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Blue Yonder’s ICON 2025 Demonstrates Why Supply Chains Must Transform

Published

5 mois ago

19 mai 2025

Blue Yonder’s Icon 2025 Demonstrates Why Supply Chains Must Transform

There is nothing like harnessing the energy of a user conference to outline a bold vision for a transforming world. In that vein, Blue Yonder’s ICON 2025 didn’t disappoint. Hosted at the Gaylord in Nashville the week harnessed the theme of machine speed and precision across connected supply chain processes. As you would expect, major emphasis was placed on the role of AI to deliver accurate, timely, and improved decisions at all points of supply chain processes using a combination of human-to-AI agent and agent-to agent collaboration. Given the company’s position in the market, the company is capable of executing the business strategy that delivers their vision to customers.

Duncon Angrove, Chief Executive Officer, Blue Yonder

What became quite clear over the course of the week was more evidence that the elephant is definitely still in the room, and ICON demonstrated that the rationale for supply chain modernization isn’t about a solution provider just trying to sell wares. Supply chain modernization must occur in today’s digital-centric world. We have been seeing the need for significant modernization (i.e., transformation) dating back years now. Supply chains need systemic change that must occur via communication, data sharing, and process modernization delivered through the use of orchestrated, interoperable AI agents and data fabrics across multiple enterprises. Whether it’s the shock of a pandemic, geopolitics, or global trade wars, the pace and complexity of volatility in today’s world is beyond the means of traditional supply chain business practices. The past approach of limited, incremental improvements is not sufficient for today’s supply chain needs. We are a quarter of the way into the 21st century and many supply chain practices are still behind the times. As people in such a consumer-heavy country (topic for another time) as the US, we experience it daily.

First, the News

Across the week, Blue Yonder leadership consistently mentioned their commitment to an artificial intelligence (AI) “innovation shockwave” and “avalanche.” As Blue Yonder Chief Executive Officer Duncan Angove mentioned in his keynote, the shockwave was the culmination of $2 billion investment the company began making about three years ago. He also noted that the company had rewritten 28 different planning applications onto one platform. At ICON, Blue Yonder unveiled a number of new products and services, as well as announcing a major acquisition. The products and services were focused around the idea of cognitive solutions delivered by the Blue Yonder Platform that is built on Snowflake’s AI data cloud. As defined by Blue Yonder, the company’s cognitive solutions have the following characteristics:

Cloud-native architecture: All cognitive applications are cloud-native, ensuring they are modern and “always current,” providing a continuous stream of business value without “forklift upgrades”.
Platform delivered: They are built on and sit in the company’s platform and Snowflake’s AI data cloud.
Interoperable and end-to-end: The applications are designed to work together as one system, supporting end-to-end supply chain processes.
Multi-enterprise: The One Network acquisition, announced in 2024, extends capabilities across multiple companies and tiers in the supply chain.
Unified data model: Applications are built on a common data model within the Snowflake AI Data Cloud, enabling concurrent demand and supply planning, unified allocation and replenishment, unified returns management, and unified execution decisions.
Intelligent and agentic: The company indicated that its cognitive solutions are inherently intelligent and agentic, leveraging Blue Yonder’s history as an early adopter of machine learning and other forms of AI.
Refined user experience: Integrating collaborative UX as a core tenet of solution development, emphasizing role-based interfaces, mobile-centric design and access, and the addition of multi-modal interaction.

Specifically, the company announced the release of five, new generative AI agents:

Inventory Ops Agent: This agent helps planners match supply with demand by guiding attention to mismatches, exceptions, and systemic issues. It includes root cause diagnosis and alternative action recommendation. It also highlights plan adjustments and communicates changes based on real-time conditions.
Logistics Ops Agent: The solution helps logistics teams monitor conditions and recommend route changes to prevent delivery disruptions, as well as automate appointment scheduling changes. It also identifies ways to optimize transport costs, on-time deliveries, and emissions.
Warehouse Ops Agent: The agent coordinates and manages highly interdependent tasks, including labor reallocation, supply/demand-based predictive warehouse layouts, outbound risk identification, trailer docking and unloading optimization, and risk mitigation associated with on time in full (OTIF) compliance.
Network Ops Agent: This enables supply chain monitoring across a multi-enterprise network. The agent automates order confirmations, stockout resolutions, carrier assignments, predictive ETA updates, container prioritizations, appointment re-scheduling and performance analysis. Users can have multi-modal interactions with the agent to gain real-time insights and collaboratively orchestrate problem resolutions.
Shelf Ops Agent: Thie solution enables planners to perform at-scale planogram edits using natural-language interactions. Actions such as swapping a product with another in many planograms, updating planograms in a project, analyzing performance, and creating custom reports can be performed quickly.

