Your personal energy is the foundation of everything you do as a supply chain professional. Here's some advice on how to take care of yourself so you can be at your best.
Supply chain professionals know how to use a variety of resources to get products and materials to the right location, at the right time and at the right cost. Sometimes, though, we forget that we ourselves are a resource—in fact, the greatest resource we have. We need to manage ourselves with the same mastery we apply to our work. That's because our personal energy is the foundation of everything we do as supply chain professionals. Without sufficient energy, it will be harder to maintain the degree of focus and mental acuity we need in order to excel in our jobs.
There is good reason, then, to manage our personal energy with great care. But not everybody thinks that way, and many busy, time-pressured supply chain professionals are facing a personal "energy crisis," so to speak. To avoid that trap, it's helpful to think of energy as a three-faceted resource. Those facets are: physical energy, intellectual energy, and emotional energy. Let's take a look at some ways to enhance and maintain each of them.
Physical energy
Physical energy allows you to function well, and to feel good both physically and mentally. The key here is to make sure you have enough of this type of energy. This is easier said than done, admittedly. Where to start? Getting enough rest should be a priority. That may seem self-evident, yet it can be hard to make rest a priority when there are so many demands on our time. Everyone should target between seven and eight hours of sleep time. Make a point of going to bed at the same time every night and getting up at the same time every morning. Variations on the weekend should be minimal; wake up later if you desire more rest, but still try to go to sleep at the same time.
The quality of your rest is important as well. Benjamin Franklin's quote, "Fatigue is the best pillow," is true, yet you do not want to get to the exhausted state before you get your rest. Exhaustion can lead to illness. But being just a little tired at the end of the day, from exercise plus a full day of work, will help you sleep more soundly. Exercise, in fact, is necessary for anyone who wants to maintain physical energy. Exercise helps you focus better when you're awake, and it helps reduce your stress levels. Furthermore, being fit helps you resist illness. Getting exercise does not require fitness club memberships, expensive equipment, and time-consuming classes—although they can be very helpful for some people. You can get the benefits of exercise simply by walking at lunch, taking the stairs instead of an elevator, and/or parking at the far edge of the lot and walking a longer distance to your office. Many supply chain professionals, moreover, have the benefit of working in an environment that allows for walking around on the job. Take advantage of that opportunity and move around to "recharge your battery."
Stress has an impact on physical energy. Sometimes stress is our friend; it can pump us up and help us move forward. Everyone can think of a stressful time that got the heart racing and the juices flowing! Stress, however, must be managed, or it will become a drain on your physical energy. To counteract stress, you must make time to relax. Relaxing can include spending time with family and friends, or engaging in hobbies, sports, meditation, and so forth. What qualifies as relaxation is specific to each individual. What one person finds relaxing—say, playing on an after-work baseball team—another person may find stressful. Find what works for you.
Lastly, physical energy requires fuel. This means you need to eat nutritious foods at the right times and in the right amount. Always eat breakfast. Have it include some protein and produce, which will keep you going through the morning. Eat snacks. Do not wait until you are hungry to keep your body fueled! And be sure to eat the right amount. Eating too much at once will make you sluggish and tired; too little, and you'll feel weak and have difficulty staying focused. Stay hydrated, and drink water throughout the day.
When you think about physical energy, remember the old computer-programming adage: garbage in, garbage out. You are only going to feel good if you treat your body well. If you don't get the rest, exercise, and fuel you need, you will not have the physical foundation for the intellectual and emotional energy that makes a great supply chain professional.
Intellectual energy
Intellectual energy allows you to be "on," or at your best. When intellectual energy is high, the ideas flow and productivity rises. Intellectual energy lets you use and develop the skills you need in your current role. It allows you to be a passionate and effective supply chain professional.
There are many ways to experience surges of intellectual energy. It happens when you attend engaging educational conferences, when you are tackling a new problem, or when you learn a new skill. You'll also feel intellectual energy when you spend time reflecting on, planning, and devising strategies.
To get the full benefits of intellectual energy, it's necessary to have a good physical energy base. You must be rested, properly fueled, and physically well to maintain and get the most from intellectual energy.
Emotional energy
Emotional energy allows a supply chain professional to be a leader. Call it charisma, call it enthusiasm, call it quiet strength—it comes in different forms for different people. Your colleagues acquire your emotional energy and become motivated. They respond to your vision and needs, and they follow you.
Exceptional supply chain professionals make more emotional energy than they consume. Being a "net exporter" of emotional energy is important: That excess energy gets absorbed by team members who need to feel the strength you can provide when they are depleted (just as you will need to depend on the extra energy and enthusiasm others bring on those occasions when you feel depleted).
Unfortunately, there are some people who never give off a positive emotional energy flow. Instead, they suck the emotional energy out of the team. They can turn even fun events into negative occasions. We all know them, and we all avoid them when possible.
