Supply Chain Career Advice: Hits and Misses
From impactful do’s to absolute don’ts, supply chain experts offer career advice that’s right on target.
Always Do
“Seek multiple perspectives, listen and learn, and step outside your comfort zone. The supply chain is a broad area that includes logistics, procurement, risk management, processes, and technology. The professionals who are most successful over the breadth of their careers are the ones who seek out opportunities across all the different disciplines and roles in supply chain management. Additionally, they seek out a broad range of perspectives and views.”
Caldwell Hart
Principal, Procurement & Supply Chain Management
Avetta
“Always look at the big picture. Early in my career as a dock supervisor, I was moving quickly and very immersed in the minor details. My manager advised me to take a pause, to look around, to watch what was really happening.
I quickly noticed opportunities for workers to be more cautious with their safety procedures, and to be more efficient in their cube utilization and the application of proper dunnage. I was so in the weeds that I was missing the big picture. Today, I always make sure to pause and take a step back to get the full story.”
Art Van Der Stuyf
Director of Supply Chain Strategy
iGPS Logistics
“Always be curious. Always ask questions. Talk to the people on the floor doing the actual work. Never assume you know all the answers. Be willing to learn. Always seek new knowledge and ideas. Don’t be resistant to change. Also embrace all different types of technology to reduce errors, drive more efficiency, and make workers more productive.”
James Bryant
COO
RK Logistics Group
“Build a mindset that combines agility with continuous learning to excel in supply chain management. The supply chain landscape is rapidly evolving, driven by digital transformation and changing demands. Those who thrive in this field are proactive about understanding emerging technologies and anticipating shifts, such as the growing focus on sustainability and supply chain resilience.”
Abe Eshkenazi
CEO
Association for Supply Chain Management
Do This, Not This
“We often equate success with constantly pushing forward and keeping up with a relentless pace. Instead, I would encourage professionals to sometimes slow down in order to make things happen. This will give you space, allowing you to think with a clearer perspective and come up with more concrete and intentional actions. Making well-thought-out strategic decisions will ultimately yield better results and accomplishments.”
Luca Iannuzzi
VP of Operations
ANDY
“Sometimes you have to take what feels like a step backward to move forward. I faced this in my own career and, luckily, had mentors who guided me, even when I thought it was a setback. Looking back, the step ‘backward’ was one of the best moves for my growth.”
Larry Mason
Vice President, Operations
Averitt
“Embrace uncertainty instead of seeking perfect answers. Supply chains are dynamic, and rigid solutions often fall short in real-world disruptions. Being adaptable allows you to pivot quickly and innovate under pressure. This mindset fosters creative problem-solving, helps you leverage unexpected opportunities, and keeps you resilient during crises. Rather than fearing ambiguity, view it as a chance to bring new solutions to life in challenging situations. This can unlock fruitful doors for your career as well.”
Mehmet Demirci
Senior Vice President, Global Solutions Consulting & Product Marketing
e2open
“Supply chain managers often make the mistake of following a plan without re-evaluating it throughout the execution. To avoid that, break down the plan into manageable and measurable milestones. You need candid and unbiased reflection on each milestone to determine if you continue with the plan as formulated or if you need to pivot.”
Scott Walker
Vice President, Supply Chain Product Management
Powerfleet
Refocus, Redirect
“Customers may sometimes propose unforeseen processes when they see how our solution fits into their logistics operations. However, based on our experience, we know these suggestions may not always be effective. Rather than simply agreeing, we respectfully say ‘no’ and guide customers toward the most beneficial approach, ensuring long-term success and building strong, loyal relationships that encourage repeat business.”
Nikos Silivestros
CEO
Mantis
“You must, on occasion, sing your own praises. Let your boss know exactly what you are doing because if you don’t sing your own praises maybe nobody else will.”
Jeffrey D. Plumley
President
ASF Liquid Logistics
“A trap that new leaders tend to fall into is when some new, fancy way to do something comes along and they dive into wholesale change headfirst just because it’s the hot new thing. They come in with change on their minds rather than figuring out how it worked before and then determining if change is really necessary. When it is, sometimes a gradual adjustment is better. It’s the same as with brand strategy. If you adjust direction every year, you never get to where you want to go. Evaluate, define the need for change, and be targeted.”
Jennifer Timblin
Global Big Truck Marketing Strategy and Activation Manager
Hyster Company
Avoid, Never Do
“Never say ‘I do not care about your personal situation.’ People work with and for people.”
Inna Kuznetsova
CEO
ToolsGroup
“Avoid saying ‘That’s not my problem.’ In ecommerce logistics, challenges are interconnected, and dismissing issues as someone else’s responsibility undermines team cohesion. Supply chain success relies on collective problem-solving, so it’s crucial to approach every challenge with a mindset of shared responsibility and collaboration.”
Helen Scurfield
CEO
Global Returns, Asendia
“Not assuming positive intent with another stakeholder in the supply chain is a mistake. Words can be minced through digital communication. How to fix it? Pick up the phone, have a conversation, go out to lunch with a vendor, invite them to see their impact on your business. It works every time.”
Steve Schlecht
Director, Strategic Initiatives
Buske Logistics
“Never tell people that their ideas are bad. Instead, work with them through potential scenarios based on their ideas to see if there is a logical progression to a successful outcome, or not. Innovation often comes out of somewhat half-baked ideas that are ‘workshopped’ and evolve into tremendous innovations for the company and/or the clients.”
Jeffrey D. Plumley
President
ASF Liquid Logistics
Thank you to the following leaders for providing insights:
Luca Iannuzzi, VP of Operations, ANDY
Helen Scurfield, CEO, Global Returns, Asendia
Jeffrey D. Plumley, President, ASF Liquid Logistics
Abe Eshkenazi, CEO, Association for Supply Chain Management
Caldwell Hart, Principal, Procurement & Supply Chain Management, Avetta
Larry Mason, Vice President, Operations, Averitt
Steve Schlecht, Director, Strategic Initiatives, Buske Logistics
Davey Miller, Senior Director, Container Maintenance Corporation (CMC-ITI-CCS)
Steven Blust, Past President, Containerization and Intermodal Institute (CII)
Mehmet Demirci, Senior Vice President, Global Solutions Consulting & Product Marketing, e2open
Jennifer Timblin, Global Big Truck Marketing Strategy and Activation Manager, Hyster Company
Art Van Der Stuyf, Director of Supply Chain Strategy, iGPS Logistics
Harrison Dean, Executive Vice President, iGPS Logistics
Traci Osterberger, VP Human Resources, Magaya
Nikos Silivestros, CEO, Mantis
Christine Barnhart, Chief Marketing & Industry Officer, Nulogy
Scott Walker, Vice President, Supply Chain Product Management, Powerfleet
James Bryant, COO, RK Logistics Group
Inna Kuznetsova, CEO, ToolsGroup; Board Member, Freightos, SeaCube