance sheet and the story of the day is that the business is shifting from away retail to on-line, and that store closures are being planned. By way of example, the recent announcement that Walmart is abruptly closing 63 Sam's Clubs stores of which 10 will be converted into regional e-commerce fulfillment centers seems to be the order of the day.

At the same time, Amazon continues to churn out sales increases that defy the laws of gravity. Amazon's forecasted 2017 sales revenue is $177 Billion, up 30% from $136 Billion in 2016. Looking ahead, Wall Street analysts are projecting 2018 revenues to increase by 29% to $229 Billion, and 2019 revenues to increase by 21% to $277 Billion. If this comes to fruition, then the implication is that $100 Billion of retail spending will shift away from established brick and mortar retailers to Amazon. Keep in mind that there is some serious investor capital backing up these projections, so even if Amazon's net income remains at around 1%, their stock price will continue to go through the roof because earnings per share estimates are expected to increase significantly due to anticipated higher earnings per share.

All this to say that Amazon will continue its record-level spending on distribution infrastructure build-out in 2018, which is good for suppliers of buildings and equipment, and bad for Amazon's competitors. We track Amazon's distribution infrastructure closely and by our estimates, in 2017, Amazon added about 26.6 Million square feet of distribution space in the U.S. and another 12.6 Million square feet in the rest of the world. In 2018, we are aware of an additional 23 Million square feet of distribution space being added to the U.S. market and we fully expect that this number will be closer to 30 Million by year-end 2018. To put this into perspective, Amazon's total square footage of warehouse space in the United States is currently equivalent to 3.5 Central Parks and in 2018 this will likely increase to 4.4 – and that is only floor-level space (i.e. mezzanine space is excluded from these figures).

Looking ahead, Amazon also plans to open its own airport hub in Hebron, KY sometime in 2020. This mammoth $1.5 Billion project will catapult the company into the transportation sector in a very significant way. The sortation facility will enable coast to coast service levels of 2 days for the major metro markets serviced by Amazon – without the need to rely on the duopoly of FedEx or UPS. By our estimates, this implies that Amazon will be in a position to move packages to 80 - 85% of the continental U.S. population such that the last mile delivery can be performed by either USPS, regional parcel carriers, or Amazon Flex drivers. The real question is whether or not the USPS can keep up with the increase in volumes being demanded of them by Amazon and all other e-commerce shippers.

Amazon is continuously raising the bar in terms of competitive pricing, rapid service levels, and innovative thinking. It is just a question of time before they figure out new ways to reduce their reliance on human labor within their fulfillment centers by implementing automated picking machines for a subset of the SKUs that can be handled by robots. Everything that this company does is having an impact on all of us, whether we know it or not. Very few of us can smugly wake up in the morning believing that our business model is "Amazon-proof". By way of example, every company that we are working with right now, regardless of industry, is seeking to speed up order turnaround and delivery time. There is an immense top-down pressure to rethink the supply chain with the goal to improve speed to market. The pendulum of power has officially swung away from the manufacturer and even the retailer, and now the consumer has the power.

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Amazon is continuously raising the bar in terms of competitive pricing, rapid service levels, and innovative thinking. It is just a question of time before they figure out new ways to reduce their reliance on human labor within their fulfillment centers by implementing automated picking machines for a subset of the SKUs that can be handled by robots. Everything that this company does is having an impact on all of us, whether we know it or not. Very few of us can smugly wake up in the morning believing that our business model is "Amazon-proof."

By way of example, every company that we are working with right now, regardless of industry, is seeking to speed up order turnaround and delivery time. There is an immense top-down pressure to rethink the supply chain with the goal to improve speed to market. The pendulum of power has officially swung away from the manufacturer and even the retailer, and now the consumer has the power. In closing, I predict that 2018 will be a year of unprecedented retail distress and bankruptcies, that retail store closures will increase significantly as sales revenue continues to shift to the e-commerce channel, and that companies from all walks of life will invest heavily into supply chain strategies that enable improvements in their speed-to-market.

