Workshop looks at transportation's role in business success
Many people think of transportation as a discrete operation that simply carries out orders handed down from other departments. But, as CSCMP's new workshop, "Transportation's Role in Supply Chain," makes clear, transportation is important not only to effective supply chain management but also to overall business success. In this one-day program, supply chain professionals will gain a firm understanding of the value of transportation in the supply chain. Those in transportation, meanwhile, will learn how they and their operations contribute to overall business success.
The course is designed for new supply chain professionals; intermodal operations and shift workers; supply chain coordinators, managers, and supervisors; and truck drivers. It will be offered for the first time at CSCMP's headquarters in Lombard, Illinois, USA (near Chicago) on November 15. The cost is US $395 for members and US $495 for nonmembers. For more information, visit cscmp.org/events/transportation-role/index.asp.
The passing of a giant: Dr. Donald J. Bowersox
It was with great sadness that CSCMP learned of the passing of Donald J. Bowersox on July 4, 2011, after a recurrence of cancer. Dr. Bowersox not only helped to establish this organization but also developed the very concept of supply chain management.
Dr. Bowersox was an eminent academic and the last living founder of the National Council of Physical Distribution Management (NCPDM), the forerunner of what would become the Council of Supply Chain Management Professionals. He was elected NCPDM's second president in 1964 and received the organization's second Distinguished Service Award in 1966. He remained deeply involved in CSCMP, frequently speaking at educational conferences and offering guidance on programming and research until his death at age 79.
After receiving his bachelor's, master's and doctoral degrees from Michigan State University (MSU), Dr. Bowersox spent four decades at the school as a teacher, researcher, writer, and administrator. It was there, beginning with a doctoral thesis that eventually became a seminal text in logistics, that he established himself as one of the leading thinkers in distribution and transportation management. Later, he expanded his ideas to encompass other business functions, eventually developing the concept of the supply chain and identifying the enormous potential impact of this new approach to business management.
He wrote the first college textbook on physical distribution management, the first of some 17 books he authored or co-authored. He also wrote more than 250 journal articles. We are proud that among that number were two pieces that appeared in CSCMP's Supply Chain Quarterly—including the cover story for our inaugural issue in 2007, titled "SCM: The Past is Prologue."
Dr. Bowersox will be remembered as an original thinker who paved the way for supply chain strategies into the future. He will be missed by many colleagues, friends, former students, and family as well as by our entire profession.
Haritha Metta receives Doctoral Dissertation Award
CSCMP has named Haritha Metta as the recipient of the 2011 Doctoral Dissertation Award for her dissertation "A Multi-Stage Decision Support Model for Coordinated Sustainable Product and SC Design." Metta, the revenue management science analyst for Carnival Cruise Lines, received her PhD from the department of mechanical engineering and the Institute for Sustainable Manufacturing at the University of Kentucky. She earned her master's degree in mechanical engineering from the University of Kentucky and a bachelor's degree in the same field from Vignana Jyothi Institute of Engineering and Technology in India.
Metta's research interests are in the areas of supply chain design and optimization, with a focus on sustainability and multi-criteria decision making in complex systems. A portion of her dissertation also won the Ann Taylor best paper award at the International Conference on Value Chain Sustainability.
The Doctoral Dissertation Award is given annually for a dissertation in supply chain management or a related field that demonstrates originality and technical competence while contributing to the supply chain knowledge base. The purpose of the award is to encourage research leading to the advancement of supply chain management.
CSCMP committees: Get involved today!
Not all of us can be a pioneer of the profession like Don Bowersox was, but we all can contribute something that will help our peers in some way. One way to give back is to volunteer for one of CSCMP's many committees. It's a great opportunity to share your ideas with like-minded professionals and have a positive impact on the profession.
Opportunities include:
Program Committee: help develop and deliver CSCMP's supply chain management educational concepts.
Education Strategies Committee: serve as a liaison with students, educators, and educational institutions and programs.
Research Strategies Committee: investigate, evaluate, and advise CSCMP on potential research projects that could benefit the supply chain management profession.
Young Professionals Committee: assess the needs of young professionals and students entering the workforce and determine how CSCMP could meet those needs.
Roundtable Advisory Cabinet Members: monitor and assist the activities of individual CSCMP roundtables and the organization as a whole.
Sound interesting? To find out more about these committees and how to get involved, call +1 630.574.0985. If you're a CSCMP member, you can indicate your volunteering preferences in your Member Profile by logging into your account at cscmp.org, clicking on the "Membership" tab on the menu bar to the left, and then clicking on the "My Account" link. Click on the "Other Info" gray tab to access a page that allows you to select your preferences.
