This story looks at some recent applications of blockchain technology in supply chain management.
Logistics providers in Alaska are on top of the world, literally and figuratively. They are a special breed prepared for every challenge the Last Frontier poses.
Increasing visibility, flexibility, and accuracy, these technological tools enable 3PLs to more effectively move, store, and fulfill shippers’ orders—even during supply chain disruptions.
Our annual Inbound Logistics Top 100 Logistics IT Providers list is a guide of the leading logistics IT solutions providers in the market in 2020. Next time you're ready to add to your company's logistics IT tools, you'll find our guide an invaluable resource.
Supply chain management may have changed forever as COVID-19 brings heightened awareness to its fragility. With careful planning, shippers can minimize risks related to the pandemic.
To help logistics professionals plan for the future, Inbound Logistics conducts an annual survey of logistics technology providers. Assembling data on current logistics IT trends, we paint a picture of the capabilities available today and the technology investments shippers are making to gain a competitive edge.
Molson Coors Beverage Company relies on Echo Global Logistics to simplify its transportation management processes.
Leadership profile of Juliann Larimer, CEO of Peak-Ryzex
Globally, 85% of employees report that they’re not engaged at the workplace. Manufacturing, retail, and distribution teams can take three steps to ensure that employees stay engaged and thrive in their roles.
With the demand for fuel changing so quickly, how can organizations manage their fuel supply chain in the wake of a crisis like the COVID-19 outbreak?
The power of centralized organizations must harness and unleash the strengths of decentralized communities to help beat COVID-19. Thousands of supply chain professionals, educators, and inventors have joined The Worldwide Supply Chain Federation (TWSCF) to rethink and change how supply chain operates in 2020 and beyond.
During the coronavirus pandemic, the scramble for logistics expertise and solutions is on.
When you combine consumer demand for deliveries at a breakneck pace, the historically tight labor market, and the unpredictability of the global trade landscape, e-commerce businesses must be just as fast as they are flexible to succeed today’s market.
We asked and you answered—this is how you think shippers should adjust their supply chain strategy in response to the COVID-19 pandemic.
IT Matters: Logistics & Supply Chain Technology
Supply chain visibility is one of the key drivers to a company’s success, yet still remains a top challenge.
Companies are increasingly investing in returnable industrial packaging (RIP) to ship products to customers as sustainably as possible, and significantly reduce the amount of packaging-related waste they create, while also improving efficiencies and cutting costs.
This is how manufacturers and retailers can map dependencies and minimize risk when facing supply chain disruptions like the new coronavirus pandemic.
When it comes to logistics, the speed and convenience of e-commerce has led to changing expectations in the business-to-consumer sector. Meeting these expectations requires hitting an exact sequence of strict targets.
In this competitive and sizable market, space availability is at an all-time low while competitive pressures have never been higher. Warehouse managers can achieve more with less using these five crucial tips.
The COVID-19 pandemic is negatively affecting the global economy—supply chains are especially affected. Recovery will likely require unprecedented levels of orchestration. Here are five ways leaders can help their businesses find the road to recovery.
Shippers can take these five operations-focused actions to build resilience and pave the way for success as they shift into the "operate" phase of the COVID-19 crisis—not only to efficiently operate in this new business environment, but also to prepare for the next phases of the crisis.
Stabilizing core business operations, managing risk, and taking steps to perfect and enforce rights under existing agreements should be key priorities in your company’s response to COVID-19. Here are four strategies for supply chain professionals, in-house counsel, and risk managers to keep in mind.
With more and more brick-and-mortar shops temporarily closing their doors due to the COVID-19 pandemic, there’s immense pressure on retailers to deliver much-needed supplies to individuals at home. The Internet of Things (IoT) can help mitigate this risk and ensure supply chains operate as swiftly as possible.
Inbound freight can be a challenge to analyze or control, but it significantly impacts operational and cost results. Traverse this ‘final frontier’ of supply chain management by collaborating on these strategies, across departments.
Partnering with a 3PL that offers a comprehensive transportation management system can help your enterprise take control of the LTL spend.
How can we better prepare to minimize the risks that disruptions present and mitigate their impact? Here’s how to build a more flexible and agile supply chain.
Don’t delay. Create an agile, real-time approach. Have an effective communication strategy, one that includes internal users, vendors, and carrier partners. This will have a critical impact on your success.
MagicLogic Optimization’s BlackBox significantly improved cartonization for True Manufacturing. The solution automatically determined the optimal size and fill material needed for each box, optimizing the manufacturer’s fulfillment processes.
Read how HNRY Logistics boosted its truckload brokerage offering with Logistical Labs' LoadDex, accelerating response rates and letting shippers initiate rate requests.
A premium CPG company turned to Hub Group to develop a dynamic solution to eliminate supply chain inefficiencies and support a surge in volume.
With retail stores being one of the few businesses that remain open to the general public, supply chains operations have had to embrace creativity to deliver effectively.
Decisions made with incorrect data lead to no cost savings and compounding incorrect data throughout the supply chain. Here's how to make sure your data is sound.
A low-cost provider may produce short-term savings but will not deliver sustainable efficiencies and the level of service shippers expect. Strategic partnerships that are mutually beneficial stand the test of time and drive waste out of shippers’ supply chains.
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