In a nod to helping customers more quickly and effectively adopt and scale this advanced, composable technology, Blue Yonder also announced a layer of planning and implementation services and solutions. The company’s Agent Advisory Activation Service is designed to get customers successfully running agents in 6-12 weeks. Blue Yonder, Snowflake and RelationalAI also co-announced the development of a supply chain knowledge graph that can use unstructured data to record the structure of business relationships and processes in human-readable form. Finally, Microsoft also joined the keynote to announce that Blue Yonder is using Azure AI Foundry as the core development platform across its entire product suite to design, customize, and manage apps and agents at scale.

Blue Yonder’s Chief Sustainability Officer Saskia van Gendt

In addition to cognitive solutions, another main theme was a continued commitment to sustainability. Blue Yonder’s Chief Sustainability Officer Saskia van Gendt joined CEO Angove on stage to announce that the company announced had acquired UK-based Pledge Earth Technologies. The company provides supply chain teams and logistics service providers (LSPs) with accredited emissions measurement and reporting capabilities. In a nod to its end-to-end supply chain strategy, Blue Yonder will now be able to help its customers automate the collection and exchange of shipment data from logistics suppliers to facilitate accredited and traceable emissions calculations across all transport modes, including air, inland (e.g., truck, rail, barges), and sea. Blue Yonder customers can extend their applicable Blue Yonder solutions to include this new capability, allowing them to receive emissions reporting that is in conformance with the Global Logistics Emission Council (GLEC) framework, developed by the Smart Freight Center (SFC), and aligned with International Organization for Standardization (ISO) 14083: Greenhouse gases.

Doubling Down on Integrating AI into Market Strengths

End-to-end, interoperable technology strategies aren’t new, per se, but few companies are positioned to actually carry them out. While the supply chain market is fiercely competitive, market perception is that if it can be done, it requires solutions built upon both breadth and depth of expertise. Blue Yonder is an acknowledged leader across a broad set of supply chain processes as well as within them. And while most every company out there is investing in AI, Blue Yonder is noted for its history with forms of it such as machine learning, going back to JDA’s 2018 acquisition and 2020 rebranding based on that capability.

The change in how software is built and can be consumed also plays in Blue Yonder’s favor. As the use of monolithic systems diminishes, rip-and-replace upgrades, a non-starter for many, aren’t necessary. That doesn’t diminish the widespread challenge of technical debt. However, composable architecture, the basis for most modern software, enables a much more measured approach to adding and connecting functionality. It can be done using managed steps that aren’t limited to being incremental, as they have been in the past. As companies undertake a journey on supply chain modernization, Blue Yonder assists the transformation using the SADA loop concept (See, Analyze, Decide, Act). The SADA loop was adapted from the military’s OODA loop (observe, orient, decide, act), developed by an officer in the US Air Force to improve aerial combat outcomes. Both concepts are bult upon the idea that speed for the sake of speed doesn’t always dictate winning, and that it must be delivered with timing and context to be effective. These concepts underpin how composable software can be applied.

To understand what the SADA loop concept looks like in execution, supply chain teams can take a look at the results from Blue Yonder’s Composable Journey, launched at the beginning of 2024. The Composable Journey is an implementation and transformation methodology for customers to undertake tailored digital modernization. It is designed to digitally modernize supply chains via incremental steps, taken at the pace of the customer, by leveraging composable microservices and their interoperability. Blue Yonder reported that since the release of the program, the company has already completed more than 200 instances with a 12x average jump in business ROI.

Navigating Potential Risks

Holistic interoperability does present challenges, both for the provider and users of those solutions. Blue Yonder will have to navigate those waters as it helps its customers modernize. Even as the company focuses on helping customers address market uncertainty, that same volatility impacts the ability of providers to plan for long-term investment. Determining what functionality to create, as well as what existing capabilities to deprecate, will need to be executed with precise timing and excellence, as competitors are also actively pushing the market to modernize. In volatile markets, mistakes have a compounded negative impact on market share.

