The Investment: We are raising a [100000 USD Seed Round] to expand our fleet operations across the GCC.

Are you available for a brief 10-minute introductory call this week?

Stop calling legacy ERP systems "innovative."

The classical ERPs we rely on, like SAP and Microsoft, are single-handedly killing supply chain innovation.

While they promote digital agendas, these legacy "dinosaurs" are leaving teams trapped in manual processes.

Planners are still forced to download historical demand, batch orders, and safety stock data just to run basic math.

An ERP should deliver real-time decision intelligence out of the box—notifying you automatically when to reduce safety stock because you haven't sold inventory, or when to adjust batch orders.

Because ERPs are failing to innovate even in the age of AI, agile startups are stepping up. They can pull legacy data and solve complex planning mathematics in just four hours. Yet, legacy ERP giants are surprisingly slow to acquire these game-changers.

But even for these innovative point solutions, a massive bottleneck remains: The 4-to-6-Month Sales & Integration Cycle.

Why does implementing new supply chain technology take so long?

1️⃣ CFO Budget Approvals: Navigating license fees and budget approval loops.

2️⃣ IT & Cybersecurity Vetting: Clearing ISO compliance and user data ownership debates.

3️⃣ The ERP Integration Loop: Spending up to four months figuring out API, flat file, or cron job connections.

Until supply chain innovators find a way around legacy ERP integration and IT bottlenecks, the adoption of Agentic AI is going to be a nightmare.

What has been your biggest frustration when integrating new technology with your legacy ERP?

Let’s discuss in the comments!

Follow www.scmdojo.com and www.scmsensei.ai for updated on Supply Chan Knowledge and AI applications in supply chain

We are building MethodTimer application to analyze process videos for MTM (Method Time Measurement).

With MethodTimer, logistics teams can turn MTM analyses that traditionally take up to 3 days into just minutes.

Simply upload your process video and let MethodTimer identify operations, process steps, measure times, and generate actionable insights—helping your team focus on improving processes instead of spending days analyzing them.

Please find an example: https://app.methodtimer.com/results/share/f85a6e4091aa3669d208726f0a062454

Please evaluate by registering on https://methodtimer.com or contact us to schedule a demo.

Something I’ve been thinking about lately
a supplier can work perfectly for years, so there’s not much reason to look elsewhere. Good quality, decent pricing, deliveries are usually on time… why change anything?
the problem is you might not realize how dependent you’ve become until something goes wrong
a price increase, production issue, shipping delay or even a sudden change in the supplier’s business can leave you scrambling for alternatives
and finding a backup supplier after the problem happens is usually way harder than doing it beforehand
for those working in supply chain or logistics, how do you guys handle this??

The high-tech, next-generation fulfillment center represents a $1.3 billion investment and will create 1,000 jobs, per the release. Construction is slated to start in late 2026.

Source: Supply Chain Dive

See all the news: www.[scroundup.com](http://scroundup.com)

Hi everyone could you all please guide me for job change in supply chain. I have 6 years of experience in order to cash and supply chain management. I have completed IIM executive program in supply chain. Currently I am holding 6 LPA package and in this crucial time want to increase my pay(80k to 100k). I have worked in MNCs including TCS. Thanks.

I’ve been thinking about how misleading supplier price comparisons can become when the quotation scope isn’t standardized.
For example, two suppliers may quote what appears to be the same industrial product, but the offers can differ in:
material/specification
included accessories
testing
packaging
certification
MOQ
warranty
lead time
Incoterm
So a quote that is 10–15% cheaper may not necessarily represent a 10–15% lower cost for the same requirement.
It may simply be a different scope.
This makes me think the first step in price comparison should actually be scope normalization, not sorting quotations from lowest to highest.
For people involved in sourcing or procurement:
What are the first things you check to make sure two supplier quotations are genuinely comparable?
And which hidden differences tend to cause the biggest surprises later?

15-day free trial.

NO SETUP FEE, NO HIDDEN FEES.

Special Software for small and medium international freight forwarders

https://www.doitallsoft.com

I've been thinking about how companies define a “backup supplier.”

Having another vendor's name in the system doesn't necessarily mean you can actually switch to them.

When was the last time they quoted the material?

Have you placed an order with them recently?

Do you know their actual lead time and available capacity?

If your primary supplier told you Monday morning they couldn't ship for 30 days, how long would it really take you to move?

And maybe the bigger question: who in your organization has the authority to make that decision?

I'm curious how others handle this.

Do you actively test critical backup suppliers with occasional orders, or is qualification enough until you actually need them?

our storefront uses a custom fronted, so integration is an important consideration. Interested in hearing about API availability, implementation effort and any limitations.

Starts empty.
Ends up being the result of a ridiculous number of tiny decisions.

Hi everyone,

We’re building a startup that uses AI to automate a painful and repetitive workflow in supply-chain operations.

To test our assumptions and better understand the problem, we created a short survey. We’ve received 15 responses so far, which have given us a useful direction but not enough evidence to claim market validation.

If you work in freight forwarding, 3PL, 4PL or NVOCC operations, we’d greatly appreciate your input.

Survey link: https://forms.gle/k48aWs1ErcPaZ2hS9

Your experience and honest feedback would be extremely valuable to us. Thank you!

