For "complexity masters," the world can be a dependable supplier and profitable market. But lackluster business performance is an unpleasant side effect for companies ill prepared for globalization and mounting value-chain complexity.

As corporations turn a strategic eye on sourcing operations, they increasingly realize the need to better manage and enforce their numerous contracts. In may ways, this is old news for transportation and logistics, where contract management tools and processes already are well established, though still underused.

U.S.-based 3PLs are stepping up their international supply-chain capabilities to keep their customers competitive in the new global economy.

It's a mistake to see the financial information reporting and documentation requirements of the act as the responsibility solely of either the CFO or the IT department. Sarbanes has many implications for supply-chain management.

Ten best practices in supply-chain planning, culled from conversations with leading supply-chain executives, analysts and vendors - the first of a series of six "Best Practices" articles to be presented this year.