Until operations management and transportation spend are combined, a company doesn't know the true cost of its business, says Jim Barnes, executive vice president of Körber Supply Chain.

Ron Sweet, senior consultant at Kimberly-Clark, describes how the CPG giant optimized transportation management, in this case study submission to the 2022 Supply Chain Innovator of the Year Award.

The volume of counterfeit products is huge and poses safety issues for manufacturers, carriers and consumers, says Phil Hamilton, chief executive officer and co-founder of Countercheck.

Visibility, risk management and compliance must be optimized for a successful supply chain, says Karin Stevens, executive vice president and chief marketing and product officer at Overhaul.

Last-mile logistics is more complicated than first- or middle-mile, and it's changing all the time, says Akash Agarwal, co-founder and chief business officer at Beans.ai.

As online orders begin to plateau or even drop, those providers who ramped up for the pandemic are well-prepared for direct-to-consumer logistics, says Mike McComb, senior vice president of global e-commerce for Pitney Bowes.

Without the proper IT implementation, companies can't adequately scale up to meet swelling volumes of online orders, says Ian Berman, QAD Precision solution consultant.

Online orders skyrocketed during the pandemic, and many third-party logistics providers were not ready, according to Robert Liva, senior channel manager at Pierbridge and Martin Hespeler, vice president of sales at Microlistics, both adjacent technologies at Wisetech Global Group.

In this case study, a fourth-party logistics (4PL) provider based in Lima, Peru describes the partnership that allowed it to expand its services from Latin America to Europe and beyond.

It's critical that HR and operations partner rather than work separately if frontline workers are to be successfully retained, says Rachel Bates, chief revenue officer at WorkStep.