JBL changes to benefit both readers and authors
After 33 years of publishing twice a year, CSCMP's Journal of Business Logistics (JBL) is now increasing its frequency to four issues, giving readers more opportunities to discover groundbreaking research in logistics and supply chain management.
To support that increase in publication dates, JBL's new editors—Matthew Waller of the University of Arkansas and Stanley Fawcett of Brigham and Young University— have implemented a faster turnaround process for reviewing submissions and moving them through the editorial review process. Authors are now able to submit their articles and revisions electronically. Additionally Waller and Fawcettt have expanded the Editorial Review Board to incorporate more assistant and associate editors with a broader variety of specialty areas. Finally, there will be a number of special topic calls for papers each year to help increase the body of knowledge for particular disciplines within supply chain and logistics.
The new publisher of the JBL, Wiley and Sons, is now providing a searchable database of articles by keyword. This search function should help readers' research efforts considerably. To access past issues of JBL, see the Wiley Online Library.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Inclusive procurement practices can fuel economic growth and create jobs worldwide through increased partnerships with small and diverse suppliers, according to a study from the Illinois firm Supplier.io.
The firm’s “2024 Supplier Diversity Economic Impact Report” found that $168 billion spent directly with those suppliers generated a total economic impact of $303 billion. That analysis can help supplier diversity managers and chief procurement officers implement programs that grow diversity spend, improve supply chain competitiveness, and increase brand value, the firm said.
The companies featured in Supplier.io’s report collectively supported more than 710,000 direct jobs and contributed $60 billion in direct wages through their investments in small and diverse suppliers. According to the analysis, those purchases created a ripple effect, supporting over 1.4 million jobs and driving $105 billion in total income when factoring in direct, indirect, and induced economic impacts.
“At Supplier.io, we believe that empowering businesses with advanced supplier intelligence not only enhances their operational resilience but also significantly mitigates risks,” Aylin Basom, CEO of Supplier.io, said in a release. “Our platform provides critical insights that drive efficiency and innovation, enabling companies to find and invest in small and diverse suppliers. This approach helps build stronger, more reliable supply chains.”
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
Specifically, the two sides remain at odds over provisions related to the deployment of semi-automated technologies like rail-mounted gantry cranes, according to an analysis by the Kansas-based 3PL Noatum Logistics. The ILA has strongly opposed further automation, arguing it threatens dockworker protections, while the USMX contends that automation enhances productivity and can create long-term opportunities for labor.
In fact, U.S. importers are already taking action to prevent the impact of such a strike, “pulling forward” their container shipments by rushing imports to earlier dates on the calendar, according to analysis by supply chain visibility provider Project44. That strategy can help companies to build enough safety stock to dampen the damage of events like the strike and like the steep tariffs being threatened by the incoming Trump administration.
Likewise, some ocean carriers have already instituted January surcharges in pre-emption of possible labor action, which could support inbound ocean rates if a strike occurs, according to freight market analysts with TD Cowen. In the meantime, the outcome of the new negotiations are seen with “significant uncertainty,” due to the contentious history of the discussion and to the timing of the talks that overlap with a transition between two White House regimes, analysts said.
That percentage is even greater than the 13.21% of total retail sales that were returned. Measured in dollars, returns (including both legitimate and fraudulent) last year reached $685 billion out of the $5.19 trillion in total retail sales.
“It’s clear why retailers want to limit bad actors that exhibit fraudulent and abusive returns behavior, but the reality is that they are finding stricter returns policies are not reducing the returns fraud they face,” Michael Osborne, CEO of Appriss Retail, said in a release.
Specifically, the report lists the leading types of returns fraud and abuse reported by retailers in 2024, including findings that:
60% of retailers surveyed reported incidents of “wardrobing,” or the act of consumers buying an item, using the merchandise, and then returning it.
55% cited cases of returning an item obtained through fraudulent or stolen tender, such as stolen credit cards, counterfeit bills, gift cards obtained through fraudulent means or fraudulent checks.
48% of retailers faced occurrences of returning stolen merchandise.
Together, those statistics show that the problem remains prevalent despite growing efforts by retailers to curb retail returns fraud through stricter returns policies, while still offering a sufficiently open returns policy to keep customers loyal, they said.
“Returns are a significant cost for retailers, and the rise of online shopping could increase this trend,” Kevin Mahoney, managing director, retail, Deloitte Consulting LLP, said. “As retailers implement policies to address this issue, they should avoid negatively affecting customer loyalty and retention. Effective policies should reduce losses for the retailer while minimally impacting the customer experience. This approach can be crucial for long-term success.”