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.

Is the balance of power in buyer-seller relationships finally shifting in favor of upstream suppliers? 

For many retailers, not-for-resale (NFR) expense management falls to the bottom of the long list of strategic priorities.

When global disruption from COVID-19 first struck in early 2020, businesses everywhere moved into survival mode, particularly through multiple capital preservation strategies. 

Twenty years ago Columbia Sportswear embarked on their digital journey starting with all of their trading partners moving to a single cloud-based network.

Inflation is raging at an annualized rate of well over 8% and worker shortages and wage increases — at over 5% — are also increasing corporate costs and negatively impacting profitability.

The success of any global supply chain starts with procurement. But a lot of companies are getting that function wrong.

Creating resilient and agile supply chains requires leveragING economies of scale when working with suppliers while minimizing risk, disruptions and shortages

By adopting new digital tools, corporate finance leaders are shifting their strategic priorities to better anticipate what lurks around the corner.

In the seesawing relationship between ocean shippers and carriers, who’s up right now? And who’s down?