Mitch Mac Donald has more than 30 years of experience in both the newspaper and magazine businesses. He has covered the logistics and supply chain fields since 1988. Twice named one of the Top 10 Business Journalists in the U.S., he has served in a multitude of editorial and publishing roles. The leading force behind the launch of Supply Chain Management Review, he was that brand's founding publisher and editorial director from 1997 to 2000. Additionally, he has served as news editor, chief editor, publisher and editorial director of Logistics Management, as well as publisher of Modern Materials Handling. Mitch is also the president and CEO of Agile Business Media, LLC, the parent company of DC VELOCITY and CSCMP's Supply Chain Quarterly.
Walk into any conference room in America with a proposal for changing operations and you'll get a big show of resistance. Push people to change, and they'll push right back. You can chalk it up to human nature—resistance to change seems to be encoded right into our DNA—but that doesn't make it any easier to deal with.
Until you figure out a way to overcome that resistance, your change initiative doesn't stand a chance. You can try to force your program through. But what you're likely to get is an even more resistant organization or worse, one that pays lip service to your mandates for a couple of months before reverting to the old ways. A better approach is to develop an effective change management program— typically a protocol that includes fully explaining the goals, engaging everyone in an ongoing dialogue and addressing all of the emotions and objections that arise.
But before you can deal with problems related to resistance, you need to bring the reasons to light. And that's not always easy. Many times people can't tell you why they're clinging to the old ways of doing things.
Speaking at the recent Manugistics envision 2003 User Conference in Washington, D.C., Rick Blasgen, senior vice president of integrated logistics at ConAgra Foods, acknowledged the difficulties of managing corporate change—specifically, change initiatives directed at creating a fully integrated supply chain. Yet he emphasized the real need to address the problem, ranking change management on a par with technology and the ability to break down functional silos as the keys to supply chain management success.
As part of his presentation, Blasgen regaled the audience with an anecdote that illustrated how people fall victim to the "But that's the way we've always done it" syndrome. As he told it, five monkeys are in a cage with a bunch of bananas hanging from the top and a staircase placed beneath it. Very quickly, one of the monkeys spies the fruit and heads up the stairs. But as soon as he begins his ascent, the zookeeper sprays all the other monkeys in the cage with cold water. After a while, another monkey makes an attempt to climb the stairs. The result is the same. All the other monkeys are sprayed with cold water. Pretty soon, when another monkey attempts to climb the stairs, the other monkeys attack it. They know by now that if one of them starts up the stairs, the rest of them are in for an icy shower, so they try to prevent it.
Next, the zookeeper puts away the hose and removes one monkey from the cage and replaces it with a new one.Naturally, as soon as the newly arrived monkey spies the bananas, he takes off up the stairs. To his shock and dismay, he's immediately attacked by all the other monkeys.
The zookeeper then replaces another monkey with a new one, who, like his predecessor, heads up the stairs.He too is attacked, with the previous newcomer taking part with enthusiasm. Every time a new monkey is added and starts to eye the fruit, he's attacked, even though most of the monkeys that are beating him up have no idea why.
After the zookeeper has replaced each of the five original primates, none of which has ever been sprayed with water because of its cellmates' actions, something curious is observed. None of the new monkeys ever approaches the stairs in pursuit of the bananas. Why not? "Because, that's the way it's always been done around here!"
Silly? Maybe. Telling? Very. The next time someone says you can't change something because "that's the way it's always been done around here," you might be tempted to spray him or her with a hose. Instead, simply ask why. Chances are very good he or she doesn't know the answer. That's your opening to tell the story of the monkeys, share a laugh, and acknowledge his or her fears. And then you can get down to the business of change.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.