As global supply chains face increasing disruptions, organizations are moving from reactive to proactive risk management strategies.
Strategic Risk Management in Modern Supply Chains

by Hugo Perez
As global supply chains face increasing disruptions, organizations are moving from reactive to proactive risk management strategies.
Sophisticated shippers capture and prioritize business requirements as a key input into their TMS vendor selection process. Most shippers rely too heavily on 3rd party industry analysis that can’t identify the specific functional requirements that can enable them to more precisely down-select one or more TMS software vendors.
Understanding the broader business impact when a system outage disrupts operations is no longer optional—it’s critical.
by Tony Wayda
Mergers and acquisitions can disrupt supply chains and create integration challenges for shippers. From planning and risk mitigation to change management and technology decisions, this article dives into how to maintain a resilient supply chain during these transformative events.
by Adam Gray
Choosing a new technology platform involves more than just design and build phases; the importance of rigorous testing, influenced by various factors such as customer requirements and available resources, cannot be underestimated for a successful implementation.
In our business, failures are critical – but they are also important and teachable lessons. We define a failure as “an outcome that does not meet the client’s objective or stated expectation.” These failures can be a tremendous catalyst for innovation and improvement.
“The annual carrier RFP event may not be dead yet, but the old way of securing rates and capacity is certainly going the way of the buggy whip.”
by Michael Wolf
“The ‘burning platform’ is the key to drive the motivation needed to embark on a successful change journey.”
A comprehensive supply chain technology assessment is essential for organizations aiming to enhance efficiency and scalability. This process involves evaluating current systems, identifying gaps, and aligning technological capabilities with strategic objectives.
“Return on Investment is a key element of the business case for TMS, or any technology, projects.”
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