Analyst Insight: Industrial manufacturing includes a broad range of sub-verticals. Given the current global uncertainties, these companies are focusing on manufacturing and supply chain excellence while trying to grow their top lines. This will not stop the leaders from looking at many exciting new technologies that are emerging. The "manufacturing renaissance" going on is as likely to be around new technologies adopted as around where the manufacturing takes place. - Robert Eastman, Senior Analyst, Technology Evaluation Centers

Analyst Insight: APQC's research indicates that organizations need to prepare for the future in terms of supply chain talent. New supply chain hires are often only somewhat prepared for the jobs they will be doing, and although most organizations recognize the need for talent management programs directed at supply chain staff, many have not created such programs. What does this mean for organizations that have large numbers of employees on the brink of retirement? - Andrea Stroud, Research Program Manager, APQC

Analyst Insight: Food and beverage companies lag consumer packaged goods companies in corporate performance. With rising raw materials costs and volatility, coupled with increased compliance for food safety, they are facing greater change and increased risk. As they move into 2014, their supply chains are not as mature and their challenges are greater. - Lora Cecere, CEO and Founder, Supply Chain Insights

Buyers and sellers appear generally optimistic about the prospects for trade and the economy this year. Let's hope they're not whistling in the dark.

Analyst Insight: Customer relationship management evolved from contact management, a sales-focused process for suppliers. In many cases, CRM must be rethought; it should be stood on its head, starting with customers' needs and working back to suppliers. Because most companies lack sufficient resources to satisfy every customer, this approach initially leads to frustration. But "every customer totally thrilled" is the wrong objective. To the contrary, it's critical to focus: to "wow" the most profitable customers, and serve them perfectly. Supply chain responses must match segmented and targeted relationships to build satisfaction and profit. - Robert Sabath, Principal Essentialist SCM, Trissential

Analyst Insight: Years ago in the consumer products industry, the "supply chain of the future" looked much like today's supply chain. Industry change was gradual and incremental. But the pace of change today demands a more proactive and aggressive approach to future logistics planning. Market and competitive forces are completely reshaping how supply chains need to operate in the future. There are several opportunities for companies to improve their market position by improving internal operations. - Charles Trimarco, Managing Consultant-Supply Chain Management, Capgemini Consulting