The Buzz: Supply Chain Predictions for 2026

Summary

Podcast Summary: The Buzz — Supply Chain Predictions for 2026

Supply Chain Now | January 9, 2026
Hosts: Scott Luton & Corinne Bursa
Special Guest: Alex Pradden, Founder & Principal, Alchemy Advisory

---

Overview: A Forward-Looking Start to 2026

In the first “Buzz” episode of 2026, Scott Luton and Corinne Bursa are joined by supply chain strategist and technologist Alex Pradden to dissect major events from 2025, share expert predictions for the year ahead, and examine how supply chain leaders are tackling emerging challenges. In their signature conversational style, the hosts delve into AI, data strategy, tariff turbulence, consumer expectations, and case studies shaping the global supply chain landscape.

---

Key Discussion Points & Insights

1. Reflecting on 2025: Systematic Disruption & Lessons Learned

Main Themes:

• Recap of major 2025 disruptions: wildfires, trade policy volatility, tariffs, inventory front-loading, and labor unrest.
• Emphasis on the need for flexible, resilient planning and rapid modeling as the “new normal.”

Memorable Quote:
“2025 was definitely a year defined by…systematic disruption…forcing supply chain leaders to adapt quickly and rethink their strategies.”
— Alex Pradden [16:30]

Insights:

• Tariff uncertainty and implementation timing threw inventory and sourcing strategies into flux.
• Strategic reactions included price adjustments, shifting suppliers, and inventory front-loading—leading to congestion and costly carrying charges.

2. Predictions for 2026: AI, Data, and Manufacturing Renaissance

Hot Takes:

• AI Fatigue vs. AI Acceleration:
  • Alex predicts “AI fatigue” could set in as organizations shift from hype to practical, results-driven deployments.
  • Corinne is bullish on AI, anticipating an “inflection point” where hyperscalable AI unlocks faster, more confident decision-making—“decision velocity.”

Quote:
“I think AI fatigue is coming…now we’re talking about the real challenges of AI adoption.”
— Alex Pradden [21:53]

Manufacturing Trends:

• Both predict continued reshoring or nearshoring to North America, but stress it will be a slow, multi-year process.

Quote:
“You don’t just say, ‘OK, I’m going to move manufacturing to the US’ and 30 days later have the ability to do that.”
— Corinne Bursa [23:22]

Emerging Focus Areas:

• Ontology & Orchestration: Structuring and connecting data meaningfully will take center stage as large language models require grounding in real-world contexts.
• More Disruption Expected: The consensus is that volatility isn’t going away—organizations must act on “the art of the possible” around technology and process innovation.

3. Case Studies: Cody & Outdoor Cap – Agility, AI, and the Consumer Demand Gap

Cody, Inc. (Beauty Conglomerate):

• Moved manufacturing from Europe to the US, sped up product development, and embraced AI both in supply chain and product design/NPI.
• Shifted focus from cost-cutting to smarter, faster decisions to close the gap between rising consumer expectations and operational capability.

Quote:
“It’s not just about being faster, but more intelligent…improving decision-making processes.”
— Alex Pradden [30:40]

Outdoor Cap (Webinar Recap):

• Adoption of voice picking led to a 60% improvement in quality and a 15% jump in productivity, demonstrating the practical impact of digital transformation.

4. Market Research Highlights: The Integrity Challenge

Survey Findings (Supply Chain Exchange):

• 84% of leaders say changing trade policies affect planning; 53% say tariffs increased customer prices.
• 56% of consumers claim they’d switch products if tariff costs are passed on.
• Rapid demand shifts (52%) and FDA traceability requirements (food industry) are major integrity risks.
• Technology needs: Real-time visibility, market data integration, scenario planning, and AI forecasting are now table stakes.

Quote:
“…It’s not just the bottleneck of insight, but connecting decisions—the data, the alignment, and execution.”
— Alex Pradden [38:42]

5. AI ROI & The Future of Work

Featured Article (from Zero100):

• Suggests AI might eventually become as unremarkably essential as Microsoft Office, with its value measured less in ROI and more in workforce capability and development.

Quotes:
“Productivity doesn’t automatically equal value…unless directed toward the right decisions and outcomes.”
— Alex Pradden [42:17]

“…Orchestration…puts us back in the driver’s seat versus being reactionary to…supply chain forces.”
— Corinne Bursa [42:44]

6. Orchestration Over (Only) Visibility

Alex’s Article: “Orchestration in Isolation”

• Encourages supply chain leaders to move beyond visibility and reaction (“seeing and responding”) to holistic orchestration: connecting visibility, judgment, automation, and aligned, system-level decision-making.

Quote:
“Real value comes from connecting the visibility, the decision-making—and balancing automation with the human.”
— Alex Pradden [44:47]

Corinne’s Take:
“Technology is now getting to a point where it’s easier to harness… but we need to think about our business differently.”
— Corinne Bursa [45:53]

---

Memorable Moments & Quotes with Timestamps

• Rose-Colored Glasses Banter:
  “Can you send me a pair of those rose-colored glasses?” — Corinne Bursa [00:41]

• Women Executive Panel Shout-Out:
  “Bringing together supply chain executive leaders like Stephanie Beale…was such a highlight for me.” — Corinne Bursa [05:24]

• AI Fatigue Prediction:
  “I think this year, it’s going to be the year of the ontology and orchestration.” — Alex Pradden [21:53]

• Real-World Failures Valuable:
  “A lot of things I have created…have failed miserably—and we’re better off because of it.” — Scott Luton [32:46]

• On Orchestration:
  “If we think about business value…it comes from connecting the visibility, the decision-making, and how you coordinate decisions across the supply chain.” — Alex Pradden [44:47]

---

Notable Segment Timestamps

| Segment | Topic/Activity | |------------------------|------------------------------------------------------------| | [00:12]—[02:22] | Welcome, show intro, supply chain optimism for 2026 | | [03:40]—[05:07] | Data centers, energy infrastructure, tech’s role | | [05:24]—[08:37] | Favorite 2025 episodes & female exec panel highlight | | [10:37]—[11:01] | Nonprofit highlight: American Logistics Aid Network | | [12:07]—[14:39] | Guest intro: Alex Pradden, New Year’s resolutions | | [16:30]—[19:29] | 2025 recap: disruptions, tariffs, inventory strategies | | [21:53]—[23:22] | Predictions: AI fatigue, data orchestration, reshoring | | [30:40]—[36:47] | Cody case study, agility in product development | | [38:42]—[41:04] | Survey research: tariff impact, consumer expectations | | [42:17]—[43:41] | AI ROI: shifting away from traditional metrics | | [44:47]—[46:49] | Orchestration vs. mere visibility | | [47:41]—end | Final thoughts, where to connect with hosts & guest |

---

Tone & Language

Throughout the episode, the tone was conversational, optimistic, and intellectually curious, with the hosts and guest balancing practical advice, data-backed observations, and industry anecdotes. Humor (“rose-colored glasses,” “AI fatigue like the Dallas Cowboys”) and personal reflections kept the show accessible and engaging, even as they tackled technical topics.