In closing, I predict that 2018 will be a year of unprecedented retail distress and bankruptcies, that retail store closures will increase significantly as sales revenue continues to shift to the e-commerce channel, and that companies from all walks of life will invest heavily into supply chain strategies that enable improvements in their speed-to-market. '


Predictions from David Schneider, president of David K. Schnider & Associates


The following is my predictions for the next year.

The combination of the new tax laws, low unemployment, improved consumer demand, increasing interest rates, increased industrial capital demands and shifting trade policy creates a complex multi-variable problem that defies simple predictions.

Carriers are going to increase rates. They have to. To retain the current drivers they have and attract new drivers they will increase driver pay, pay for unloading and traffic delay, pay for mandatory training and certification. In lieu of pay increases some carriers are going to do more for driver comfort and health, working on ways for drivers to be home more often, better rest, better trucks. Some carriers may elect to replace tractors faster to upgrade to better technology. All of this focus on the driver will increase costs, and those costs will be passed on in higher rates.

Carriers are going to be more selective on the route they cover and the customers they haul for. Data analytics give the carriers some of the same tools as shippers – they can look at what they are hauling in the lanes, and look at the demand they see through the different 3PL asset light freight networks to rationalize their networks. Watch for carriers shifting capacity from competitive lanes to non-competitive lanes. Watch for carriers to get aggressive for the backhaul or repositioning lanes. The major carriers have been doing this for a few years now – watch as the middle-sized carriers start to pick up the same tools and skills.

Both manufacturing and distribution are still working through the pent-up demand for new material handling and logistics systems. Integration is still very difficult, as systems integrators are swamped and the capacity of automation controls houses that support supply chain are oversold. One trend building momentum is small integrators and controls houses being acquired by larger equipment manufacturers as the owners of these small companies want to sell out to retire. Acquisition is now the easy method for larger companies to improve capacity and service offering. Last year was the year of the mega players in automation eating the large players in material handling (Honeywell eating Intelligrated), this will be the year of the now larger fish eating the small fry.

Another accelerating trend is in the workforce – specifically in the management of complex initiatives and projects. There is a serious gap between the departing baby boomers and the incoming millennials in this vital area of management. The solutions companies are reaching for are vastly more complex in nature, more moving parts, higher speed, higher risk, and fewer resources to apply when things go wrong in implementation. While Program Managers – people who manage the integration of multiple projects in a major initiative – have always been in tight supply, the people with the vital experience are leaving the workforce. Many companies don't grasp the need for Program Management – and often overlook the vital function of this executive level but tactical role. The education system is not teaching this vital integration skill set, as good Program Management requires a combination of technical, financial, analytical and people skills that develop through tacit knowledge developed through experience.

The current poster child in Supply Chain is the shelf level shortages at Whole Foods, where a new inventory management policy (OTS – Order to Shelf) with new systems and a failing implementation are harming sales and customer expectations. The project started before the Amazon acquisition, the implementation of a new system based on average demands at SKU level with poor leadership and communications creating falling employee morale. Technically the program is working, but the outcome is less than desired from a revenue viewpoint. There are examples of this in other industries, as major manufacturers are rapidly rolling out new facilities that can't meet the schedule demands due to the lack of experienced and knowledgeable management in Program positions. There will be more stories of new initiative failures hitting the business and general press over the next few years, with blame falling C-Level executives for not managing change properly. It is much harder to make major policy level changes, like inventory policy, in an existing company than it is to just start fresh. We might have too many entrepreneurs and not enough manager leaders.

Trade policy is going to alter the demand for capital industrial equipment as near shoring in the US grows. Already international players are building new plants in the US – not just on trade policy but the reality of increased labor costs in Asia and the demands of cash flow. Outsourcing production to the other side of the globe for low labor is hampered by the realities of increasing material, transport and money costs. Rising interest rates put a financial pressure on companies who lack the capital depth to carry the cost of WIP in transit. US based companies now can shift cash back to the US, investing here to bring production closer to the US demand. Watch as global companies shift more production in-country to be close to the demand points – or shift some production close to raw materials resources to reduce allocation errors.

On a personal front; the generation after the millennials are going to be robot loving, robot building free agents of automation and matrix organizations. They will have better communication skills than the millennials, will have better thinking and reasoning skills, and will have more money in the bank when they go off to college or trade school. Non-school based STEM programs, like Dean Kaman's FIRST Robotics program, will be the driving force behind a different attitude about race and gender equality, ability based thinking and creative collaboration.

