LeBron James nearly sank Nike’s supply chain.

Manufacturers, retailers and distributors looking to make better use of working capital have a number of creative options at their disposal. But many prefer simply to slow-pay their suppliers.

The hidden risk of a protracted trade war goes beyond the most obvious downside of losing valued trading partners, disrupting the supply chain and increasing costs.

What’s the single most important development shaping the future of how companies drive business value from their data and analytics capabilities?

U.S. manufacturers are lagging their European counterparts in the adoption of creative approaches to supply-chain finance. But three companies are demonstrating the varied ways in which that tool can be effectively deployed.

It was Apple CEO Tim Cook who called inventory “fundamentally evil.” But a lot of manufacturers and retailers don’t seem to agree with him.

The supply chain as we know it is on the precipice of tipping from decades of steadily accelerating “push” dynamics to a new “push-and-pull” model.