For their customers, Blue Yonder will need to be on point as to how it helps them modernize. What they are suggesting is step change to generally risk-averse markets. Moving from entrenched fragmentation to multi-enterprise, intelligent interoperability is necessary, yes, but it’s neither simple nor inexpensive. The technology is there, frankly, but like with most digital transformation concepts, the ability of users to organize people and data correctly is the critical component, as software is the enabler. The sheer volume of expected change could be seen as overwhelming. The pace of the expected return on Blue Yonder’s investment will also need to account for how quickly the market can move to adopt change.

At the same time, Blue Yonder must deal with an array of competitors that range from those using process-specific best-of-breed to holistic solutions approaches. Additionally, Blue Yonder will need to determine how to best integrate its partners in the customer journey. Some of those partners have developed core, vertical expertise across decades and will need to better understand how they, too, benefit from the Composable Journey. Unfortunately, the partner piece of the event was held the day I travelled home, so I don’t have the specifics of the Blue Yonder strategy on this front. However, that’s something I briefly touched on with Angove and will be sure to follow up on. He’s very aware of this issue, certainly, and understands the need to get it right.

The executive team at Blue Yonder provided ample evidence that they are all pulling in the same direction. It seems there has been ample evidence of the benefit of success. Overall, the event demonstrated that Blue Yonder is positioning itself with a bold, transformative strategy built on a modern, unified, AI-driven platform, aiming to deliver step-change value in a volatile world, despite the inherent challenges of large-scale customer transitions.

By Mike Guilfoyle Vice President ARC Advisory Group

For more than two decades, Michael has assisted organizations, including numerous Fortune 500 companies, in identifying and capitalizing on growth opportunities and market disruption presented by the effects of digital economies, energy transition, and industrial sustainability on the energy, manufacturing, and technology industries.

Michael’s expertise is in market analysis and strategy development for companies facing transformational market drivers. At ARC, he leads a team that researches the impact of energy transition and sustainability on industrial organizations. Mike is also an acknowledge thought leader in industrial digital transformation. He spends considerable time working with clients on the human side of sustainability and digital transformation and their impact on workforce skills development, knowledge transfer, and change management. Michael is also a co-founder and steering committee member of the Digital Transformation Council.

Michael has held multiple senior management positions in business and market strategy. Just prior to joining ARC, he was a key contributor on Oracle’s global industry strategy team for utilities. During that time, he spearheaded many strategic planning and go-to-market initiatives covering topics such as business model evolution, advanced distribution management, operational analytics, distributed energy, mobility, asset management, workforce modernization, and knowledge management.

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Federal Industrial Partnerships and Supply Chain Realignment Under the Trump Administration: Pharmaceuticals, Semiconductors, Critical Minerals, and Energy

Published

2 jours ago

3 octobre 2025

Federal Industrial Partnerships And Supply Chain Realignment Under The Trump Administration: Pharmaceuticals, Semiconductors, Critical Minerals, And Energy

In the months leading up to the 2026 midterm elections, the Trump administration has launched a broad initiative to negotiate agreements with companies across as many as thirty industries. According to reporting from Reuters and other outlets, these deals involve a range of mechanisms, including tariff relief, equity stakes, revenue guarantees, and regulatory adjustments.

The purpose of the initiative, according to administration officials, is to strengthen U.S. national and economic security by encouraging companies to expand production domestically, reduce reliance on China, and ensure the availability of critical products.

For logistics and supply chain leaders, this represents a significant change in the relationship between government and industry. Federal agencies are no longer simply regulators or supporters of infrastructure. They are becoming active participants in corporate strategy, investment, and supply chain design.

Structure of the Deals

The administration’s approach is not uniform. Each agreement varies depending on the sector and company involved. Examples include:

Pharmaceuticals: Eli Lilly was asked to expand insulin production, Pfizer was pressed to increase output of its cancer and cholesterol drugs, and AstraZeneca was encouraged to establish a new U.S. headquarters. In exchange, companies have been offered tariff relief or regulatory flexibility.
Semiconductors: A portion of grants provided under the CHIPS Act has been converted into equity stakes, including a reported 10 percent stake in Intel.
Critical Minerals: The Department of Defense took a 15 percent stake in MP Materials, secured a floor price for future government purchases, and facilitated a $500 million supply agreement between MP Materials and Apple for rare earth magnets.
Energy: The Department of Energy has asked companies such as Lithium Americas for equity stakes in exchange for federal loans supporting domestic mining and battery production.

The unifying theme is the use of federal leverage, such as tariffs, financing programs, or regulatory approvals, to secure commitments from private companies that align with stated national security objectives.

Agencies as Dealmakers

What distinguishes this initiative is the scale of inter-agency involvement. The White House has described the approach as “whole of government.”