Make healthy choices
It's important to recognize that many things in business and life lie outside your control. This fact runs counter to what many of us have been told. It is dangerous to believe that ANYONE has (or can acquire) omnipotent control. This is a fantasy that absolutely drains energy.
While you can't control how others choose to behave and think, you can manage your own behavior and mindset. You can make changes to your lifestyle that will add to your physical energy. You can make choices that feed your intellectual energy. Last, you can provide positive, emotional energy and consistently model your values in your workplace. Good people will see and feel the message, and they will be inspired to follow.
Benefits for Amazon's customers--who include marketplace retailers and logistics services customers, as well as companies who use its Amazon Web Services (AWS) platform and the e-commerce shoppers who buy goods on the website--will include generative AI (Gen AI) solutions that offer real-world value, the company said.
The launch is based on “Amazon Nova,” the company’s new generation of foundation models, the company said in a blog post. Data scientists use foundation models (FMs) to develop machine learning (ML) platforms more quickly than starting from scratch, allowing them to create artificial intelligence applications capable of performing a wide variety of general tasks, since they were trained on a broad spectrum of generalized data, Amazon says.
The new models are integrated with Amazon Bedrock, a managed service that makes FMs from AI companies and Amazon available for use through a single API. Using Amazon Bedrock, customers can experiment with and evaluate Amazon Nova models, as well as other FMs, to determine the best model for an application.
Calling the launch “the next step in our AI journey,” the company says Amazon Nova has the ability to process text, image, and video as prompts, so customers can use Amazon Nova-powered generative AI applications to understand videos, charts, and documents, or to generate videos and other multimedia content.
“Inside Amazon, we have about 1,000 Gen AI applications in motion, and we’ve had a bird’s-eye view of what application builders are still grappling with,” Rohit Prasad, SVP of Amazon Artificial General Intelligence, said in a release. “Our new Amazon Nova models are intended to help with these challenges for internal and external builders, and provide compelling intelligence and content generation while also delivering meaningful progress on latency, cost-effectiveness, customization, information grounding, and agentic capabilities.”
The new Amazon Nova models available in Amazon Bedrock include:
Amazon Nova Micro, a text-only model that delivers the lowest latency responses at very low cost.
Amazon Nova Lite, a very low-cost multimodal model that is lightning fast for processing image, video, and text inputs.
Amazon Nova Pro, a highly capable multimodal model with the best combination of accuracy, speed, and cost for a wide range of tasks.
Amazon Nova Premier, the most capable of Amazon’s multimodal models for complex reasoning tasks and for use as the best teacher for distilling custom models
Amazon Nova Canvas, a state-of-the-art image generation model.
Amazon Nova Reel, a state-of-the-art video generation model that can transform a single image input into a brief video with the prompt: dolly forward.
Economic activity in the logistics industry expanded in November, continuing a steady growth pattern that began earlier this year and signaling a return to seasonality after several years of fluctuating conditions, according to the latest Logistics Managers’ Index report (LMI), released today.
The November LMI registered 58.4, down slightly from October’s reading of 58.9, which was the highest level in two years. The LMI is a monthly gauge of business conditions across warehousing and logistics markets; a reading above 50 indicates growth and a reading below 50 indicates contraction.
“The overall index has been very consistent in the past three months, with readings of 58.6, 58.9, and 58.4,” LMI analyst Zac Rogers, associate professor of supply chain management at Colorado State University, wrote in the November LMI report. “This plateau is slightly higher than a similar plateau of consistency earlier in the year when May to August saw four readings between 55.3 and 56.4. Seasonally speaking, it is consistent that this later year run of readings would be the highest all year.”
Separately, Rogers said the end-of-year growth reflects the return to a healthy holiday peak, which started when inventory levels expanded in late summer and early fall as retailers began stocking up to meet consumer demand. Pandemic-driven shifts in consumer buying behavior, inflation, and economic uncertainty contributed to volatile peak season conditions over the past four years, with the LMI swinging from record-high growth in late 2020 and 2021 to slower growth in 2022 and contraction in 2023.
“The LMI contracted at this time a year ago, so basically [there was] no peak season,” Rogers said, citing inflation as a drag on demand. “To have a normal November … [really] for the first time in five years, justifies what we’ve seen all these companies doing—building up inventory in a sustainable, seasonal way.
“Based on what we’re seeing, a lot of supply chains called it right and were ready for healthy holiday season, so far.”
The LMI has remained in the mid to high 50s range since January—with the exception of April, when the index dipped to 52.9—signaling strong and consistent demand for warehousing and transportation services.
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, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”
Freight transportation providers and maritime port operators are bracing for rough business impacts if the incoming Trump Administration follows through on its pledge to impose a 25% tariff on Mexico and Canada and an additional 10% tariff on China, analysts say.
