Arrived in Nashville for the NextGen Supply Chain Conference — connecting with global logistics leaders to explore smarter, balanced operating models that align people, process, and technology for sustainable transformation.

We Are Heading to NextGen Supply Chain in Nashville I will be at the NextGen Supply Chain Conference in Nashville from October 22-24. If you are attending and wrestling with questions like “Should we nearshore more work?” or “Why does our BPO partner look cheap but feel expensive?”, let us compare notes during a break.

The Insight Most logistics leaders can recite their cost per transaction. Far fewer can say whether the model behind it creates value or simply moves cost somewhere harder to see. Three questions settle it: can you afford to keep doing this, can you rely on it, and are your customers better off. Answer all three

The Insight Most delivery models were designed for conditions that no longer exist, and the cost of that gap shows up as margin erosion long before it shows up as a decision. Seven strategic triggers signal when a support model has stopped fitting the business it serves, from portfolio shifts and M&A to location viability

Dedicated Customer Program Managers grew strategic account coverage 20 percent, lifted satisfaction 15 points, and saved over 60 percent in labor.

A global control tower brought milestone compliance to 90 percent and cut customer inquiries 25 percent, scaled worldwide within 12 months.

Centralized air and ocean rate quoting delivered 98 percent accuracy and 35 percent faster turnaround, strengthening trust and lifting win rates.

Nearshore recruitment cut time-to-hire 40 percent and cost per hire 25 percent, then scaled globally as the model proved out.

Clear hunting and farming governance between business development and delivery: 50 percent more qualified leads, 30 percent better conversion.

A structured stakeholder framework turned reactive feedback into governed action: 40 percent more actionable input and a 10-point NPA improvement.