The Department of Health and Human Services is leading negotiations in pharmaceuticals.
The Department of Commerce, under Secretary Howard Lutnick, has overseen transactions in steel, semiconductors, and industrial manufacturing.
The Department of Energy is linking financing programs to equity arrangements in energy and mining.
The Pentagon has led negotiations with defense contractors and suppliers of critical minerals.

Senior officials, including White House Chief of Staff Susie Wiles and supply chain coordinator David Copley, are directly involved in negotiations. The presence of Wall Street dealmakers, such as Michael Grimes (formerly of Morgan Stanley) and David Shapiro (formerly of Wachtell, Lipton, Rosen & Katz), illustrates the administration’s transactional orientation.

Financing Mechanisms

The administration is using multiple sources of capital to finance these arrangements:

International Development Finance Corporation (DFC): Originally designed to support development projects abroad, the DFC has proposed expanding its budget authority from $60 billion to $250 billion. If approved by Congress, it would fund projects in infrastructure, energy, and critical supply chains within the U.S.
Investment Accelerator (Commerce Department): Seeded by $550 billion pledged by Japan as part of a bilateral trade agreement, this entity will direct capital into U.S. strategic sectors, serving as a replacement for an earlier proposal to establish a sovereign wealth fund.
Existing Programs: Agencies are repurposing funds from programs such as the CHIPS Act and Department of Energy loan guarantees, often converting grants into equity holdings.

Together, these mechanisms represent one of the largest coordinated federal interventions in U.S. industrial and supply chain development in recent decades.

Implications for Supply Chains

The administration’s policies carry several direct consequences for logistics and supply chain management.

1. Reshoring of Manufacturing

Many of the deals include explicit requirements for expanded U.S. production. This will increase demand for domestic transportation, warehousing, and distribution capacity. It also implies higher utilization of U.S. ports and intermodal corridors, as inputs shift from finished imports to raw materials and intermediate goods requiring processing inside the United States.

2. Critical Minerals and Energy Security

The focus on rare earths, lithium, and other inputs for advanced manufacturing indicates a restructuring of upstream supply chains. Logistics providers should expect increased flows from domestic mining regions, such as Nevada’s Thacker Pass lithium project, to processing and manufacturing centers. This represents a shift away from reliance on Asian supply hubs, particularly China.

3. Government as Stakeholder

Equity stakes and long-term purchase agreements create a different operating environment. Logistics providers serving these industries may find demand more stable due to government-backed contracts. However, these arrangements may also impose compliance requirements and reduce flexibility in adjusting supply networks.

4. Public-Private Coordination

Federal involvement in freight and industrial infrastructure financing could accelerate long-delayed projects. Rail expansion, port upgrades, and domestic warehouse capacity may benefit from this investment. Companies positioned to partner on these projects may see long-term opportunities.

Risks and Concerns

Several risks accompany this shift:

Policy Reversal: Executives have expressed concern that a future administration could unwind or renegotiate these deals. Supply chains built around government-backed agreements may face uncertainty if political priorities shift.
Equity Demands: Some companies are wary of ceding ownership stakes to the federal government. This creates hesitation in sectors where ownership control and investor confidence are sensitive.
Market Distortions: Critics argue that selecting which companies receive government support could disadvantage firms excluded from the arrangements, altering competitive dynamics within industries.
Implementation Capacity: The scale of proposed financing, particularly the expansion of the DFC, requires congressional approval and capable management. Delays or political opposition could slow execution.

Policy-to-Supply-Chain Impact Table

Policy Mechanism
Industry Example
Government Action
Supply Chain Impact

Tariff Relief
Pharmaceuticals (Pfizer, Eli Lilly)
Tariff exemptions in exchange for expanded U.S. production
Increases demand for domestic warehousing, distribution, and cold-chain logistics for added output

Equity Stakes
Intel (10% stake), MP Materials (15% stake)
Federal ownership through converted grants or Defense Production Act
Creates long-term stability in supply flows, but may add compliance requirements for logistics providers

Purchase Guarantees
MP Materials with Apple
Pentagon set floor prices, Apple committed to $500M supply contract
Locks in demand for rare earth shipments, increasing domestic transport flows from mining to manufacturing

Federal Loans Linked to Equity
Lithium Americas (DOE loan, 5–10% stake requested)
Loan support tied to partial government ownership
Supports new mining and battery projects, creating future logistics demand for raw materials and finished batteries