Hope you enjoyed these insightful predictions. Still more next week from the rest of our guru panel.

Any reaction to any of these 2018 predictions? Which did you like best and why? Let us know your thoughts at the Feedback section (email) or button below.


Your Comments/Feedback


Senior Consultant, Infosys
Posted on: May, 22 2016
Great article. I am a little suprised not to see BNSF in the mix while I understand their financial mode/operation is a little different. 

That would only give a complete perspective with all the players in the pool.

Mike O'Brien

Senior editor, Access Intelligence
Posted on: May, 26 2016
Surprised to see Home Depot fall off the list; thought they were winning with Sync?

Julie Leonard

Marketing Director, Inovity
Posted on: Jun, 27 2016
Using the right tool for the right job has always been a best practice and one of the reasons, we feel, that RFID has never taken off in the DC as exponentially as pundits have been forecasting since 2006. While these results may seem surprising to those solely focused on barcode scanning, the adoption of multi-modal technologies in the DC makes perfect sense for greater worker efficiency and productivity.

Carsten Baumann

Strategic Alliance Manager, Schneider Electric
Posted on: Aug, 19 2016

The IoT Platform in this year's (2016) Hype Cycle is on the ascending side, entering the "Peak of Inflated Expectation" area. How does this compare to the IoT positions of the previous years, which have already peaked in 2015? Isn't this contradicting in itself?

Editor's Note: 

You are right, Internet of Things (IoT) was at the top of the Garter new technology hype curve not long ago. As you noted, however, this time the placement was for “IoT Platforms,” a category of software tools from a good number of vendors to manage connectivity, data communications and more with IoT-enabled devices in the field.

So, this is different fro IoT generally, though a company deploying connected things obviously needs some kind of platform – hoe grown or acquired – to manage those functions.

Why IoT generically is not on the curve this year I wondered myself.



Jo Ann Tudtud-Navalta

Materials Management Manager, Chong Hua Hospital, Cebu City, Philippines
Posted on: Aug, 21 2016

I agree totally with Mr. Schneider.

I have always lived by "put it in writing" all my work life.  I am a firm believer of the many benefits of putting everything in writing and I try to teach it to as many people as I can.

This "putting in writing" can also be used for almost anything else.  Here are some general benefits (only some) of "putting in writing":

1. Everything is better understood between parties involved.  There are lots of people types who need something visual to improve their understanding.
2. Everyone can read to review and correct anything misunderstood.  This will ensure that all parties concerned confirm the details of the agreements as correct.  This is further enhanced by having all parties involved sign off on a hard copy or confirm via reply email.
3. Everything has a proof.  Not to belittle the element of trust among parties involved, it is always safest to have tangible proof of what was agreed on.
4. There will be a document to refer to at any time by any one who needs clarification.
5. The documentation can be useful historical data for any future endeavor.  It provides inputs for better decisions on related situations in the future.
6. This can also be compiled and used to teach future new team members.  "Learn from the past" it is said.

There are many more benefits.  Mr. Schneider is very correct about his call to "put it in writing".

Sandy Montalbano

Consultant, Reshoring Initiative
Posted on: Aug, 24 2016
U.S. companies are reshoring and foreign companies are investing in U.S. locations to be in close proximity to the U.S. market for customer responsiveness, flexibility, quality control, and for the positive branding of "Made in USA".

Reshoring including FDI balanced offshoring in 2015 as it did in 2014. In comparison, in 2000-2007 the U.S. lost net about 200,000 manufacturing jobs per year to offshoring. That is huge progress to celebrate!

The Reshoring Initiative Can Help. In order to help companies decide objectively to reshore manufacturing back to the U.S. or offshore, the nonprofit Reshoring Initiative's free Total Cost of Ownership Estimator can help corporations calculate the real P&L impact of reshoring or offshoring.


Transportation Manager, N/A
Posted on: Aug, 30 2016
 Good article!  I am sending this to my colleagues who work with me.  We have to keep this in mind.  Thanks!

