Today's supply chain industry is undergoing a rapid transformation, driven by AI, robotics, and data analytics. These innovations are already delivering measurable efficiency gains, and fast followers – companies that quickly adopt proven technologies – must take action or risk falling behind. Using a "consequence thinking" approach, supply chain professionals and students must ask: What happens if I’m not keeping up with these trends? Those who proactively invest in emerging technologies and their own skills will be better positioned to compete, those who don’t take action in 2025 will struggle with inefficiencies and higher costs. Georgia Tech, a leader in supply chain research and education, is actively exploring these areas, reinforcing that these trends are not just hype but a critical reality.

AI Agents and Decision Intelligence

AI is moving beyond forecasting and analytics into autonomous decision-making. AI agents can rapidly process complex scenarios—such as supply disruptions—and generate optimal responses in real time. This shift reduces reliance on manual problem-solving and enables organizations to respond faster and with greater accuracy. These AI-driven systems also make insights more accessible, allowing non-technical professionals to interact with advanced analytics in natural language.

Georgia Tech’s Supply Chain and Logistics Institute is offering education in Generative AI for supply chain, helping professionals understand and apply these tools effectively. The key takeaway? AI isn’t just for data scientists—it’s becoming essential for all supply chain professionals. Investing in AI literacy and decision intelligence training will be critical to staying relevant in the field.

Physical Automation: AMRs Reshaping Warehouses

Automation in warehouses is no longer experimental—it’s here and delivering results. Autonomous mobile robots (AMRs) are replacing traditional automation solutions, offering greater flexibility and adaptability. Unlike AGVs, which rely on fixed paths, AMRs navigate dynamically using AI and real-time mapping, making them well-suited for evolving warehouse environments.

Companies deploying AMRs report increased throughput, reduced labor costs, and improved safety. These robots optimize workflows, assist human workers, and enable 24/7 operations. Georgia Tech researchers are developing human-collaborative robotics, reinforcing that the future is about augmenting—not replacing—workers. Supply chain professionals should focus on developing skills in automation management and AI-driven operations. Understanding how to integrate these technologies into workflows will be a key differentiator.

Data Management: The Foundation for AI and Automation

AI and automation depend on high-quality, well-integrated data, yet many organizations struggle with fragmented systems and poor data governance. Industry surveys consistently highlight that supply chain leaders cite data silos and quality issues as top barriers to digital transformation. Without a strong data foundation, even the best AI models and automation solutions will fail to deliver their full potential.

Modern supply chain visibility platforms and AI-powered analytics tools are helping companies consolidate data for better decision-making. Georgia Tech researchers are advancing digital twin models that simulate supply chain networks, but these rely on robust data integration. For professionals, this underscores the need to develop data literacy and analytical skills. Those who can navigate, interpret, and leverage data effectively will be indispensable in AI-powered supply chains.

Call to Action: Personal Development and Strategic Planning

Emerging technologies in supply chain—AI, automation, data analytics, and logistics AI—are no longer futuristic concepts. They are delivering tangible benefits now, and the gap between early adopters and laggards is widening. If these innovations are not on your radar, you need to take action.

Where to Start:

• Invest in Personal Development: AI, automation, and data skills are becoming core competencies. Take relevant courses, attend industry events, and seek practical experience.
• Assess Business Applications: Identify where these technologies can solve current challenges and improve efficiency in your supply chain.
• Build Data Competency: Understanding how to structure and leverage data is foundational for AI and automation success.
• Experiment with Emerging Tech: Pilot AI-driven decision tools, AMRs, or logistics optimization models to gain insights into their potential.

The future of supply chain management is being reshaped by these technologies, and those who prepare now will define the next era of supply chain excellence. The question is no longer if these tools will impact the industry—it’s how quickly you can learn to use them to your advantage.

Years ago, I wrote a short and very simplistic post that can help explain why a country (or for that matter, any group of people) can run a trade deficit with another country (or again, any other group of people) and still grow their welfare (economy, wealth, etc.) faster than the other country. You can find it here. The post makes a number of basic points using a simple example. I’ll also repeat here that, these years later, I’m still not an economist and I’m not otherwise an expert on certain aspects of international trade. However, I am someone who thinks quite a bit about supply chains and thus, given the configuration of the modern global economy, I do think about international trade and transportation and the potential impact of various import tariffs on supply chains.