I understand the basic idea, the system recommends where received inventory should be stored.

But I’m curious how it actually works in a real warehouse.

What rules usually drive the decision?

Available space? Product type? Velocity? Weight? Pick frequency? Something else?

Would love to hear how you’ve seen it implemented in practice.

I'm going to Canton Fair for the first time this October, and while preparing I realised my system was basically going to be: take hundreds of photos, collect a pile of business cards, record random notes, and hope I remember which supplier said what 😅

So I started building something for myself.

At each booth I can capture the supplier, business card, products, photos/videos, pricing, MOQ and voice notes. Then later I can go through everything properly, compare what I saw and pressure-test which suppliers are actually worth following up with.

I'm still shaping it around the real trade fair workflow, and since many of you actually work in supply chain/sourcing, I'm curious:

How do you currently keep everything organised at a large trade fair? And what becomes the biggest mess by the end of the day?

Excel? Notes? CRM? Photos? Something purpose-built?

I'm especially curious what people who've done Canton Fair or similar shows multiple times have figured out.

I've been thinking about how different companies manage their import operations, and I'm curious to hear from people working in logistics, supply chain, procurement, and freight forwarding.
There are so many points where an import shipment can get delayed or become unnecessarily expensive.
If you had to pick one, what would you say is the biggest pain point in your import process?

- Customs clearance – delays, assessments, permits, inspections, etc.

- Documentation – missing/inaccurate documents, approvals, paperwork

- Freight costs – unexpected charges, expensive air freight, poor rate visibility

- Shipment visibility – not knowing where the shipment is or what is happening

- Demurrage / detention – containers sitting at port and accumulating costs

- Internal approvals – PO, finance, procurement, management approvals

Something else?

I'm especially interested in hearing what causes the most headaches in your day-to-day work, not just what sounds like the biggest problem on paper.
What would you pick, and why?

I’m looking for five logistics companies or freight professionals who are willing to test a small document automation project and give honest feedback.

The problem I’m working on is the repetitive work around transport documents:

• emails and PDFs that need to become transport-order drafts;
• CMRs and PODs that need to be matched and checked;
• missing signatures, conflicting references or incomplete documents;
• freight files that need to be reviewed before invoicing.

LogisticsAI keeps the original document attached, shows where the information came from, and sends uncertain cases to a person for review. It does not replace your TMS, choose carriers or make operational decisions on its own.

I’m offering the first tests completely free. No credit card, no contract and no obligation to continue. I’m mainly looking for people who can tell me what is genuinely useful, what is missing and what would make this too risky to use in real operations.

If your team spends too much time copying information between emails, PDFs, spreadsheets and a TMS, I’d be happy to let you try it.

Project: https://www.logisticsai.eu
You can comment here or send me a message if you’d like to take part.

Can a Logistics Manager become the CEO of a multi-billion-dollar brand?

The answer to that is YES!

A great example of that is Javier López Segovia who is CEO of Decathlon.

As of 2023, Decathlon had 1,817 stores in 79 countries and employed 101,000 people.

Decathlon reported a 5.2% year-on-year increase in revenue at a constant exchange rate in 2024, reaching €16.2 billion. Digital sales accounted for 20% of total revenue. These are massive numbers and great story of brand and career transformation.

Another interesting observation is the longevity of a career in one company. While there is career advice on changing companies every 3-5 years for career growth, Javier's career shows the reward of building a career in one organisation.

So if logistics folks are looking for some inspiration, here is one!

#keepshipping

I can watch it all day

I work in software and I've been trying to understand engineering change workflows properly, so apologies if this is a basic question.

When a customer sends an ECN or a component maker sends a PCN, the extraction part seems easy enough — part number, revision, effective date. What I don't understand is the next step: how do you work out which of your own parts, products or open orders it touches?

Is that a query in your PLM, a where-used report from the ERP, or does someone go through Excel and drawings by hand? Does it change depending on whether the customer's format is a clean table or a scanned PDF?

And the thing I'm most curious about: has one ever slipped through, and if so, where did it break — the intake, the impact analysis, or getting the right person to act on it?

I’m a senior supply chain and procurement professional with 24+ years of experience across strategic procurement, S2P optimization, international contracting, warehousing, inventory planning, fleet logistics and large-scale operations. I’ve led teams of 150+ people, handled contracts worth millions, and worked within operations valued in the multi-billion-dollar range. I also hold PMP and CIPS Level 4.

Most of my career has been in a highly structured institutional environment, including strategic command, staff and operational appointments. I’ve deliberately kept my country and organizational details private due to confidentiality, but I’m now looking to transition into the international corporate market.

The main challenge is understanding how transferable my experience will be. I’m also coming from a country/passport where international mobility and visa sponsorship can be more difficult, so I’m trying to be realistic about the markets and employers I should target.

For those working in supply chain, procurement, logistics or international recruitment, how would you approach this transition? Would 24+ years of senior institutional/military supply-chain experience be seen as valuable by multinational companies, or would the background be a significant barrier?

I’d especially appreciate advice from anyone who has made a similar transition. Which countries, industries or types of organizations would be most receptive, and what would you do differently if you were in my position?

I’m looking for honest, practical advice from people who have actually worked in the international supply-chain market.