Ian Jansen

Posted on: Sep, 14 2016
SCM is all about getting the order delivered to the Customer on date/ time requested because happy Customers = Revenue. Using the right tools to do the right job is important and SCM is heavily dependent on sophisticated ERP systems to get right real data info ASP.

I've worked in a DC with more than 400,000 line items and measured the Productivity of Pickers by how many "picks" per day.

I've learned that one doesn't have to remind Germany about your EDI orders.

Don Benson

Partner, Warehouse Coach
Posted on: Sep, 15 2016
Challenge - to build and sustain effective relationships at the level of the organizations that are responsible for effectively coordinating and colaborating in an otherwise highly competitive environment 


Admin, Fulfillment Logistics UK Ltd
Posted on: Oct, 02 2016
Of course we all need to up our game. We need to move with the times, and always be one step ahead of what the future will bring.

Mike Dargis

President of asset-based carrier based in the Midwest, Zip Xpress Inc. (at
Posted on: Oct, 03 2016
Thanks for the article, but I know there's a lot more to this issue than just the pay rates. Please check out my blogs on the subject at


Inventory Specialist, Syncron
Posted on: Nov, 16 2016
Lora, great article! I agree that companies choose the 'safe' solution more often than not. My solution is a bolt-on for legacy ERP's and we even face challeneges of customer adoption. Most like to play it safe and choose an ERP upgrade, which is more costly, time consuming, and has lower ROI across the board. Would love to learn more about your company, we are always looking for partnerships.


Bob McIntyre

National Account Executive, DBK Concepts LLC
Posted on: Nov, 21 2016
This is a game changer in GE's production and prototyping.  It also has huge implications across the GE global supply chain with regard to the management of their support and spare parts network. 

Kai Furmans

Professor, KIT
Posted on: May, 22 2017
I am referencing to the comment that leasing of warehousing equipment (beyond forklift trucks) is a vision for 2030.
Just recently in Europe, such a business model has started, see here:

I am following with a lot of interest, how the business develops.

Stuart Rosenberg

Supply Chain Consultant, First Choice Supply Chain
Posted on: Jun, 05 2017
If we limit the standard on judging or determining the best supply chain to just three calculations it does not tell the entire picture.  Financial performance metrics are valuable as they capture the economic consequences of business decisions.  But supply chain managers make decsions and use organizational resources that impact a company's financial well being.  Where is a firm's earnings over a period of time determined by sales less product costs and general/adminsitrative costs?  Where is the metric for determining the sources and uses of cash from three perspectives - operational, investment and financial?  Where are these supply chain metrics: on-time delivery, lead time, response time to customers, product returns, procurement costs, network distance, inventory carrying costs, forecasting accuracy, sourcing time, etc,.  Without knowing the results of all these supply chain calculations the there must be a question as to the accuracy of the 25 top supply chains.

Dustin Calitz

Project Commercialization Manager, Mondelez
Posted on: Jun, 06 2017
I feel this ranking misses the mark in SC. It does not seem to consider a key indicator in days inventory on hand, which is key to determining a SC company's ability to forecast, manage inventory costs and reduce aged stock. In additiion I realize it's difficult to understand what goes into the customer survey, but would I assume specific metrics are being asked. For examples customer's opinion on service level differentiation and the ability to deliver the right product on time, which should then be allocated a bigger weighting than 10%. It would also be interesting to take a view of the above list's SKU portfolio complexity, seasonality and launches/promotions. I would again assume some companies on the list above have a far more complex SC to manage and lead, ultimately requiring a lot more innovation within a SC to stay ahead of competitors, and ultimately satisfy their customers demands.  I understand above metrics are difficult to measure, as mentioned in the article, but they somehow need to be considered to give a true reflection. 

Michael Hurd

Lean Consultant, Unemployed
Posted on: Jun, 10 2017

A Very Good Article...

While some feel that lean is a scam that pushes for more out of the personnel and out of the companies through reduction of waste and adding value for the customer, there are several things to remember:

1) Lean methodologies are designed and implemented to reduce time wasting, so this may seem that you are working harder as an employee.

2) Lean methdoligies only work when everyone from the janitor to the owner of the company get involved and back the program.