First, here is an update on the scale of international trade and its role within the US economy. I’ll use official trade statistics provided by the US Census Bureau. If we look at the trade of physical goods which is the first thing that most people think about when it comes to trade, the US imported US$3.112 trillion worth of goods in FY2023. That is simply a lot of stuff. Note that imported goods can be finished products that are distributed (eventually) through various retail channels to end consumers. But they can also be various inputs to production: supplies, components, or work-in-progress inventory that feeds US manufacturing enterprises. A very good example along these lines is Canadian heavy crude oil, shipped to US petroleum refineries as the key input to the production of refined petrochemicals like gasoline, jet fuel, and other products. You can read elsewhere why the US currently imports heavy crude from Canada when it (already) produces more crude oil than it consumes each year and is thus (already) a net exporter.

Most US consumers understand that large parts of our economy rely on imported goods. Fewer might think about the sheer scale of the US goods export economy. Looking again at FY2023, the US exported US$2.051 trillion worth of goods (includng some of that aforementioned US-drilled crude oil). Wow, again, that is a lot of stuff. But it is true that the balance of trade here currently favors imports over exports. Since we import more goods value than we export, we ran a goods trade deficit with the rest of the world of US$1.061 trillion in FY2023.

A large part of the US economy today is the provision of services and not goods. There are all sorts of services: food service, financial services, educational services, transportation services, consulting services, and so on. And the US does trade in services as well, both importing services from foreign providers while exporting services to foreign customers. In fact, the US ran a trade surplus in services of US$288 billion which reduced the overall net trade deficit to US$773 billion in FY2023.

Now let’s discuss tariffs for a bit, and let’s consider duties on imported goods. If the US places a 10% tariff on a bundle of goods (perhaps a specific category of goods from a specific set of countries), then importers of those goods must pay a customs duty on the declared goods before they can be moved into the US (so-called customs-clearing). As many have noted already, these importers-of-record are firms doing business in the US (or individuals) that have arranged for the importation. Examples of such importers include retailers like Walmart and producers like Ford and ExxonMobil. Customs duties collected go into the US Treasury, similar to personal income taxes, social security and Medicare taxes, and corporate income taxes. However, the fraction of US government revenue raised by tariffs has been very small for a long period of time. In FY2023, the total collected customs duties by the US Treasury was about US$80 billion. In fact, FY2023 trade was down a bit from FY2022 when total goods imports were US$3.35 trillion and total collected duties were US$112 billion, or an average duty of about 3.3%.

So, how much revenue could be raised by new tariffs? Let’s imagine a strange world where new US import duties did not distort the economy in any way: the same value of goods is assumed to be imported even though both demand for those goods would likely adjust and the purchasing power of each US$ might increase. If the average duty were increased to 10%, the total revenue produced to the US Treasury in FY2023 would have been US$311 billion. How about a 25% average tariff? Well, of course, US$778 billion. For comparison, the US Treasury received US$2.43 trillion in personal and US$530 billion in corporate income taxes in FY2023, an amount nearly equivalent to a universal 100% tariff on the imported goods value basis for all imported goods. The tiny yellow sliver in the figure below shows how little total customs duty revenue has been collected over time and how little changed it has been compared to other revenue sources.

Like any other tax, a tariff can be useful to governments as they seek to design mechanisms to fund (important) government activities while distorting economic activity to favor or disfavor various groups of people, businesses, investors, industries, nations, regions etc. It’s also safe to say that, like any other tax, it can be difficult to determine how economic activity will be specifically distorted by any specific tariffs. In fact, it may be more difficult with tariffs for a few reasons. The first is that unlike a sales tax, a tariff on imported goods occurs upstream of the point-of-sale. Instead, tariffs create increases in supply chain costs for importers, and the impact of tariffs on consumers depends on what happens as a result of these cost increases.

First, it should be noted that some supply chain cost increases cannot be borne at all and can lead to the elimination of some products in the marketplace. Why? A cost increase can lead a producer to decide that a product cannot be profitably produced and marketed, and this is true even if a replacement supply source with a lower (tariff-inclusive) cost of supply can be identified. A retailer may make a similar decision for an imported product. If producers or retailers continue to keep a product in the market, they could decide to lower its quality in some way or to pass on portions of the cost increase directly to its customers. But the supply chain cost persists; perhaps a different supplier could be identified not subject to the tariff, but if that supplier were already providing the same input at the same quality for a lower price they would be used already. Since profitability is likely to be impacted, owners and investors as well as employees of the importer will also likely to be impacted. These interactions are all naturally somewhat complex and the outcome is difficult to predict.