---

Takeaways for Supply Chain Professionals

• Resilience is non-negotiable: Volatility will persist—model, plan, and experiment quickly.
• AI is evolving: Move from hype to hands-on, targeted experimentation; value comes from orchestration and actionable use cases, not just shiny tools.
• Consumer expectations are outpacing supply chain change: Data-driven agility, scenario planning, and collaboration across the ecosystem are vital.
• Risk, failure, and learning: Organizations must know their risk appetite and be prepared to “fail forward” on innovations.
• Holistic orchestration: True competitive advantage comes from smartly connecting visibility, decision-making, and automation across the chain.

---

Connect with the Guests

• Alex Pradden (Alchemy Advisory): LinkedIn & open to direct messages.
• Corinne Bursa (Supply Chain Now / NEO): LinkedIn. Mention your interests when reaching out.

---

For More

Visit Supply Chain Now for this episode, recaps of referenced panels, and ongoing live programming.

—

Action Prompt from Scott:
“Take one thing, do something with it, share it with your team. It’s about deeds, not words.” [49:55]

Transcript

[A]

Welcome to Supply Chain now the number one voice of supply chain. Join us as we share critical news, key insights and real supply chain leadership.

[B]

From across the globe.

[A]

One conversation at a time.

[B]

Hey, good morning, good afternoon, good evening wherever you may be. Scott Luton and Corinne Bursa with you here on Supply Chain now. Welcome to today's live stream. Hey Corinne, how you doing today?

[C]

I'm doing great. Hey, Happy New Year to you and the whole supply chain now team. And Happy new year to all the supply chain movers and shakers who are with us today.

[B]

I echo that 1000% and this is going to be a great new year. It's going to be friction free. It's going to be disruption free. And of course not.

[C]

Can you send me a pair of those rose colored glasses please?

[B]

Just oh, once in a while. That's our job. Right. That's why global supply chain management professionals exist. Right? But it's going to be a very successful year. I don't want to echo what Corinne said. Happy New Year to all of you out there. And hey, Trisha is here right there in the comments. Happy Buzz day. Happy New Year. Let us know where you're tuned in from around the glob. It's supply chain is ultimate global team sport. So Corinne, today is the Buzz where Every Monday at 12 noon Eastern time we discuss a variety of news and developments across global supply chain and really global business news that matters but we'd like to call it and hey, for the whole month, I mean the whole month of January, the Buzz is powered by our friends at epg, a leading global provider of unified supply chain execution software. EPG has over a thousand team members across 23 locations worldwide serving over 1600 customers. You can learn more via the link. We' dropping in the comments to see how EPG and what they can do for your team. Corinne, big show teed up here today. We're going to be looking at the biggest developments in global supply chain from 2025, at least some of them. We're going to be getting a few predictions for 2026. They may not be as rosy as mine were a minute ago. We're going to be discussing interesting results from a recent supply chain survey and we're going to be talking about how a lot of supply chain organizations, well, they still just can't understand the big picture. All that a whole bunch more. And even better, in about 12 minutes or so we're bringing in a special guest, our dear friend Al Pradden with alchemy advisory Love reconnecting with Alex at Gartner out in Denver last month along with Corinne and Jake and many of other friends. And you're going to enjoy her perspective today. So the billion dollar question. Corinne, I already know your answer. Are you ready to go on the first edition of the Buzz in 2026?

[C]

I am, Scott. It is great time to be in supply chain and I'm so happy to be with you today. Can't wait to cover some of these topics.

[B]

Me and you both. So folks, stay tuned for a big edition of the Buzz, powered by EPG. You can learn [e-mail] okay Corinne, let's see here before the news here on the Buzz and bring in Alex. We want to hit three things on the front end, starting with one of our favorite resources gets published almost every week. It's with that said, now we let off on a variety of predictions for 2026 in this edition. Predictions for global supply chain, global business, technology, you name it. And one that stood out in my mind came from our friends at Semaphore. S E M A F O R is one of my favorite newer media sources and they predicted that in 2026 data centers won't be reserved for server equip. Get this, the sections of newer build outs will feature places for residents to quote, gather like community gardens, playgrounds, restaurants and stores. The addition of community spaces will attempt to ease negative sentiment towards data centers, end quote. I find that to be intriguing. You can check out more predictions for 2026 and this edition of with that said, along with resources, live events and more and give it a read. Let us know what you think. But Corinne, back on the prediction side, any of those stick out in your mind or anything else in in this edition? With that said, yeah, I thought that.

[C]

Article was really interesting and an interesting attempt to counter some of the criticism. But the size of these data centers is just enormous. So the fact that they're trying to incorporate some community space and green space is a good thing because I think we're all going to need the computing power. My takeaway from what that said was really a related article which was on power and that we can no longer take access to power or energy for granted. That in production, in distribution, but also in computing power to feed need those large data centers. We really need to be looking at the infrastructure to support growth into the future.

[B]

Yeah, excellent points Corinne folks, go check out with that said, Trisha, drop a link right there in the chat. And folks, energy to Corinne's point, energy power generation demands is being placed on our energy infrastructure around the world due to a variety of factors, but of course due to data centers, they're being built and. Right. And if we want to keep fueling innovation, everything that it brings, we're going to have some big decisions to make starting right now when it comes to power generation. Is that right, Corinne? I'll give you the final word.

[C]

I totally agree. I think it's a big opportunity. I think we need to look at it not just in North America, but on a global basis because one of the high value propositions of artificial intelligence is its accessibility. And we want that accessible to all cultures around the world and all talent pools.

[B]

That's right. Leaving no one behind. Good stuff, Corinne. All right, so number two, we got two more things to cover before we bring in Alex. Start of the new year. Got a one big question for you because you've been busy. 2025, a banner year in the Bursa household. But what was one or two of your favorite shows here on supply chain?

