As an industry, global consumer products companies have historically underinvested in plants and manufacturing capabilities. In fact, a significant number of organizations may still be running their operations on equipment and processes that were last updated in the prior millennium. Under these circumstances, throughput can rarely keep pace with current needs. At the same time, many of these same companies have made one or more large acquisitions that slow the supply chain down even more: duplication and redundancy at the plant level; disparate operating and ERP systems that cloud visibility; and manual processes that consumed valuable resources.

A study to calculate the economic risk US industries face from climate change is being funded by New York City mayor Michael Bloomberg, billionaire Tom Steyer and George W. Bush-era Treasury secretary Henry Paulson.

Widely divergent lifecycles for electronics products are creating increasing demand for obsolete and end-of-life components, which sometimes end up being sourced from the gray market. Let's look in detail why that is happening and how product lifecycles are creating a gap in the electronic components supply chain that is in danger of being filled by counterfeit components.

Have you ever wondered why it is so easy for improved processes to go back to how they were performing before improvement? Why it always seems that, even if everybody follows the new instructions, the process still produces defects? Why it's so hard to maintain the benefits in the process after the projects are done?

In many ways, the fateful episode of the Costa Concordia provides a metaphor for the international shipping industry as a whole. Its image is hardly the best. Huge tankers plying the sea, belching noxious gases into the air from low-grade crude and pumping out invasive species when emptying their ballast-water tanks on shore. Oh, and a catastrophic oil spill every now and then. But that's not the whole story.