3) Lean methods are there to make you work smarter not harder, although it may feel you are working harder.

4) YES... Sometimes lean methodologies fail! This is due to project overun or taking on too large a problem and trying to fix it all in one go and not taking the smaller problems that are associated with the large problem and fixing them first. Sometimes fixing the small problems leads to resolution of the larger problem.


Director Supply Chain , skuchain
Posted on: Jul, 31 2017
The Supply Chain technology is not considered a problem because traditionally supply chains are thought to be cost centres unlike sales functions. The tendency, in general, to limit expenses and cost cutting on upgrades for technology and for talent have been hindering progress for the businesses. Supply chains lack real time visbility and above all trust across the value chain (not that the participants are dishonest) rather it's about the cascading effects referred to as the bull-whip effect which causes higher magnitudes of disruptions. 

Supply chain real time information should top the list .

Another problem is that of multi homing as so much data is available across several feeds of IOT/Email/Internet /Mobility/ERP that organisations tend to have issues around finding a single platform to collate them for meaning analysis. 

Blockchain (if deployed appropriately) can be a great solution for solving the issues around the supply chain.

Mike Ledyard

Vested Program Faculty, Vested Way / University ofTennessee
Posted on: Aug, 04 2017
Excellent article.  It very much points to the need for Shared Risk / Shared Reward as we teach at Vested.  Suppliers will respond when they are made part of the team, and they have a lot to bring to the game.  The service provider is the subject matter expert in the services provided, and in an excellent position to enhance the capabilities and services offered by the shipper.

Andrew Downard

Managing Director, AD Supply Chain Group Pty Ltd
Posted on: Aug, 05 2017
As the article points out it is not a lack of technology that is holding back performance but rather a failure to form the right sort of relationships.  As well as the length of such relatiohships, practitioners should consider employing arrangements that incentivise both parties to innovate and deliver levels of performance and profit that neither thought possible.  By far the best model I have come across to achieve this is the Vested Outsourcing model developed by researchers from the University of Tennessee.  See for information on the model and case studies that show how others have benefited from creating a Vested deal.


logistics, threelineshipping
Posted on: Aug, 23 2017
Very informational article. The major focus of logistics is on e-commerce. There is a need to optimize every component of logistics by following the latest trends and technologies. Thanks for uploading this article.

Sameer Shukkla

Consulting Partner, Wipro Inc.
Posted on: Sep, 17 2017
I have recently co-authored a white paper with my colleague wherein we have looked at 2 fundamental guiding principles  -

1. Always have enough to Sell / Produce
2. Do not have excess to Sell / Produce

These 2 Golden Rules can be the foundation of keeping optimal inventory levels and for organizations to achieve the same. We have looked at a framework which tries to reduce the phase mismatch between Demand & Supply, and tries to bring the shape of the supply curve closer to shape of the demand curve.

We have classified symptoms and underlying root causes for the above "Phase mismatch" and "Curve Mismatch" between Demand and Supply, and then talked about addresssing those individual root causes to strive towards Leaner Inventory levels while maintaining or improving service levels.

So to answer your question, we feel the Companies which have addresed these causes have been able to keep DIO horizontal or even going down, while others have not been able to control rising DIO because of not addressing the root causes.

Simon Eagle

SCM Consultant, Camelot MC
Posted on: Sep, 17 2017
You ask why turns are flat or declining despite lots of attention and technology. The answer is, I think, 2 fold: the supply chain environments VUCA (Volatliity, Uncertainty, Complexity, Ambiguity) is on a continuous upward curve and this means that forecast accuracy inevitably declines in parallel - and much of that inaccuracy is hidden by the statistics. For instance a company with, seemingy good, 80% mix accuracy will find that figure is skewed so high by the few high volume / low variability items. 80% of the items will be achieving considerably less than 60% error.

So most item level forecasts used for driving replenishment through an MPS (be it ERP or APS) are simply leading to unbalanced stocks, service threats and continuous expediting / fire-fighting. These schedule interrutions are "variability" that is disrupting flow and, thereby, increasing lead-times, using unplanned capacity and generating excessive (and still unbalanced) inventories.