[C]

Now, last year, there were so many great shows. I don't know how you and the team produce so much great content, but I had the opportunity to participate in a number of different shows and discussions on everything from power to distribution to Christmas trees. So there was just a lot of fun content, all that had a connection to supply chain. But I have to admit that you gave me a really terrific opportunity when I had the opportunity to host a panel, the first, never normal panel of supply chain executive leaders. And I'm going all fangirl here because they were all female and I had never had that opportunity before. In fact, something like that may never have occurred before. But bringing together supply chain executive leaders like Stephanie Beale and Tamara Fensky and Eliza Simonova and Whitney Schlesinger, and last but not least, Sylvia Wilkes was such a highlight for me, and I want to thank you for that. But I also want to encourage our audience. If you haven't tuned in and listened to what these leaders had to share, you can still do it. So that's available for replay On Demand on supply Chain now. And I just encourage you to just carve out some time, grab a cup of coffee and listen to what these really high impact leaders had to share with us.

[B]

Corinne, you stole some of my thunder. Although that was thunder I had planned for and expected for. Right? I admired panel and your job of getting so much goodness. Getting an hour with a single chief supply officer is like a gold bar you got to protect. And folks, you can check out the on demand. So Amanda and Trish, if Y' all be so kind to drop the link, make it really easy for folks to go back and check either the on demand version of the whole show or Corinne has some great blog articles that offer some summary findings too.

[C]

And Scott, you've got the next panel coming up this week, so everybody wants to tune into that as well.

[B]

This is going to be the next installment of the Never Normal series. So folks, you can find that information right here. If you want to sign up, be a part of that right here. With that said, so go check that out. We try to make things really easy. So back to favorite programming. Now, Corinne, this is kind of like choosing your favorite kid. It's a tough question because, you know, we surpassed 1500 podcasts last year and of course additional hundreds of webinars and live streams, in person, events and whatnot. I admired Corinne's work, but also love Corinne's work on lots of supply chain planning conversations last year, CS Kinaxis, many others. And if you know me, I love good case studies and we had a lot of those with MP and SAP and Auto Scheduler, EPG and many others. I enjoyed Corinne. I don't know if you caught any of our programming with easypost. I love practical, informative, no nonsense shows and I tell you, those shows help shippers of all sizes. Plus, who's not a fan of Lori Boyer? I'm her biggest fan, at least in Atlanta. Her new series, the Bridge offered some great conversations. All that would be a top or near the top. My very long list and Koran. I'm looking forward to what 2026 brings in terms of content that inform, educates, inspires, and hopefully challenges us all to think differently. Corinne, your final word on what 2026 might bring.

[C]

Yeah, I agree with all of that and I believe wholeheartedly that it is a great time to be in supply chain. There's no question that there's going to be challenges in the year ahead, but I guarantee you there will be lots of opportunity and everyone listening here has an opportunity to make an impact.

[B]

That's right. It's up to us whether we walk through that door or not. Robert, great to have you here today. Let us know where you're tuned in from around the world. And also Trisha and them just dropped that big September power panel Hollywood panel with Corinne and the gang. You can find it right there in the chat. So one more thing folks. You know we wrap every show or do good get forward, be the change. And we're always trying to invest our resources into amplifying really important, consequential and oftentimes non profit missions out there. And to that end, we're going to be featuring a new segment almost every week here on the Buz where we're going to be supporting one of our favorite impactful nonprofits. We're talking about the American Logistics Aid Network. It connects nonprofit. A lot of folks refer to that as Allen, by the way. Allen connects nonprofit organizations responding to disasters with the logistics, expertise and resources of the private sector. When supply chains folks are disrupted and communities need help fast, well, Allen helps to mobilize transportation, warehousing and supply chain support to move critical goods where they're needed most. The Allen team is working on a variety of projects and needs, but two of the current priorities we were talking pre show, Corinne. They're helping the Indianapolis, Indiana community with pre disaster planning and pre positioning supplies as a big part of the equation. And may have missed it in the holiday goings on, but Alan's helping Southern California recover from the atmospheric river flooding that took place in late December and they could use your help. We invite you to learn more about open cases and projects from across the globe. They got stuff going to Ukraine, many other places. And you can find out where your help and your support is needed. We're dropping that link right there in the chat. Thank you, Trisha. It's right there, American Logistics Aid Network. And Corinne, I know you are no stranger to the great work that Kathy Fulton and the Allen Organization are doing. Your quick word there.

[C]

It's important work and it's much appreciated in a time of crisis which so many communities face and obviously they're unexpected. Who would think that California after the fires last year was going to end the year with flooding? So they've really had it coming from both directions, heat and tons of water. If we could only get the water to come at the same time that the fires are happening, we could keep it contained, man.

[B]

Maybe this year. But folks, one last nugget. We're bringing on a wonderful guest here. Alan, of course they could use your dollars, but they could use your expertise. They could use your supply chain infrastructure. If you've got some open warehouse space you want to donate towards a great cause, give Alan consideration. And again, Trisha dropped the link right there. You can learn more about all the things we're working on, how you can get involved, you name it. Corinne, changing gears here. I'm really excited about our special guest here. We have on the first edition of the buzz in 2026 and I am going to introduce Alex Pradden who brings more than 20 years of deep business expertise to the the intersection of strategy, supply chain planning and technology that is a congested intersection. She's advised over a thousand global companies across a broad range of supply chain, strategic and operational topics. Alex has held a variety of leadership roles in her career, including serving as a Gartner Research Analyst amongst many, many other roles. I want to welcome in Alex Perdon, founder and principal at Alchemy Advisory. Hey. Hey, Alex. Welcome to the buzz here. Powered by epg. Great to have you join us.

[D]

Thank you. Thank you so much for having me. And it's great to talk to you, Todd and Corinne.

[B]

Well, Corinne, we've been looking forward to this and enjoyed learning from both of y' all out at Gartner Supply Chain Planning Summit in Denver. And Corinne, I've got a big question for the others. Kick things off right? Y' all know we love our fun warm up questions around here and this is a timely topic. New Year's resolutions. Now, folks, New Year's resolutions are kind of like black licorice or the Crocs or Dallas Cowboys. Folks love them or they hate them, right? With that as a backdrop, I gotta ask you, do you have any New Year's resolutions you can share? And if you don't, we got an opportunity to make some here. So, Al, Alex, anything you'd like to share, resolution wise?

[D]

Yeah, yeah. I laugh because I usually never complete any of my resolutions, but I would say this year I'm trying to read more. I love books. I buy them and then either I start reading them or I get halfway through one. And so that is kind of, I think my goal is to I'm not even gonna put a number. I'm just gonna try to complete or read more books that I did last year.