I’ll finish with a thought. If a government wishes to use new tariffs to yield a political outcome beyond simply raising revenue, they will likely need to be designed to produce a significant (and noticeable) distortion to some portion of the economy. If the distortion is mild, no change of behavior seems likely to occur. It seems as if the US is about to attempt some new experimentation with tariffs to both influence the behavior of trade partner nations and to create a significant government revenue source. We will likely get to see firsthand what kind of economic distortion they induce.

The new year provides a natural opportunity to refocus on professional growth. For busy supply chain professionals, development planning can often fall to the bottom of the priority list, especially amidst the daily challenges of managing operations and responding to disruption. Yet, this intentional focus on skill-building is more critical than ever.

As Managing Director of the Supply Chain and Logistics at Georgia Tech, I’ve seen firsthand how development planning can elevate individual careers, strengthen teams, and improve organizational resilience. However, the key to making it work lies in balancing the demands of day-to-day operations with actionable, targeted development efforts.

The Reality of Development Windows

The structure of the working calendar doesn’t make development planning easy. Between the end-of-year holiday season and summer vacation months, supply chain professionals face two primary windows for development:

• Spring (February through May): Coming off the end-of-year slowdown, spring provides the first extended opportunity to focus on growth.
• Fall (Mid-August through Mid-November): After summer, fall offers a second chance to refocus before the holiday rush begins.

For supply chain professionals, these windows represent critical periods to upskill and prepare for the evolving demands of the industry. The spring window is upon us, making now the perfect time to act with urgency and purpose.

The “Why” of Development Planning

In supply chain, the "why" behind development planning is straightforward: the industry is changing faster than ever. New technologies, shifting global trade patterns, and the increasing complexity of operations demand professionals who are both technically skilled and strategically agile.

The supply chain leaders of tomorrow must excel in areas like:

• Data and Analytics: Understanding data and leveraging it for decision-making is no longer optional.
• Automation and Technology: From warehouse robotics to AI-powered forecasting, supply chain professionals need to be tech-savvy to stay relevant.
• Resilience and Risk Management: Building robust supply chains capable of withstanding disruption is now a core competency.

The “What” of Development Planning: Key Focus Areas

Development can be broken into two primary areas:

1. Core Competencies (In-House):

• Communication: Clear, concise, and persuasive communication is critical for collaboration.
• Problem-Solving: Supply chains are inherently complex, and professionals must excel at diagnosing and resolving issues.
• Leadership and Teamwork: Even non-managers need strong leadership and collaboration skills to succeed in today’s cross-functional environments.

Here is a link to one of the best competency guides out there: FYI Resource Center

2. Technical and Operational Skills:

• Advanced Analytics and Visualization: Skills in tools like Power BI, Tableau, or Python are becoming industry standards.
• Supply Chain Systems and Automation: Understanding the functionality and implementation of WMS, TMS, and other critical systems is vital.
• Sustainability and Compliance: Professionals need to navigate increasingly complex sustainability requirements and global regulations.

Beyond these newer technical areas, there remain significant gaps in the application of many core supply chain processes—gaps that cannot be overlooked:

• Production and Inventory Planning: Effective planning processes are critical, yet many organizations struggle to optimize them to balance demand and capacity.
• Warehouse Operations and Optimization: Opportunities remain to improve material flow, labor efficiency, and space utilization in warehouse environments.
• Manufacturing Asset Reliability and Output: Ensuring consistent and reliable equipment performance is essential to maintaining throughput and meeting customer expectations.
• Tradeoff Analysis for Purchasing Decisions: Striking the right balance between low cost, resilience, and sustainability is an increasingly complex challenge, especially in the face of rising customer and consumer pressure for speed and service.

A Quick Action Plan Using the 70/20/10 Model

For supply chain professionals with limited time and access to leading practices, the 70/20/10 model offers a practical framework for development:

• 70% Experiential Learning: Apply learning directly in your work.
• 20% Social Learning: Learn from others in your network or organization.
• 10% Formal Learning: Invest in structured learning opportunities.