Industry contacts say they fear that such heavy fees could prompt importers to “pull forward” a massive surge of goods before the new administration is seated on January 20, and then quickly cut back again once the hefty new fees are instituted, according to a report from TD Cowen.
As a measure of the potential economic impact of that uncertain scenario, transport company stocks were mostly trading down yesterday following Donald Trump’s social media post on Monday night announcing the proposed new policy, TD Cowen said in a note to investors.
But an alternative impact of the tariff jump could be that it doesn’t happen at all, but is merely a threat intended to force other nations to the table to strike new deals on trade, immigration, or drug smuggling. “Trump is perfectly comfortable being a policy paradox and pushing competing policies (and people); this ‘chaos premium’ only increases his leverage in negotiations,” the firm said.
However, if that truly is the new administration’s strategy, it could backfire by sparking a tit-for-tat trade war that includes retaliatory tariffs by other countries on U.S. exports, other analysts said. “The additional tariffs on China that the incoming US administration plans to impose will add to restrictions on China-made products, driving up their prices and fueling an already-under-way surge in efforts to beat the tariffs by importing products before the inauguration,” Andrei Quinn-Barabanov, Senior Director – Supplier Risk Management solutions at Moody’s, said in a statement. “The Mexico and Canada tariffs may be an invitation to negotiations with the U.S. on immigration and other issues. If implemented, they would also be challenging to maintain, because the two nations can threaten the U.S. with significant retaliation and because of a likely pressure from the American business community that would be greatly affected by the costs and supply chain obstacles resulting from the tariffs.”
New tariffs could also damage sensitive supply chains by triggering unintended consequences, according to a report by Matt Lekstutis, Director at Efficio, a global procurement and supply chain procurement consultancy. “While ultimate tariff policy will likely be implemented to achieve specific US re-industrialization and other political objectives, the responses of various nations, companies and trading partners is not easily predicted and companies that even have little or no exposure to Mexico, China or Canada could be impacted. New tariffs may disrupt supply chains dependent on just in time deliveries as they adjust to new trade flows. This could affect all industries dependent on distribution and logistics providers and result in supply shortages,” Lekstutis said.
Grocers and retailers are struggling to get their systems back online just before the winter holiday peak, following a software hack that hit the supply chain software provider Blue Yonder this week.
The ransomware attack is snarling inventory distribution patterns because of its impact on systems such as the employee scheduling system for coffee stalwart Starbucks, according to a published report. Scottsdale, Arizona-based Blue Yonder provides a wide range of supply chain software, including warehouse management system (WMS), transportation management system (TMS), order management and commerce, network and control tower, returns management, and others.
Blue Yonder today acknowledged the disruptions, saying they were the result of a ransomware incident affecting its managed services hosted environment. The company has established a dedicated cybersecurity incident update webpage to communicate its recovery progress, but it had not been updated for nearly two days as of Tuesday afternoon. “Since learning of the incident, the Blue Yonder team has been working diligently together with external cybersecurity firms to make progress in their recovery process. We have implemented several defensive and forensic protocols,” a Blue Yonder spokesperson said in an email.
The timing of the attack suggests that hackers may have targeted Blue Yonder in a calculated attack based on the upcoming Thanksgiving break, since many U.S. organizations downsize their security staffing on holidays and weekends, according to a statement from Dan Lattimer, VP of Semperis, a New Jersey-based computer and network security firm.
“While details on the specifics of the Blue Yonder attack are scant, it is yet another reminder how damaging supply chain disruptions become when suppliers are taken offline. Kudos to Blue Yonder for dealing with this cyberattack head on but we still don’t know how far reaching the business disruptions will be in the UK, U.S. and other countries,” Lattimer said. “Now is time for organizations to fight back against threat actors. Deciding whether or not to pay a ransom is a personal decision that each company has to make, but paying emboldens threat actors and throws more fuel onto an already burning inferno. Simply, it doesn’t pay-to-pay,” he said.
The incident closely followed an unrelated cybersecurity issue at the grocery giant Ahold Delhaize, which has been recovering from impacts to the Stop & Shop chain that it across the U.S. Northeast region. In a statement apologizing to customers for the inconvenience of the cybersecurity issue, Netherlands-based Ahold Delhaize said its top priority is the security of its customers, associates and partners, and that the company’s internal IT security staff was working with external cybersecurity experts and law enforcement to speed recovery. “Our teams are taking steps to assess and mitigate the issue. This includes taking some systems offline to help protect them. This issue and subsequent mitigating actions have affected certain Ahold Delhaize USA brands and services including a number of pharmacies and certain e-commerce operations,” the company said.
Editor's note:This article was revised on November 27 to indicate that the cybersecurity issue at Ahold Delhaize was unrelated to the Blue Yonder hack.