[B]

Alex, I love that. It's not quite a smart goal without that number, but hey, we'll say the 25 books in the new year, Alex, we'll just cherry pick a there. But regardless, I think we could all benefit from reading a lot more. I love that goal. All right, Corinne, do you have a resolution you can share with us?

[C]

I do. It's funny because it happens to be around books as well. But I was so happy last year that I actually saw my resolution all the way through the year. I think that's one of the first times I've kind of made it all 12 months. So starting off this year strong, I have a book club that I've been part of for about eight years. And I always read the book Books but I don't always make the club meetings and honestly the club meetings, it's the fun part if you ask me. And so my commitment this year is to get to the meetings, not let work or travel interrupt if I can avoid it and be there in person and meet with the group because they always pick a great variety of books. They are not supply chain oriented whatsoever. So it kind of gets me out of all of my supply chain and industry and business reading and just kind of unlock some of that creativity juice and and thinking a little differently. So my commitment is making the party part of it, not just doing the work.

[B]

Hey, I love it. You know you make a really important point there. The value of being well rounded. Right. We could all nerd out on supply chain stuff 247 but as we all know, the global supply chain benefits from thinking outside of our industry. Right. And so I love the point you made even if it was a little bit in jest. And by the way, state you mentioned book club. Karen, stay tuned. Amanda who read like 86 books two years ago.

[C]

I cannot compete.

[B]

We want you to part of a new book club that she's launching for all of our friends across global supply chain and I promise you there'll be non supply chain books. Okay in those discussions. Well said Alex and Corinne. We're gonna hold you to those resolutions. Robert answered our question about where he's tuned in from. South Africa. Great to see you Robert. Love all of our friends across South Africa and for that matter across African continent. Karakoz. We included his predictions in with that said including about geotech. He says hey folks, greetings to the entire team and all the best for 2026 and glad to see Alex on the show. I am too correct ride. Gotta have you back too really soon. We got a lot of work to do here today and folks we want to hear from you. We want to get your take on all these topics we talk about. Combine that with Alex and Corinne we're going to be able to solve some problems here today. We're going to start with reflecting the power of Reflecting the power of reflection. I really enjoyed this reflective piece from Supply Chain Dive. It took a look at 2025 transformed supply chains. I'm going to share a list from this article but we all know folks this is not meant to be a holistic or comprehensive list. We'd be here for hours. But some of those they called out the California, California wildfires which Corinne talked about earlier. Rebuilding continues to take place there. Trade wars in particular US trade policy towards Mexico and Canada still evolving. For that matter, the subsequent inventory front loading that we saw across the US which made for a really unique peak season. We're all kind of waiting to see how the impending marriage between Union Pacific and Norfolk Southern, how that comes together. It'd be historic if it does gets past those regulators. US Investments in the critical mineral supply chain. That's a story we're going to only hear much more about, hopefully see a lot more action around. I bet Karako they could talk to that. And really that's just a few of the bigger stories and developments that shaped and impacted 2025 and all will continue to impact 2026 and beyond. So, Alex, that begs the question when you look back at 2025, what are some of the bigger stories that stand out in your mind?

[D]

Yeah, as I think about 2025, I mean it was definitely a year that was defined by, let's call it systematic disruption. And you definitely highlighted a combination of whether it's trade policy shifts or labor unrest, natural disasters and just overall operational uncertainty. And so that's really forcing supply chain leaders to adapt quickly and rethink their strategies and build that resiliency. But I think what's happening as we go into 2026 tariffs are going to tighten that economic squeeze for retailers, manufacturers and consumers. And some of the things that come to mind, especially as I was reading that article, was about policy risk must be baked into planning and think we're going to start to see a lot more of an emphasis on how to think about that type of of risk. There was actually a report I was reading, consumer goods technology, that said nine in 10 manufacturers have made strategic changes to cope with tariff uncertainty, including things like price adjustments, passing on costs and switching suppliers. And that's really not surprising. You know, I really can't think of any manufacturer right now that hasn't made some type of strategic change given everything that we've mentioned. So I do think as we go into 2026, we're going to see a lot more of kind of manufact reacting to ongoing uncertainty in the face of tariffs and thinking about areas of focus like collaboration, thinking also about supplier diversification and in the emphasis of flexibility.

[B]

Yes, well said, Alex. Both coming and going, 2025 and beyond. We're going to touch more on predictions in a minute. Well, that Corinne, weigh in on 2025, whether there's anything that supply chain dive kind of pointed out or top stories that really stick with you.

[C]

Yeah, I think supply chain dive hit the highlights or the big Impact items. And the big, big story is tariffs. But really the part of that that I think gets forgotten is the volatility on the tariffs. So when they were first announced they were going to be implemented inside two months timeframe and then that time got extended and came back and forth. And it's all of those variables, as Alex mentioned, that we need the ability to model. So it's not just the tariff increase increase itself and the price impact on that, it's the timing of when that gets implemented and what impact that has on our inventory policies. And like you said Scott, we did a lot of front loading, right. We ordered inventory, we brought it in early when we thought we knew what the cost was going to be. But then we had additional storage cost associated with it. But we need the ability to model that as well. Right. So we had the west coast ports, we're seeing congestion as a result of front loading inventory. So all of those variables come together. I just think that the story for 2025 was that when we look at sales and operations planning or we look at planning our supply chains, we gotta be fast and we gotta bring in more variables and we have to pull in these market indicators. That's not gonna change.

[B]

Well said, Alex. You're gonna add something.

[D]

Yeah. And I think what Karina is mentioning, what's really interesting about the inventory story is, you know, if we look back at 2024, the focus was on those finished retail goods. And this year was just actually last year, right. 2025, it was on preloading sits upstream in that middle mile. So wholesalers, distributors holding both those intermediate and finished goods, which is kind of amplifying a bit what we saw, those financial constraints. And I don't know what you guys, but I noticed for example that we saw earlier than usual holiday promotions and discounting as retailers work to clear a lot of that preloaded stock to avoid long term carrying cost costs. I mean I was starting to get, I think it was in September and August, you know, emails and text message promotions about Christmas. And I was like it's still the summer. But all kidding aside though, I think also that ripple effect of what is going to happen with tariffs even as we go into Q1 looking at for example, reverse logistics costs and returns accounting for 17% of annual retail sales. So I think that will be really interesting to see if we see an increase, for example in returns as well.