Investment Accelerator Funding
Commerce Department
$550B in financing, partly funded by Japan, allocated to U.S. manufacturing and freight infrastructure
Potential expansion of ports, intermodal rail, and distribution centers, reducing bottlenecks in supply chains

Expanded DFC Financing
Multiple critical industries
Proposed budget growth from $60B to $250B for U.S. supply chains and infrastructure
Large-scale capital for freight corridors, warehouses, and strategic materials, enabling reshoring of production

Case Examples

MP Materials

The rare earth mining company received federal backing through a 15 percent Pentagon stake, floor pricing commitments, and a supply agreement with Apple. This illustrates the administration’s template: equity participation, purchase guarantees, and private-sector co-investment.

Intel

The conversion of CHIPS Act funding into a 10 percent federal equity stake in Intel highlights the new approach to semiconductor supply chain security. By tying financial support to ownership, the government ensures both accountability and a direct role in strategic sectors.

Lithium Americas

A Department of Energy loan of $2.26 billion, paired with negotiations for a 5 to 10 percent federal equity stake, demonstrates how energy supply chains, particularly those tied to electric vehicles and batteries, are being secured through mixed financing and ownership arrangements.

Long-Term Outlook

The administration’s strategy marks a departure from the traditional U.S. model of private-sector–led industrial development. Instead, it resembles coordinated industrial policies pursued in other economies, though with American characteristics.

For supply chain professionals, this means that:

Government will play a larger role in shaping sourcing, production, and distribution decisions.
Access to federal financing and contracts will become a key factor in strategic planning.
Logistics infrastructure may receive substantial investment, creating new opportunities for providers.
Companies must assess political as well as market risks when designing long-term supply chains.

The Trump administration’s pre-midterm industrial deals reflect a significant realignment of government and industry roles in the United States. By leveraging tariffs, financing programs, and direct equity stakes, the federal government is reshaping supply chains across pharmaceuticals, energy, critical minerals, and freight.

The initiative is intended to secure domestic production, reduce reliance on China, and ensure access to strategic inputs. For logistics leaders, the result will be increased reshoring activity, new demand for domestic infrastructure, and closer integration of supply chains with federal priorities.

At the same time, risks remain. The durability of these arrangements depends on political continuity, effective implementation, and the willingness of companies to partner with government under new terms.

In this evolving environment, logistics and supply chain professionals will need to monitor policy developments as closely as they do market trends. Supply chains are no longer shaped solely by efficiency and cost considerations. They are now integral to the nation’s industrial strategy.

The post Federal Industrial Partnerships and Supply Chain Realignment Under the Trump Administration: Pharmaceuticals, Semiconductors, Critical Minerals, and Energy appeared first on Logistics Viewpoints.

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Supply Chain and Logistics News Sept 29 – Oct 2nd 2025

Published

2 jours ago

3 octobre 2025

Supply Chain And Logistics News Sept 29 – Oct 2nd 2025

This week in supply chain news, major companies are demonstrating a mix of strategic adaptations and responses to global pressures. ExxonMobil and Kinaxis are collaborating to develop a next-generation supply chain management solution specifically for the complex oil and gas industry, aiming to increase resilience and provide comprehensive visibility. In a push for network efficiency, FedEx has launched a new direct cargo flight between Dublin, Ireland, and Indianapolis, Indiana, bypassing congested coastal hubs to reduce transit times. The pharmaceutical sector is also focused on resilience, with Eli Lilly and Amgen announcing significant U.S. manufacturing investments to bring critical drug production back to North America. Conversely, General Mills is restructuring its supply chain by closing three manufacturing plants in Missouri as a cost-saving measure in response to changing consumer spending habits. Finally, the U.S. government is imposing new tariffs on imported wood products and furniture, effective October 14, 2025, in a move to address what it identifies as a threat to the domestic industry and supply chain security.

The News of the Week:

ExxonMobil and Kinaxis are Developing a Next-Generation Supply Chain Management Solution for Oil and Gas

The oil and gas industry supply chain is one of the most complex in the world. It involves myriad complex production assets both onshore and offshore, transporting highly volatile products around the globe through pipelines, tank farms, ports, ships, rail, and truck. The end product could be gasoline, petrochemicals, natural gas, hydrogen, or any of hundreds of products from asphalt to motor oil. Disruptions to the oil and gas supply chain can have serious consequences for end users. The industry needs more comprehensive supply chain solutions that increase resilience, provide complete visibility across all aspects of the supply chain, and enable swift responses to business challenges and opportunities. Kinaxis and Exxon are collaborating to digitalize various sectors of Exxon’s business. They aim to leverage Kinaxis’s Maestro software to enhance planning and decision-making processes. Through this collaboration, the two companies aim to share solutions tailored to the oil and gas industry, which currently lacks supply chain management solutions that cater to their specific needs.