The replacement in ex-stock supply chains is "enterprise(s)-wide" pull which also uses "push" for extreme/exceptional events. Its other key characteristics are that the supply chain is decoupled and is demand-driven. And now it can be implemented using SAP since they announced they they have co-developed an enhancement for IBP that supports this transformational way of working - up to 50% inventory reduction, requiring less capacity and shorter lead-times all while achieving planned service levels. See and

John Smith

Research & Development, Octopus Tech Solutions
Posted on: Sep, 18 2017
IoT is without a doubt starting to become a major factor in the profitability of various companies. In the manufacturing sector, we will see it come into the front by the end of 2020 completely. Various sectors have already adapted IoT solutions like the security industry or companies offering BPO Services India. Contact centers not just in India and China but across the world have adapted technology following the principles of IoT. The manufacturing sector is soon going to follow.

Girish Maniyar

Chief Manager Development Initiatives, Asian Paints
Posted on: Sep, 28 2017
I  can speak with some context. While efficiency and tools can reduce inventory, we also see the number of SKUs and new products increasing, and also the number of sales/depot points. This means the inventory in such cases, can start with very high number and with more customization and choices available to the consumer, so there is no end to the long tail of products available within a category. It is unlikely that the slow/dead goods are written off so easily to be not included here.

A larger question, would it be purely an IO problem or also a Demand Planning (Forecast Error) problem? A higher cycle time of service but a better fill rate can improve inventory performance, by aggregation. But a bad forecast can do away all the good work you do in inventory planning.

Do you have numbers for decorative coatings in the list? I did not see something there only for decorative coatings.

Reo B Hatfield

Chief Operating Executive , BestTransport
Posted on: Oct, 20 2017
My opinion is that peaks and valley are just nice graphics to explain.  Smooth responses save the day.   3PLs  just adjust to the climate and the areas of movement of Logistics.    One purpose of the 3PL movement was to adjust to an always changing market.   They will never be fixed and will flex as the logistics changes.   3PL companies have vast knowledge of their business.  Their success is their ability to move up and down as the market flows.  They bring a level playing field to the transportation world that in the past was rigid but looked good on spreadsheets.  Industry graphic personnel like to be able to answer all the changes because they can only see documents.  3PLs see the needs, the issues, the positive changes and the knowledge to know why and when to adjust.   They (3PLs) have smoothed the waves of the past and everybody likes to see the spikes so they know something is there to clearly report on. Smooth sailing is boring but sure gets you where you want to go. 

Catherine Dennis

Supply Chain Manager, Indak Mfg Corp
Posted on: Oct, 26 2017
So the horrific and severe worldwide allocation of electronic components is not an issue?  Don't tell that to the automotive buyers.  It's HORRIBLE.  Lead times out to up to 76 weeks.  Why not write about that?  It's killing us, our customers and the big automakers.   


Logistics Manager, Shell
Posted on: Nov, 11 2017
I suggest McKinsey to do a bit more research in Prof Gattorna’s dynamic alignment. This article only scratches the surface a tiny bit. Much more to be found reading about the alignment concept.

Joseph George

Farmer, Field Vista
Posted on: Dec, 07 2017
Primarily Vision is required followed by Assigned Focus on objectives.  Or maybe just love for USA.  The market will not find its way unless it's for organic vegetables and RRR.  Two to three years later will take two to three years longer to the end of the decade, and this is viable today.  God bless america from its present distraction.

Gary Buchs

Owner Operator , Self, Landstar Business Capacity Owner
Posted on: Dec, 17 2017
In My Opinion, the fact that capacity will tighten should be obvious to everyone engaged in the transportation. 
Capacity to move freight isn’t how many trucks or trailers are in the system or what a computer 
program says, it still is truck driver based and poorly-managed companies won’t be able to imporove
this fact.  Investing in people is still most important!

Get ready to pay higher prices for goods and services. I think we could lose 10% of Capacity in many areas. 


Pres., Bioptechs
Posted on: Dec, 20 2017
After all the ground we have lost in the productive sector and the additional burden that loss of our productive momentum has placed on our society, somebody tell me why so many people are against the actions necessary to restore our vital productive infrastructure! It is like the left enjoys shooting itself in the foot!



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