Please see attached figure 1 for Development Plan Example to improve Warehouse Operations Capability

Here is a link to a free Individual development GPT in Chat GPT: Individual Development Plan Builder

Call to Action: Take 30 Minutes to Plan Today

For busy professionals, the biggest hurdle to development planning is often finding the time. But a well-crafted development plan doesn’t have to take hours. Here's how you can get started in just 30 minutes:

1. Reflect on Your Growth Needs (10 Minutes): Where do I need to grow most?
2. Set Three Development Goals (10 Minutes): Identify experiential, social, and formal learning goals.
3. Identify Next Steps (10 Minutes): Write down one immediate action for each goal.
4. Schedule time with Manager to review proposed plan and schedule monthly check-ins

Development as a Competitive Advantage

The pace of change in supply chain operations is relentless, but professionals who make development a priority can turn that challenge into a competitive advantage. By leveraging the 70/20/10 model and focusing on intentional, actionable planning, you can position yourself—and your team—for success.

Don’t let this spring window pass without taking steps toward growth. Whether it’s mastering a new technology, improving core processes, or navigating tradeoff decisions, the time to act is now. If your growth plan includes professional education, consider how the Supply Chain and Logistics Institute and Georgia Tech Professional Education might benefit you!

In a rapidly evolving global landscape, predicting the future of supply chains is akin to trying to catch lightning in a bottle. By examining past trends and disruptions, we can glean invaluable insights into what the future might hold and how to navigate it effectively. This article, drawing from Chris Gaffney's extensive experience in the beverage industry, explores the inherent challenges of forecasting supply chain trends, reflects on past predictions that didn't pan out, and suggests proactive strategies to stay ahead of the curve.

Introduction

Predicting the future of supply chains has always been a challenging endeavor. As someone who has spent more than 25 years in the beverage industry, I’ve witnessed firsthand how even the most well thought out predictions can miss the mark. Yet, understanding where we went wrong in the past can equip us with the tools to better anticipate and adapt to future challenges.

In this article, I want to explore the complexities of forecasting in the supply chain realm, reflect on some past predictions that didn’t quite hit the target, and suggest actionable strategies that can help us navigate the uncertainties ahead.

The Challenge of Predicting Supply Chain Trends

The supply chain, particularly in the beverage industry, is a complex web of interdependencies. As we push for innovation—from new ingredients to advanced packaging—our supply chains often struggle to keep pace. Historically, the challenges of maintaining quality, managing costs, and ensuring timely delivery have been compounded by global disruptions, technological advancements, and evolving consumer expectations.

In the 1990s, for example, the advent of RFID technology was hailed as a gamechanger, promising unparalleled visibility and efficiency. While RFID has undoubtedly transformed many aspects of supply chain management, its adoption has been slower and less impactful than originally anticipated. Similarly, the introduction of Enterprise Resource Planning (ERP) systems was expected to revolutionize the way businesses managed their operations. Yet, the promised seamless integration and real time data accuracy have often fallen short, leading to frustrations and costly implementations.

These examples highlight a critical lesson: while technological advancements hold great promise, their real-world application can be fraught with challenges that delay or dilute their impact.

Lessons from Past Predictions

One of the most striking examples of a prediction that didn’t pan out as expected is the Just in Time (JIT) manufacturing model. Initially, JIT was celebrated for its potential to minimize waste and reduce inventory costs. However, the COVID-19 pandemic exposed the vulnerabilities of this approach. As supply chains were disrupted worldwide, many companies found themselves unable to meet demand due to the lack of buffer stock. This has led to a reevaluation of the JIT model, with many businesses now looking to build more resilience into their supply chains by maintaining higher levels of inventory.

Another lesson comes from the early 2000s, when global sourcing was predicted to be the ultimate cost saving strategy. While it did lead to significant cost reductions, it also introduced new risks—ranging from quality control issues to geopolitical tensions—that have since prompted companies to reconsider the balance between cost savings and supply chain security.

The Inherent Risks of Relying on Predictions

One of the inherent risks in predicting supply chain trends is that it often leads to an overreliance on certain strategies or technologies. For instance, the push towards automation and robotics, while offering substantial benefits in terms of efficiency and cost savings, has also led to significant challenges. The initial costs, integration difficulties, and the need for upskilling workers have often been underestimated, leading to delays and unfulfilled promises.