[B]

A lot of good stuff there, Corinne. Alex, Gosh, we could spend the next couple hours on your responses, but I would just say the smearing that you called out Alex because I got emails on Easter. I think this morning we're going to really see it with July 4th here in the States because it's the 250th birthday of the US so we're going to have July 4th overload. So we'll see how retailers play that. I want to get to the prediction side now. So I got to tell you, I enjoy reading all the predictions that come out at the beginning of every year or maybe the end right before the beginning of the new year. Some go bold cold, others go a bit more on the safer side. And this I'm not picking anybody. But this blog from our friends Oliver White goes a little bit more on the safer side if you ask me. For the record though, I should say Corinne and Alex. I'm all for a boring vanilla year here in 2026 after last year, right? But here, check this out. They predict tariff impacts becoming the norm. Manufacturing boom in the US finally coming to fruition. Everybody's been tracking that. IBP Integrated Business planning continues to evolve and as we all know, AI is going to continue to dramatically increase the speed decision making. Gotta be ready to move faster and faster and. Right. Er, but all that and much more. You can check out the article, drop that in links. But I want to ask you both and Alex, you get a tough question first. What's a couple of your predictions in 2026?

[D]

Sure, I guess I'll go first. There's a lot of conversation about AI and so to me I think AI fatigue is coming. This is where we're going to start to see that the hype is ending. Could we say AI is not cool anymore in a way. We've seen that blockbuster deals have soured quickly, especially with OpenAI and there's increasing nervous about the incestuous nature of business relationships in very large tech firms. We're seeing top AI salaries starting to drop. And I think within the supply chain community and especially in technology, we're seeing more level headed conversations and webinars about AI. So in a way it went from the spectrum of AI is going to call it magically solve everything to now we're talking about the real challenges of AI adoption. But if I had to replace going into next year or this year, I should say the AI with kind of new buzzwords. I want to predict that this year it's going to be the year of the ontology and orchestration. And so I think there's definitely a growing realization that large language models don't have those magical answers. And they're great at generating language, but they still need to be grounded. And so that grounding really comes from having a clear structure that defines what does data mean, how does it connect, how should the outputs be shaped. And so the idea of an ontology, I think we're going to start to hear a lot more of that, which is refreshing and also orchestration as well. That's one of my predictions.

[B]

Love it. Play some bets on some of those predictions from Alex. Corinne, your predictions for the new year 2026.

[C]

So I'm more bullish on AI than what Alex shared, but I think I'm bullish because of the same reasons that Alex is interested in the ontology and platform, I think hyperscalability, transforming data into insight, insights. These hyperscalers that can unlock new insights and data are going to change what I like to refer to as decision velocity. Right. Our ability to model lots of different scenarios and make decisions quickly with confidence. And I think that's going to be a game changer. I think we started to see that in 2025. I think we'll hit an inflection point here in 2026 and it will continue to grow from there. But it's different technology than the way that we have planned in the past or it's a, it's way to harness the signals, whether they're movement signals, demand signals, disruption signals. The other thing I think that we need to keep an eye on is that one of the expected outcomes of the tariffs is to stimulate U.S. manufacturing. And I think that we as supply chain professionals all understand that those structural changes take more time. So you don't just say, okay, I'm going to move manufacturing to the US and 30 days later have the ability to do that. Some of these investments will be multi year investments before that additional capacity comes online or these brands or manufacturers are able to move that production back into the US So we need to keep an eye on that. I'm very excited for manufacturing to come back to North America, to the U.S. but I think we all know that the timelines on that are not immediate structural changes in suppliers, production capacity, et cetera.

[B]

Take time and energy for that matter.

[C]

And energy back to power. Power, yes.

[B]

So a couple thoughts here. Y' all both had some great predictions, very actionable for discussion purposes. Two things I'm gonna make two safe predictions. There's gonna be a whole bunch more disruption in 2026. Some of it's gonna be very new to us. Right. And all of that leads to why we've got to act on the art of the possible that Corinne, Alex, both are speaking to with respect to AI orchestration, you name it, Right. Those organizations that don't that continue to kind of rest on their laurels, they will be at greater risk. Risk for being put out of business, unfortunately. And the Falcons aren't making a Super Bowl. I'm making that fearless prediction. One last thing.

[C]

Is it a prediction if it's a fact?

[B]

AI fatigue. That's an interesting thing to think about and talk about, Alex. And while it deserves a fuller discussion, I would just suggest to folks out there a chunk, maybe the plurality or maybe the majority of AI fatigue that we all knows out there. I would argue it's a leadership problem because we still have a lot of organizational leaders that are seeing what's out there. Oh, I want some of that. They're investing, investing without a plan, without a targeted strategy, without where they plan on getting return, throw on that ambiguous blob over the fence to their teams that work. It creates a ton of fatigue and burnout and frustration. There's a better way. We all know leaders that are leading those better ways more effective and are not on the AI fatigue train, but they're on the AI, get it done and then some train. And that's really good news in my ear. So Alex, since it's your term, the AI fatigue, your quick response and we're going to move to what's next here? The bus.

[D]

I mean, I think you point out too with when it comes to how to counteract that AI fatigue, it's picking those use cases that are solving critical business problems that are going to drive value. And what we're seeing also is increased interest in AI pilots. So I think that's a really good way for a lot of companies to kind of dip their toes and try more emerging or nascent technology. And I course I'm using the term AI very broadly here. But with that said, though, I think one of the areas that also companies need to keep in mind is what is their appetite for risk. So for example, when I used to cover blockchain back when I was at Gartner, one of the things that I would say is do you have the resources? Do you have the time? Are you okay with failure? Or do you have, for example, your management metrics are tied to experimenting and failing. And so that is part of just understanding, you know, what is your appetite with risk as you're moving forward.

