Returns have taken center stage in the supply chain over the last few years, but it’s clear merchants and carriers still don’t know the best approach to optimizing them. For those managing returns the same way they did pre-pandemic, fixing this process may seem too complex or disruptive

On February 10th, Russia announced it would slash its output by half a million barrels a day. The decision led to a significant uptick in bullishness in the options market, while firming up timespreads.

Competition, government incentives and falling raw material prices are making battery-powered cars more affordable sooner than expected.

It’s tough enough, getting small packages into the hands of e-commerce shoppers with the efficiency and speed they demand today. But when heavy goods are involved? That’s a whole other challenge.

AEA, a New York buyout firm that traces its roots to the Rockefeller and Mellon family fortunes, had been working with Barclays Plc on the potential divestment of Scan Global.

The rapid growth of direct-to-consumer (D2C) fulfillment models during COVID-19 has decentralized demand, adding to complexity, cost and volatility. Supply chain visibility isn’t just a catchphrase; it’s an imperative.

The pace of the growth is putting a premium on logistics capabilities, including distribution centers positioned to quickly reach U.S. customers.

The goods we consume today require complex logistics processes in urban areas. If not planned adequately, they can negatively affect urban sustainability.