Moreover, as we’ve seen with technologies like blockchain and AI, the hype often outpaces the reality. While these technologies have immense potential to transform supply chain management, their implementation has been slower and more complex than initially expected. This lag can create a false sense of security, leading companies to delay the adoption of alternative strategies or to underinvest in more immediately impactful areas.

Strategies for Navigating the Uncertainty

Given the inherent challenges of predicting the future, how can companies better prepare for what lies ahead? Here are a few strategies that can help:

1. Embrace Flexibility and Resilience: Instead of betting on a single prediction or technology, companies should build flexibility into their supply chains. This might involve diversifying suppliers, maintaining higher inventory levels, or investing in modular production systems that can be quickly adapted to changing circumstances.
2. Invest in Predictive Analytics: While past predictions have often fallen short, advances in AI and machine learning are making it possible to better anticipate supply chain disruptions and demand fluctuations. By investing in predictive analytics, companies can gain more accurate insights into future trends and make more informed decisions.
3. Foster Stronger Relationships with Partners: As supply chains become more complex and globalized, the importance of strong relationships with suppliers and partners cannot be overstated. By working closely with partners, companies can ensure better alignment of goals, improved quality control, and more effective collaboration in the face of disruptions.
4. Prioritize Sustainability: As consumer expectations shift towards more sustainable products, companies that prioritize sustainability in their supply chains will be better positioned to meet future demand. This might involve investing in sustainable sourcing practices, reducing waste, or adopting circular economy principles.
5. Continual Learning and Adaptation: Finally, companies should foster a culture of continual learning and adaptation. By staying informed about the latest trends, technologies, and best practices, businesses can more effectively navigate the uncertainties of the future and seize new opportunities as they arise.

Conclusion

Predicting the future of supply chains is a daunting task, but it’s one that we must continually strive to master. By learning from past mistakes and adopting a proactive, flexible approach, we can better navigate the challenges ahead and turn potential disruptions into opportunities for growth and innovation. As we look to the future, let’s remember that while predictions can guide us, it’s our ability to adapt and respond to the unexpected that will ultimately determine our success.

FAQ

What are the biggest challenges in predicting supply chain trends?

The biggest challenges include the complexity of global supply chains, the rapid pace of technological change, and the unpredictable nature of global disruptions. These factors make it difficult to accurately forecast future trends and adapt to new developments.

How can companies build more resilient supply chains?

Companies can build more resilient supply chains by diversifying their suppliers, maintaining higher inventory levels, investing in flexible production systems, and fostering strong relationships with partners. Additionally, leveraging predictive analytics can help companies anticipate disruptions and respond more effectively.

What role does technology play in modern supply chains?

Technology plays a critical role in modern supply chains, offering tools for real-time tracking, predictive analytics, and automation. However, the implementation of new technologies often comes with challenges, such as high costs and integration difficulties, which must be carefully managed.

Why is sustainability important in supply chain management?

Sustainability is increasingly important as consumers demand more environmentally friendly products. Companies that prioritize sustainability in their supply chains can reduce waste, improve efficiency, and better meet the expectations of consumers and regulators.

How can companies stay ahead of future supply chain challenges?

To stay ahead, companies should embrace flexibility, invest in new technologies, foster strong partnerships, prioritize sustainability, and continually adapt to new developments. Staying informed about industry trends and best practices is also crucial.

What lessons can be learned from past supply chain disruptions?

Past disruptions, such as the COVID-19 pandemic, have highlighted the importance of resilience, flexibility, and strong partnerships. Companies that learn from these events and adapt their strategies accordingly will be better positioned to navigate future challenges.

Chris Gaffney, SCL Managing Director
 

People often ask me how I stay up to date with the latest trends and developments in the dynamic world of supply chain management. Given the rapid pace of change in our field, it's essential to leverage a variety of resources to maintain a comprehensive and current understanding. Here, I’d like to share some of the resources I find most effective. These include weekly newsletters, podcasts, and key LinkedIn follows. The combination of these resources provides a broad spectrum of insights, covering supply chain, transportation, fulfillment, technology, and the economy.

