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.
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.
Shippers today are praising an 11th-hour contract agreement that has averted the threat of a strike by dockworkers at East and Gulf coast ports that could have frozen container imports and exports as soon as January 16.
The agreement came late last night between the International Longshoremen’s Association (ILA) representing some 45,000 workers and the United States Maritime Alliance (USMX) that includes the operators of 14 port facilities up and down the coast.
Details of the new agreement on those issues have not yet been made public, but in the meantime, retailers and manufacturers are heaving sighs of relief that trade flows will continue.
“Providing certainty with a new contract and avoiding further disruptions is paramount to ensure retail goods arrive in a timely manner for consumers. The agreement will also pave the way for much-needed modernization efforts, which are essential for future growth at these ports and the overall resiliency of our nation’s supply chain,” Gold said.
The next step in the process is for both sides to ratify the tentative agreement, so negotiators have agreed to keep those details private in the meantime, according to identical statements released by the ILA and the USMX. In their joint statement, the groups called the six-year deal a “win-win,” saying: “This agreement protects current ILA jobs and establishes a framework for implementing technologies that will create more jobs while modernizing East and Gulf coasts ports – making them safer and more efficient, and creating the capacity they need to keep our supply chains strong. This is a win-win agreement that creates ILA jobs, supports American consumers and businesses, and keeps the American economy the key hub of the global marketplace.”
The breakthrough hints at broader supply chain trends, which will focus on the tension between operational efficiency and workforce job protection, not just at ports but across other sectors as well, according to a statement from Judah Levine, head of research at Freightos, a freight booking and payment platform. Port automation was the major sticking point leading up to this agreement, as the USMX pushed for technologies to make ports more efficient, while the ILA opposed automation or semi-automation that could threaten jobs.
"This is a six-year détente in the tech-versus-labor tug-of-war at U.S. ports," Levine said. “Automation remains a lightning rod—and likely one we’ll see in other industries—but this deal suggests a cautious path forward."
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).
The three companies say the deal will allow clients to both define ideal set-ups for new warehouses and to continuously enhance existing facilities with Mega, an Nvidia Omniverse blueprint for large-scale industrial digital twins. The strategy includes a digital twin powered by physical AI – AI models that embody principles and qualities of the physical world – to improve the performance of intelligent warehouses that operate with automated forklifts, smart cameras and automation and robotics solutions.
The partners’ approach will take advantage of digital twins to plan warehouses and train robots, they said. “Future warehouses will function like massive autonomous robots, orchestrating fleets of robots within them,” Jensen Huang, founder and CEO of Nvidia, said in a release. “By integrating Omniverse and Mega into their solutions, Kion and Accenture can dramatically accelerate the development of industrial AI and autonomy for the world’s distribution and logistics ecosystem.”
Kion said it will use Nvidia’s technology to provide digital twins of warehouses that allows facility operators to design the most efficient and safe warehouse configuration without interrupting operations for testing. That includes optimizing the number of robots, workers, and automation equipment. The digital twin provides a testing ground for all aspects of warehouse operations, including facility layouts, the behavior of robot fleets, and the optimal number of workers and intelligent vehicles, the company said.
In that approach, the digital twin doesn’t stop at simulating and testing configurations, but it also trains the warehouse robots to handle changing conditions such as demand, inventory fluctuation, and layout changes. Integrated with Kion’s warehouse management software (WMS), the digital twin assigns tasks like moving goods from buffer zones to storage locations to virtual robots. And powered by advanced AI, the virtual robots plan, execute, and refine these tasks in a continuous loop, simulating and ultimately optimizing real-world operations with infinite scenarios, Kion said.
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.