Supply chain leaders have spent years trying to improve forecasts, gain better visibility and react faster when conditions change. Artificial intelligence is changing that equation by shifting how information reaches planners, how quickly they can test alternatives, and which tasks still require human attention.

The gap between spotting a problem and doing something about it is what we call the "latency tax" - and it’s draining your bottom line. In this laid-back, data-backed conversation, we’re unpacking our latest research findings to show you exactly where this tax is hiding and how to stop paying it.

For the chief supply chain officer (CSCO), the importance of an orchestrated supply chain cannot be overstated, particularly where speed and agility can mean the difference between strong and weak performance.

The objective of procurement isn’t only to find the best suppliers; it’s to build a supply network that will continue to deliver when the unexpected happens.

Organizations need to have in place “executable exit strategies,” should a shift in tech providers be suddenly required.

The companies that come out of this period ahead will be the ones whose operations can absorb change without adding headcount or slowing freight down. 

The number that should matter most to shippers was never the price of oil. 

Businesses have spent years preparing for supply chain disruptions. Few are prepared for a reality where suppliers decide long-term contracts no longer make sense.

Felix Faerber, shareholder at the law firm of Baker Donelson, discusses how manufacturers are coping with endless tariffs, high interest rates and other unpredictabilities.

Making chocolate crumb in Malaysia instead of importing it from Australia and South Africa cuts at least two months from Cadbury's supply chain lead time in Southeast Asia.