[B]

Well said, Alex. Well said. Okay, I want to get one more comment in here, and I'm not Sure. If I can share this, it might cut Alex off. I'm just going to read this from Ashwaria and great to see you Ashwari. Let us know where you're tuned in from. They share another point here. Supply chains are advancing more to planning and digital tools. We're talking about real time visibility into tariffs, taxes and trade policies combined with scenario planning and AI forecasting. All that's no longer optional. Leaders are embedding trade compliance into supply chain and procurement processes to react swiftly to tariff shift, minimizing cost exposure and maintain competitiveness. Well said Aishwarya. Great to see you here today. Come on back anytime and again, let us know where you're tuned in from. Okay, Corinne, Alex, we gotta keep driving but before we get to the next article, Corinne, I mentioned I total myself a little bit because I love to case studies, right? It's my favorite thing to talk about. And I gotta share this great case study which is now on demand. It's On Demand resource we created with our friends at EPG again who are powering the buzz all month long in January. So me and Jake Barr, AKA the John Wayne Global Supply Chain, we thoroughly enjoyed this terrific actionable study on a webinar in December featured Pill Chronister, who's also known as the King of Hats. I think Jake coined that term. He leads warehousing logistics at Outdoor Cap and Javier Esteve with EPG joined us as well. We dialed it in on how Outdoor Cap has been implementing voice picking their warehouse and it's really changed the game for their operations and their customers. Talking about an almost 60% improvement on overall quality which was already high, and a 15% productivity jump which was almost double than what they were expecting. Even better, it's going to help fuel more successful growth and expansion the months ahead. We invite you to check out this on demand recording and learn more about how EPG can play a role within your supply chain organization. Okay. And thank you Tricia for sharing that easy link. You're one click away folks. What is our next topic here on the first buzz of 2026 we're going to be talking about speaking of companies that are looking at getting more success in 2026, Wall Street Journal had a great article. It kind of focused on the chief officer at Cody, one of the world's largest beauty companies. Now I got to tell you, I was new to this behemoth that is Cody, right? You may be familiar with some of the brands in its portfolio such as CoverGirl Cosmetics, Hugo Boss fragrances and many others. The company has struggled a bit in recent years due to a variety of factors. Haven't we all struggled a little bit in recent years? But Cody has rolled up its sleeves and taken action. They brought in new leadership. They've moved some of its manufacturing production from Europe to the US In a timely fashion, may I add. They've invested in accelerating product development velocity. No more 18 months to get a new fragrance out, especially when it involves, as their CSCO pointed out, only a month of work, 18 months lead time and really it's about a month of work. They've been investing in a different way of thinking at their factories, more agile and less traditional. And as a result of these and many other measures, there's more to the story. Cody expects to return to profitable sales growth in the second half of the current fiscal year, which I think started in October, if I'm not mistaken. So Alex, whether it's something that Cody's doing, are you seeing other companies make the moves that Cody's making here, Alex?

[D]

Yeah, definitely. I think when I look at that article in general, what's happening across the market is that consumer expectations are rising faster than supply chains can adapt. And so there's sort of this growing gap between what do consumers expect. They want fast, flexible, low cost experience and what supply chains can reliably deliver under all the pressures that we've been talking about for the last hour. Tariffs, regulatory inventory complexity, demand volatility and the challenges with data. I think we're starting to see a little bit of this tension that it's not just about cost cutting alone, but it's serving what is it that the customer really wants. And I think what I really found interesting about that specific use case was that it's decision making is the most important thing. So if you really are reading it, it's not so much, yes, agility is important, but it really points to how do we improve our decision making processes so it's not just faster but more intelligent and of higher quality. And I think that is a theme that we're going to be hearing a lot more this year, especially with new product introductions or new product developments and thinking about what is those right decisions to help with the ultimate outcomes of the business?

[B]

Yes, just faster. Is it good enough? Actually it could be a whole bunch more trouble. And then secondly, kind of to your, one of your main themes there, and I'm pointing a finger at me, we are fickle as consumers and we're getting fickle faster it seems. Corinne, your thoughts on what Cody is doing here?

[C]

Yeah, I think it's about time. Cody has been struggling for a few years, so I'm excited to see some of these changes, some structural changes, but also they are incorporating artificial intelligence, not just from a supply chain perspective, but in the product design or new product introduction. And that is helping them make, as Alex said, decisions faster. Right. Or back to this idea of decision velocity and looking at the business plan or rollout for that, but also market testing and looking at or sensing demand so that they can in fact be more responsive to actual market demand, which I think is going to help supply chain performance.

[B]

A doubt both of y' all have kind of implied or spoken to the value of the pilots and the value of really understanding risk appetite and all that for every organization. I am proud to tell y', all, a lot of things I have created and rolled out there in the past has failed miserably and we're better off because of it.

[C]

We learn from that. We learn more from that.

[B]

That, yeah, everything we're doing is working and successful. We're not getting out there enough and we certainly aren't being a trailblazer and being as innovative because all innovation doesn't work right. If it did, man, things would be a lot easier in this life. But I admire. I think that's a really important learning from both of y'. All. We've got to know what our risk appetite is as we kind of figure out as the CSEO clearly has. Cody, hey, 18 months, get new product. There's only a month of actual work. We got to think differently. I love that. Alex, your final word.

[D]

Yeah. And I think what's also interesting is that the change of consumers that many companies are going to be serving. So you have, of course, baby boomers, you've got your Gen Z and your alpha. But I think this idea of hyper demand volatility where I mean, they were using the example of the influencers. I'm guilty. I buy stuff through Instagram. I like it. Right. But if you think about traditional supply chains, they've been designed design for stability and not the world of tick tock and Instagram where you see something you click, you buy. And then by the way, I want it tomorrow. So it is very much changing the rules of the game and I would imagine even more so in not fast fashion, but beauty and cosmetics as well.

[B]

To your point. And thank you, Alex. Corinne, we had a great show. It wasn't last year. It's year before, I think, where we featured a supply chain planning leader from an apparel company, fashion company, maybe one of the big takeaways from, from that session was if we think supply chain and other sectors is challenging, try to be in fashion apparel, where you got to predict the future. Corinne, speak to that for a second before we move on to the next article.

[C]

You are correct. The segment of fashion, which certainly is cosmetics, apparel, footwear, but it's also when we think of electronics, consumer electronics, they behave very much like fashion and they get innovated or outpaced or replaced with new models as well. So I think we have to embrace that speed because as Alex said so well, our expectations as consumers is changing. Right. We have very short attention spans and we want what we want and we want it right away. And the designers are working hard to provide that. But the supply chains and the ability to source, produce, distribute in a timely fashion can't do it without technology.

[B]

That's right, Corinne. Imagine how boring it must have been 50 years ago, maybe 80 years ago, when all your demand sensing was either foot traffic or long catalog orders that might take you weeks to actually get. From the time the customer filled it out.