FedEx Expands Global Air Network with New Dublin- Indianapolis Route

In an effort to shorten transit times and strengthen its international network, FedEx has launched a new direct cargo flight between Dublin, Ireland, and Indianapolis, Indiana. The new four-day-a-week service bypasses traditional, more congested coastal gateways, which is expected to reduce shipping times by a full day for goods moving between Ireland and the U.S. Midwest. This strategic expansion is a response to the growing trade between the two regions and demonstrates how major carriers are adapting their networks to create more direct and efficient routes to meet evolving customer demands.

Eli Lily and Amgen Announce Massive U.S. Manufacturing Investments

In a major push for domestic drug production, pharmaceutical giants Eli Lilly and Amgen have announced huge investments in new U.S. manufacturing facilities. Eli Lilly is planning a new $6.5 billion factory in Houston, while Amgen is expanding its Puerto Rico plant with a $650 million investment. These moves are a direct response to the global supply chain vulnerabilities exposed in recent years and represent a significant effort to boost the resilience of the U.S. pharmaceutical supply chain. The investments aim to bring critical drug production back to North America, creating jobs and reducing reliance on overseas manufacturing.

General Mills is Closing Three Manufacturing Plants in Missouri

General Mills is closing three manufacturing plants in Missouri—a pizza crust facility in St. Charles and two pet food locations in Joplin—as part of a multiyear supply chain restructuring effort. The company expects to incur $82 million in restructuring charges, including asset write-offs and severance costs. This action is part of a broader trend among food and beverage companies to implement cost-saving measures in response to consumer spending pullbacks. The closures follow previous organizational actions by General Mills, such as job cuts and the closure of its innovation unit, and are intended to improve the company’s competitiveness.

US to Begin Furniture, Wood Import Tariffs on Oct. 14

New tariffs on imported wood products, including furniture, will take effect on October 14, 2025, following a Section 232 national security investigation. The initial duties will be 10% on softwood lumber and 25% on upholstered furniture, kitchen cabinets, and vanities. On January 1, the tariff rates are scheduled to increase to 30% for upholstered furniture and 50% for kitchen cabinets and vanities. The executive order provides for lower tariff caps for imports from specific trading partners, such as the U.K., Japan, and the European Union. These new tariffs are intended to address what the administration has identified as a threat to domestic industry and supply chain security.

Song of the week:

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Call for Speakers: Ready to Drive Real Change in Intelligent Operations and Resilient Supply Chains – ARC Industry Forum 2025

Published

3 jours ago

2 octobre 2025

Call For Speakers: Ready To Drive Real Change In Intelligent Operations And Resilient Supply Chains – Arc Industry Forum 2025

Call for Speakers – ARC Industry Forum 2025

The ARC Industry Forum is the premier event where operations, supply chain, and technology leaders gather to shape the future of intelligent and resilient enterprises. In 2025, supply chains face unprecedented disruption, but also unmatched opportunity. We are seeking speakers—executives, practitioners, and innovators—who can share strategies, frameworks, and real-world experiences to inspire and guide their peers.

Sample Session Themes

To help illustrate the types of topics we feature, here are a few recent examples:

The New Frontier of Operations and Supply Chain: AI, Resilience, and Intelligence – Exploring how AI, analytics, automation, and connected intelligence converge to deliver agility and resilience.
Building Resilient Supply Chains in the Age of Shifting Geopolitics – Addressing the regulatory, tariff, and policy challenges facing global supply networks.
Unlocking the Power of Knowledge Transfer in Enterprise Systems – Showcasing best practices to fully leverage enterprise and knowledge management systems.

These examples are only a sample of the many tracks available. Additional sessions will cover digital transformation, sustainability, cybersecurity, workforce strategies, and other timely topics.

Submission Guidelines

We invite proposals that highlight real-world case studies, practical lessons, and strategic frameworks. Presentations should be vendor-neutral, educational, and tailored for an audience of senior executives and practitioners.

If you are interested in speaking, please submit:

A proposed session title and abstract (150–250 words)
Key takeaways for attendees
Speaker bio and organizational role

To submit a proposal, or simply for more information, contact us now

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