Using a practical, nine-step framework and real examples from demand and supply planning, including AI-generated scenarios that surface capacity risks before a Supply Review even begins, JT will show what's possible today, what's still emerging, and how to avoid the governance pitfalls that derail AI adoption.

Organizations that once relied on spreadsheets and gut instinct are finding that legacy tools simply can’t keep up with the speed and complexity of modern supply chains. 

Forest protection is becoming critical for managing costs and operational risk as much as environmental responsibility.

The combined business between CMA and FedEx Supply Chain will operate 150 warehouses, growing CEVA's North American workforce to 20,000 people across 240 locations.

As AI capabilities advance, clearly defined decision rights and operational guardrails will become an increasingly important part of warehouse management.

For supply chain leaders, preparing for that future starts with understanding the warehouse they already have.

Jimmy Dixon, business advisor with Oliver Wight Americas, explains the concept of “operationalizing strategy,” and how to put it into practice.

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 supply chain leaders, warehouse and transportation budgets cannot be viewed in isolation, and the strongest savings opportunities often sit between the two.

Mesabi projects that the plant will have the capacity to churn out 10 million tons of steel annually once it's fully up and running.