[C]

I think it was boring. I just think that the challenge is we worked on a problem longer in those days. Right. But the challenges are all the same. Predicting demand, customer demand in the marketplace, whether it's business to business or consumer demand, and then sourcing, producing and distributing efficiently for a profitable business in the marketplace. So we've got a lot more science that we can apply to that. Now, to your point, Scott, when you talked about failing and learning from those failures, we have something that's a little bit different now, and that is the pace that technology is evolving is happening faster than I've ever seen it. So in my 30 years in the industry, I have not seen the evolution of technology unfold as quickly as it has these last couple of years. And what's coming in the next few years will be even faster. So all I can say is buckle up and don't expect perfection, but start building those skills on how you're going to incorporate artificial intelligence. Whether it's in product design, like Cody is sharing in this particular case study, whether it's in your planning process, whatever that might be. You've got to start now. Don't wait and be prepared. Have a use case, as Alex said. Understand what the problem is you're trying to solve so that you understand what good looks like on the other side.

[B]

Yes, and I would still argue supply chain management careers are much more exciting now. Good, the bad, sometimes the ugly. But well said, Corinne and Alex. We're gonna have a fast and furious finish here in the last 12 minutes of the first Buzz edition of 2026. And I'll go next to this great I thought a very intriguing piece from our friends at Supply Chain Exchange who recently reported on market research that focused on escalating consumer expectations ever changing, rapidly moving as we've really talked about first half of the show and the ability of global supply chains to keep up. So get this, I'm going to share a couple findings. There's a lot more here. Trisha's dropping a link. I'm going to cherry pick a few findings from this research and get you all both to respond to it. So the following findings come from the research report entitled Supply chain integrity outlook 2026. It pulled a thousand consumers and 750 supply chain leaders all based in the US so consider this Alex, Corinne and all of our friends out there. 84% of supply chain leaders agreed that ever changing trade policies were impact impacting their planning. I want to talk to 16% that it didn't impact and 53% said it has led to increased prices for customers. On the other hand, 56% of consumers said they would stop buying a product if tariff related costs were passed on to them. So I would argue the truth is probably somewhere in the middle. A couple of other nuggets here, supply chain leaders surveyed, 52% said that rapid demand shifts are the biggest threat to supply chain integrity. How about that? 59% of supply chain leaders in the food industry are worried about FDA traceability requirements. Folks, there's a big deadline related to the Food Traceability act or rule rather which is now set for July 20, 2028 and a third of the supply chain leaders polled are expecting to miss the deadline. How about that? So Alex, I cherry picked a few of those findings. There's a lot more there. Your top thoughts when you see some of the research polling and all, all.

[D]

The numbers, I was actually writing them down as you were talking that it's pretty, I don't know if the right word is daunting but I mean almost basically half of all supply chain leaders are worried about something that has to do related to I think going back to the earlier conversation about how consumer expectations are quickly changing. So if I take that maybe a step further, I really think that the study, what it shows, it's not just that the bottleneck isn't necessarily insight but it's how do we think about connecting those decisions. Right. The data, the alignment and going into execution because that to me is Really a big challeng that we're seeing out there in the supply chain is you're already aware and you know, and I don't want to say, you know, no, but of all these ongoing issues and then how do supply chains react to that and fulfill the customer promise or meet whatever it is a corporate strategy? So if I go back to my earlier prediction that I talked about with this idea of either ontologies or getting better data and a shared understanding across really fragmented enterprise landscapes and whatnot, I think that's going to become really important. And these type of stories just, just point to that.

[B]

Alex, well said. And I love when earlier parts of the discussion are just as irrelevant in later parts of the discussion. It's like we set the table or something. Corinne, respond. React to this research that Supply Chain Exchange published.

[C]

Yeah, I agree with much of what they shared in the article. AI is going to be very important and the demand signaling is going to be more important. It's always been a challenge. The question is what do I do with the insights that I get? And does that mean that I'm not only need my enterprise data, which is what most companies use to produce their demand forecast, but I also need to bring in market data. And that market data has to be specific to the region or community or marketplace that serve. And it's bringing these things together to drive more precision because my demand in the northeast of the United States might be very different than it is in the southwest of the United States. Or a weather event, as we spoke about before, may drive demand for certain goods that there's only moderate demand for in other marketplaces. But Alex made a really important point and that is how do we take that insight and respond quickly to it? Right? How do we harness our abilities to source, produce, distribute in a fashion that gives us an advantage in the marketplace?

[B]

Alex and Corinne, we're going to have to leave it there. I'd love to dive in deep into a lot more of these findings. But folks, good news is you can Trisha's drop link right there. You want to click away from checking out Supply Chain exchanges thoughts on the research and also downloading the original research as well. And hey David, Food. Great to see Dave food here. Awesome discussion. He shares. I really enjoyed a show or a couple shows with Dave last year as a matter of fact doing some great things in global supply chain. So Alex and Corinne, I don't want to take out any of the stuff we've got left. So I'm going to use this next one from our friends at zero 100 kind of as a a lightning round, right? It won't do it as justice but we can continue the conversations afterwards. But folks, great route here from Kevin Oma and our friends at Zero 100 which centers on how organizations measure return on investment when it comes to AI. So here's a nugget at the beginning of this read. I want to share, I want to quote it and get Alex and Corinne both to kind of react to they write quote maybe just as Microsoft Office is never really subjected to rigorous business case analysis, AI may soon become so essential to employee productivity that we stop trying to quantify its functional ROI and instead start measuring it its impact on human capital development. End quote. So Alex, just your gut response to that?

[D]

Yeah, I think my initial gut reaction to that is I think the article hints to this is that productivity doesn't automatically equal value. And so we've been talking a lot about AI can help people do more faster but unless that productivity is directed towards the right decisions, the outcomes, the trade offs, it doesn't translate into business impact. And so I think that's sort of that same analogy or example with Microsoft Office.

[B]

Well said Alex. Corinne?

[C]

Yeah, I agree. Artificial intelligence or the use of artificial intelligence. And as we've said earlier, there are many different types or forms of that AI. It is going to change the nature of some of the work that is done and I think we're just scratching the surface on what that looks like. But I love to tie that back to a term that Alex used earlier which is orchestration. I love this word orchestration because it makes me feel like we're back in the driver's seat versus simply being reactionary to what's happening in the forces of nature or supply chain around the world. And I think that harnessing this technology and looking at how it changes job profiles or performance profiles or prioritizes the work to be done or the workflows in which it's done is going to allow us to take control back. So that makes sound a little backwards that artificial intelligence is going to let us take control back. But I think if we employ it correctly it will.

