Education

On this episode, Steven A. Melnyk discusses how managing the strategic supply chain is different, and why it calls for a new kind of supply chain leader. SCMR’s Editorial Director Bob Trebilcock hosts.

The global shortage of semiconductor chips that is disrupting supply chains in the automotive and consumer electronics industries is forcing chipmakers to decide which customers’ orders to fulfill when product is in short supply.

The full truckload (TL) transportation market’s dynamics in the US and non-binding freight contracts enable shippers and carriers to behave opportunistically when buying and selling TL capacity.

This white paper details Robert Hirschey’s experience in working with companies to develop education as a strategic advantage, Hirschey has worked as an executive at both the operating and strategic levels.

Fundamentally, supply chains are in place to solve problems, how you define a problem is how you solve it.

As part of the interview series, Arthur Adams, Jr., DTI board member and vice president of sales, supply chain and customer engagement at CSX, discussed leadership and his company’s response to the pandemic, as well as economic and social change.

Which supply chain challenges will preoccupy companies in 2021? Many are reflected in MIT CTL's research agenda for the new year, so we asked our senior researchers to describe what they would like to achieve in 2021.

Media reports detailing abuses suffered by the Uyghur people in the Xinjiang region of northwestern China cast a spotlight on society’s long-running failure to eradicate the use of forced labor from supply chains.

The pandemic is transforming societies on many fronts; this trend, coupled with rising demand for learning platforms that are more accessible and flexible, will permanently change the education landscape.

The new standard for proactively assessing a global supply chain’s ability to mitigate the impact of disruptive events will improve agility and help companies outmaneuver uncertainty.

The difference between companies that continue to gain a competitive advantage from Machine Learning-based demand forecasts and those that struggle to harness the technology could become greater in a post-pandemic future.

Companies need to review their supply chain design processes and adopt modern methods reflective of the volatile markets in which they now compete.

As the business world continues to reinvent itself, here’s a look at how supply chain executive education could evolve over the next year.

Displaced workers trained in hard and soft skills for CNC operation and robotics.

eKentucky Advanced Manufacturing Institute (eKAMI) students, including displaced coal miners, find jobs during school closure; eKAMI’s focus on reskilling workers extends to staff, who leverage 3D printers to build and donate masks for frontline healthcare workers.

The COVID-19 crisis is now making it clear that the supply chain and workplace conditions closer to home may need to be re-evaluated.

Never in the history of global supply chain management has there been a challenge of the magnitude of the COVID-19 pandemic...when the pandemic begins to fade, supply chain professionals will face a “triple bullwhip” that has never been experienced before—a demand bullwhip, plus a supply bullwhip, plus a logistics bullwhip.

The need to embrace the digital transformation (DT) of supply chains remains critically important for companies, but as is the case in most areas of business, it is being shaped by the COVID-19 crisis.

Online supply chain education is not a new phenomenon, but the number of highly specialized, transportation-specific learning options has proliferated in the last few years.

As the coronavirus continues to spread and the number of infections surpasses 400,000 worldwide, the MIT Center for Transportation and Logistics (MIT CTL) took another look at how companies are responding.