Why the Economy Matters

While supply chain, transportation, and technology are obvious areas to focus on, the inclusion of economic insights might seem less intuitive. However, understanding the economy is critical. Supply chains are fundamentally about balancing supply and demand, justifying investments, and fostering business growth. Many inputs are global, the employment market drives wages and employment quality, and macroeconomic factors like growth and interest rates influence numerous aspects of supply chains. Hence, keeping an eye on economic trends is indispensable for any supply chain professional.

Essential Supply Chain Newsletters

Bloomberg’s Supply Lines

One of my top choices for supply chain news is Bloomberg’s Supply Lines. This multi-weekly newsletter offers concise, high quality updates on global supply chain developments. It’s a free resource from a reputable source, making it an accessible way to stay informed about major trends and events affecting our industry.

Dynamo Ventures Dispatch

Another excellent resource is Dynamo Ventures’ Monday newsletter. This newsletter aggregates a wealth of information on current supply chain issues, with a particular focus on supply chain technology and venture capital (VC) and investor interest in the field. It’s an invaluable tool for understanding the intersection of innovation and investment in supply chains.

Must Listen Podcasts

Freightvine with Chris Caplice

For those who prefer podcasts, "Freightvine" hosted by Chris Caplice is a must listen. Caplice is a legend in the world of transportation, and his podcast covers all the key topics in the industry. From transportation management to logistics challenges, Freightvine provides deep insights and expert perspectives.

What Is Going On in Shipping?

If global freight movement is your area of interest, "What Is Going On in Shipping?" on YouTube offers an inside scoop on macro issues in global port and freight flow. The channel provides timely and in-depth analyses of the challenges and trends affecting global shipping, making it an excellent resource for those focused on international logistics.

Macro Musings

I like this one because it goes deep into how the Fed makes decisions on economic policy and actions and includes linkage to business conditions and the macro economy.

Key LinkedIn Influencers

Brittain Ladd

For fulfillment and ecommerce insights, I recommend following Brittain Ladd on LinkedIn. Although I don’t always agree with all of his views, Brittain provides detailed and thought provoking opinions on all aspects of fulfillment. His posts are well researched and cover a wide range of topics, offering valuable perspectives for anyone involved in ecommerce and order fulfillment.

Bridging Supply Chain and Economics

Bloomberg’s Odd Lots Podcast

Lastly, for the intersection of supply chain and economics, Bloomberg’s "Odd Lots" podcast is unparalleled. During the pandemic, the podcast delved deep into supply chain issues, and it continues to feature great guests who provide actionable insights on everything from procurement strategies to retail pricing. The discussions on macroeconomic issues are particularly relevant, offering a broader context that helps in understanding the economic forces shaping supply chains.

Conclusion

In conclusion, staying current in the supply chain field requires a multifaceted approach. By leveraging newsletters like Bloomberg’s Supply Lines and Dynamo Ventures, listening to podcasts like Freightvine and Odd Lots, and following industry influencers on LinkedIn, you can gain a comprehensive understanding of the trends and issues shaping our industry. Each of these resources brings a unique perspective, helping to ensure that you are well informed and prepared to navigate the complexities of modern supply chains.

I also consume many other resources and apologize if I didn’t include your site. I won't hype my own work, but it is out there to consume. How do you stay current in the world of supply chain? We'd love to hear from you about your go to sources and will do a follow up based on crowdsourcing the audience's best resources to stay current in all things supply chain. Please email me at info@scl.gatech.edu with your Go Tos and we’ll create a better list together.

By combining these resources, you can stay ahead of the curve, continuously enhancing your knowledge and skills in this ever evolving field.

Chris Gaffney, SCL Managing Director

Ignacio Erazo recently defended his thesis titled "Efficient Two-Sample Bernoulli Confidence Intervals and Submodular Dispatching", earning his PhD in Operations Research with a minor in Machine Learning under the supervision of Professors David Goldsman and Alejandro Toriello. Erazo's research interests involve the development of efficient optimization algorithms and heuristics for intelligent decision-making as well as large-scale simulation-optimization procedures. Collaborating with Professor Goldsman, he worked on the efficient computation of Confidence Intervals (CIs) for the difference of probabilities between two populations, with applications in health care, last-mile distribution, and production scheduling. This work is useful for many practical problems such as testing new drugs, evaluating inventory policies, estimating contamination rates, or evaluating the difference in rate of adverse events between generic and brand-name drugs. What is notable about his approach is that it uses fewer observations and generates lower costs. With Professor Toriello, Ignacio focused on problems where orders or items arrive at different times and must be processed or delivered in batches (e.g., e-commerce, machine scheduling). By using mathematical models and proposing new algorithms, the team studied the fundamental trade-offs between waiting for orders and batching them, such as obtaining economies of scale, versus the idleness of resources generated by that strategy. This problem has multiple applications in same-day delivery, machine scheduling, and production environments. This work has been presented at scholarly seminars, at multiple INFORMS Annual Meetings, and at the Transportation Science and Logistics (TSL) Conference. Notably, Ignacio's work was recognized with the Best Applied Student Paper Award at Winter Simulation Conference in 2022.

