Human trafficking and slavery in global supply chains would appear to be an intractable problem. But progress toward their elimination is being made.

In today's market environment where strategic priorities revolve around the diverse business objectives of exploring growth in untapped markets, lowering costs and working capital levels, keeping long-term growth intact, and strengthening the extended supply chain, it is vital that organizations perform inclusive integrated business planning (IBP). The "inclusion" considers multiple angles – partners in the supply chain, business functions like finance and product management, end consumers and digital capabilities. -Rich Sherman, Senior Fellow, and Ankit Tiwary, Engagement Director, Global Supply Chain Practice, Tata Consultancy Services

Getting from point A to point B in today's supply chain is no longer as simple as a straight line. Instead, in today's global environment businesses are adapting their supply chains in order to compete profitably. Rates, capacity, competition, warehousing and other supply chain components are evolving while the pace of business moves faster than ever before. As a result, ongoing supply chain analysis is critical in order for a business to adapt and compete. -Brian Broadhurst, Vice President of Transportation Solutions, Spend Management Experts

Your Quarter Pounder may taste a little different in the coming weeks.

Coming out of the Retail Value Chain Federation Fall Conference, it was clear that retailers, merchandise suppliers and even service providers are facing a do-or-die situation. It's a simple choice – adapt to meet the needs of today's consumer or become obsolete. Period. That means optimizing drop ship and direct-to-consumer operations, practicing strategic trading partner relationship management, expanding into untapped markets, and increasing face-to-face collaboration. -Kim Zablocky, Founder and Chairman, Retail Value Chain Federation (RVCF)

Sales and operations planning. So important, yet success is so elusive. While many companies approach S&OP as a technology implementation, success requires a focus on 60 percent culture, 30 percent process and 10 percent technology. Companies cannot get to success without technology, but it cannot be the primary focus. A successful implementation can improve agility by 25 percent to 35 percent. -Lora Cecere, Founder, Supply Chain Insights