[B]

I agree with you Corinne. You and Alex and I wish we had more time to dive in deep because it really great article here from 0100 but folks go check it out. Trisha, drop the link. By the way, we got to have Kevin Omara back. Corinne. He joined us for the bridge early this year, second third appearance with us and I tell you the George Clooney of global supply chain is one Kevin Omara.

[C]

Yeah, I saw him in November and we were talking about, about this topic that this article is, is about and the work that 0100 is doing in how AI is impacting the nature of work or the organization itself. With a keen focus to supply chain but overall business performance, outstanding.

[B]

All right, one more thing. We wrap with this as a cleanup hitter. Alex, I really enjoyed an article that you shared a few weeks ago. It's entitled Orchestration in Isolation While Supply Chains Still Can't Understand the Whole Picture in quote. Now I got to tell you Alex, I hope I'm not the one because I've said some version of visibility is table stakes or some version of that. I hope that wasn't me because this is a compelling piece. But Alex, what's the primary message you're conveying in this piece from a few weeks ago?

[D]

The main point that I think users in the audience should take away from this is that when we think about business value, real value, it comes from connecting the visibility, the decision making and how do you coordinate all of the different decisions across the entire supply chain, but also having the right balance of automation and the human. So the machine and the human together. And so I really want to implore to people that orchestration isn't just about reacting faster disruptions and that companies may get that false sense of, you know, we are orchestrating because now we can see things quicker and react to that faster. But it's really about making those better system level decisions that actually move the outcomes. And so it's a bit different than I think historically we've been very focused on. I can see, I get that visibility and I can react to disruptions, still very valuable. But that again is not quite orchestration. So the blog goes into that a lot more.

[B]

Well said, Alex. Folks, you should give it a read and listen to what you think. Corinne, when you hear Alex's thoughts there and the blog itself. Your thoughts?

[C]

Yeah, I thought it was very well written. And back to this theme of orchestration. Alex, I like recapturing that. You said something in your blog about we referred to many ors as we look at our different scenarios that get evaluated, this or that versus looking at this and that. And I think that technology as it continues to evolve is going to let us take that visibility from the proverbial four walls, which is very narrow, and maybe have some blinders up to start opening that up and looking at our trading partners, our customers, our suppliers. This is something that supply chain has desired to do for decades back the year 2000 when we talked about CPFR, collaborative planning, forecast casting, a replenishment. I think technology is now getting to a point where it's easier to harness. But then we need to think about our supply chain and our business differently, which is is one of the takeaways I got from your article.

[B]

And folks, give us your thought whether you agree disagree, what stands out to you in Alex's article? We're dropping this right here. Thank you, Trisha. I couldn't find it amongst all the other links. We covered a lot of ground here today. But it is agree great read. That will undoubtedly generate some thoughts for y' all as well. Alex, well done. Really enjoyed that. And by the way, David says as supply chain executives, for the sake of our companies, we need to get better at asking better questions of our planning, especially as we start using AI. That is right, AI still figuring out how to ask questions. Humans ask a lot better questions than AI thus far. But you never know what's right around the corner. I tell you what. All right, so let me ask you both really have enjoyed a great discussion here today. We're running over for a couple minutes. It's the bonus edition of the Buzz here to kick off the year. How can folks connect with you, Alex Prodden and the cool things you are doing at Alchemy Advisory?

[D]

Yeah, sure. So you can go and connect with me on LinkedIn. So I think you have my link there that you shared and feel free to send me a dm, a direct message and that's the best way to get a hold of me.

[B]

And we'll have to next show we'll have to talk more about our mutual love for Oreos, which I think we have talked about previously.

[D]

Yes.

[B]

That won't be on my diet for 2026. That's okay. Corinne Bursa, you're doing really great things here at Supply Chain now, many other organizations, including your own Neo. How can folks connect with you? Corinne?

[C]

Yeah, absolutely. LinkedIn is a great way to connect. Give me a little context about what you're interested in covering. But I am always looking to connect with supply chain movers and shakers out there. Also, Scott, you and I are going to be together on Thursday of this week. So come back and listen to what we've got to share with you on Thursday as well.

[B]

Corinne. It's a great call out. So folks, this is our first live show of 2026. But on Wednesday and Thursday of this week at 12 noon Eastern time, you can find live programming. We continue on Wednesday. Our never normal roundtable discussions. Right? We got a trio of supply chain dynamos and supply chain leaders. And on Thursday, Krin and I are going to be sharing some of our key takeaways from Gartner Supply Chain Planning Summit, including a special guest we just confirmed this morning. Noha Samara is joining us on Thursday live, so 12 noon Eastern Time. And if you want to learn more, check out. With that said, it's got all the links you need and if you can't find something, reach out to us on LinkedIn or at supply chain now dot com. So I want to make, make sure Trish has got Alex's link right there on LinkedIn. She also has already shared Corinne's link right there on LinkedIn. And if you have not found us yet, if you find us only on social or webinars whatnot, make sure you're tuning into our podcast. We've got a link right there to make that really easy as well. Okay, big thanks to our special guest, Alex Bran, founder and principal at Alchemy Advisory. Alex, thanks for being here.

[D]

Thank you. That's awesome. It was great talking.

[B]

It was. I felt like I'm leaving here with some kind of a degree here today from both of y'. All. Also, big thank to my same co host, Corinne Bursa. Corinne's great to see you in person in December. Look forward to Thursday already.

[C]

Looking forward to it. And Alex, love to just kind of geek out with you on this topic anytime.

[D]

Sign me up.

[B]

We'll do that. You're already registered as of right now, Alex. And big thanks to our friends at EPG who are powering the buzz in January and many global supply chains. Electric performance in 2026 and beyond. Of course, big thanks to Amanda Trisha behind the scenes. And most importantly, big thanks to our global audience for being here with us. Appreciate all the comments. No, we couldn't hit everybody'. We look forward to you tuning into our future live programming as soon as Wednesday. So with all that said, you got to take one thing, folks. We're going to kick off. You got more homework in the new year. Take one thing. Alex and Corinne brought a truckload, maybe a couple of truckloads of actionable perspective and expertise. Take one thing, do something with it, share it with your team. It's all about deeds, not words. That's what drives action, right? And with all that said, on behalf the entire supply chain now, Team Scott Luton challenging you do good, give forward, be the change that's needed. We'll see the next time right back here on Supply Chain Now. Thanks everybody.

[A]

Join the Supply Chain now community. For more supply chain perspectives, news and innovation, check out supply chain now.com subscribe to Supply Chain now on YouTube and follow and listen to Supply Chain Now. Wherever you get your podcasts.