Prior to his doctoral studies at Georgia Tech, Ignacio obtained his degree in industrial civil engineering from the University of Concepcion in 2019. From a very young age, he loved doing math to solve problems and enjoyed participating in math competitions. "Without even recognizing it, I would obsess over taking the 'best' or optimal approach for everything I could. When I took my first optimization class it was obvious to me that this subset of extremely applied math (optimization, but in a broader sense Operations Research) was what I wanted to do in the future, and possibly forever. Essentially, at that point I already knew I wanted to deepen my knowledge, which meant the best course of action was to do a PhD in a university with the best professors." Reflecting on his journey, Ignacio shares his admiration for Georgia Tech's leading position in Operations Research, highlighting the wealth of expertise available within the department. "While Georgia Tech is not as known as other schools in the rest of the world (i.e., Stanford, Harvard, MIT), Georgia Tech leads almost every ranking related to OR. The department is extremely large and there is a professor working in almost every topic. Specific to optimization, logistics, and supply chain, we have a very large number of researchers and professors. That is the reason why GT was one of the only four places I applied to. Knowing what I know today, GT would be second to none."

Erazo’s professional experience includes internships as an applied and research scientist at tech giants Amazon and Apple where he contributed to cutting-edge projects in supply chain management and inventory optimization. At Apple, he was part of the team that develops science-based solutions for its supply chain. In particular, he worked on inventory management for Apple Stores and on "real-time" carrier selection for Apple's supply chain. His projects involved building new methodologies to solve those problems and coding prototypes that could serve as a starting point for deployment and production.

Recently, Erazo joined Amazon Fulfillment Technologies & Robotics as a Research Scientist II. Amazon operates an extensive and intricate supply chain that constantly advances by integrating robotic tools to boost warehouse efficiency. Within this dynamic framework, the algorithmic tools that enable its warehouses to work at their best need to be continuously modified, improved, and enhanced with new capabilities and use cases. Ignacio will meet the challenge by helping create, pilot, and seamlessly deploy new performance and safety-driven algorithms for Amazon's robotic-assisted picking warehouses across its entire network.

Ignacio's dedication to problem-solving and his passion for optimization exemplify the spirit of inquiry and innovation that defines our academic community. We congratulate him on this achievement and look forward to witnessing his continued contributions to the field.

Devyon wasn't having success landing interviews or getting call backs for job applications. A mentor at the National Urban League encouraged him to apply to Juma, an employment and job training program which helps youth overcome the hardships of poverty and aspire to career success. As part of its social enterprise operations in Atlanta, Juma offers year-round employment to over 140 Atlanta youth at SunTrust Park, Mercedes-Benz Stadium, and State Farm Arena—home of the Braves, Falcons, Hawks, and Dream—as well as the Georgia World Congress Convention Center.

Devyon applied and successfully enrolled in Juma, and found a path to earn money, build his resume, and pave his future. As part of the program, Devyon took Georgia Tech LEAP courses to learn more about supply and logistics and the career paths the field has to offer. His dedication to the job, his willingness to go above what was expected of him and his attention to detail were characteristics that made him stand out to Juma’s Enterprise Managers. After successfully completing Juma’s training program, Devyon secured a job at UPS, a Juma Atlanta job placement partner. Today, Devyon has stable employment and, after successfully passing UPS’ Supervisor Exam, became a Shift Manager.

Learn about Devyon Johnson's story in the Juma website.

Zaria participated in Juma, an employment and job training program which helps youth overcome the hardships of poverty and aspire to career success. As part of its social enterprise operations in Atlanta, Juma offers year-round employment to over 140 Atlanta youth at SunTrust Park, Mercedes-Benz Stadium, and State Farm Arena—home of the Braves, Falcons, Hawks, and Dream—as well as the Georgia World Congress Convention Center.

Zuma promotes participants to earn while they learn, so while going to school during the week to pursue her GED, Zaria took GT LEAP courses at night and worked in the Juma Atlanta concessions operations group on the weekend. Through perseverance and her will to succeed, she later secured fulltime employment within the JUMA organization.

At the Future of Work 2017 summit sponsored by The Atlantic, Zaria was asked about her experience. She commented, “sometimes, people just need a second chance and an opportunity to take advantage of it.” The experience has opened her eyes to the possibilities and Ms. Walker has aspirations to be a crime scene investigator. Zaria plan to pursue further education and make that dream a reality some day.

On a journey for knowledge and self-development, Marine Corporal Phillip Davis completed the Supply Chain Management Principles, Customer Service Operations, Warehousing Operations, and Transportation Operations courses as part of the LEAP program.

“The courses have given me more tools towards helping build my critical thinking skills and the necessary skills and training to help me apply information about good supply chain management. It also gives me certainty in performing my duties as a Marines administrator to ensure required supplies and materials are delivered in a timely and right way.”

Corporal Davis commented that one day he would like to own his own business. By taking the LEAP courses, he has gotten closer to that goal through a better understanding of the importance of supply chain.  “It helps me think about how to have things ready when and before people need them, to meet and exceed internal and external customers' demands. Being an administrator, there are things that I need to stay informed about, and acquiring awards, certificates help me do that. Responsibility wise, I constantly keep track of what we use, have and when we are down to half supplies. I put in orders for new supplies and replacement. The courses that I have taken definitely help me perform my duties at a high level above expectation. Overall, this program has helped me add on to my organization and accounting skills as in the military accountability is a big thing.”

The Georgia Tech Supply Chain and Logistics Institute (GT-SCL) residing in and supported by the Stewart School of Industrial and Systems Engineering (ISyE), in coordination with Georgia Tech Professional Education (GTPE), is expanding its Logistics Education And Pathways (LEAP) program with the Georgia Department of Juvenile Justice (DJJ) Reentry Program to implement services for eligible participants in Chatham, Bibb, and Muscogee Education Transition Centers (ETC).

The goal of the ETCs is to reduce recidivisms and enable participants with the tools, training, and opportunities to move forward as a productive member of society with sustainable employment and a rewarding career. LEAP is a fast-paced certification program that prepares secondary education students to compete for successful high-growth jobs in the supply chain and logistics field, an outcome that is a natural component to the mission of the ETCs.

“I want to thank Georgia Tech for being a great corporate partner in rehabilitating our justice-involved youth,” said Tyrone Oliver, Commissioner of the Georgia Department of Juvenile Justice. “The LEAP program will help our youth gain valuable skills to aid them towards a brighter future.”

Initially, this partnership began with a pilot program in July of 2019, and culminated when the DJJ’s Chatham ETC hosted their Award Certification Ceremony on the Georgia Tech’s Savannah campus. Expanding this program in 2022 will equip students not only in Chatham County, but now in Bibb and Muscogee Counties with the knowledge, skills, and credentials for careers in the fast-growing Supply Chain and Logistics industry. All the funding for the LEAP program comes from industry partners like the GA Power Foundation, Schneider Foundation and JP Morgan Chase & Co. In addition, DJJ also contributed funding for this successful partnership with the ETCs.

The LEAP program initially covers understanding with the Supply Chain Management Principles course and then the various domains within the supply chain through three other optional courses (i.e., Customer Service, Warehousing Operations, and Transportation Operations). It also explores with students how the supply chain supports organizations’ strategic and financial goals, and current events through subject matter lectures and simulation exercises.

After completing the program, students receive an official GTPE Certificate of Completion for each completed pass/fail LEAP course (Supply Chain Management Principles, Customer Service Operations, Transportation Operations and Warehouse Operations), that are all sanctioned by the Board of Regents of the University System of Georgia. Typically, at their end-of-program, there is an Award ceremony where they receive their professional education certificate from Georgia Tech Professional Education (GTPE). 

“While earning GT Professional Education credentials, attending fieldtrips to Gulfstream, GA Ports Authority, Amazon, or Dynacraft and improving their potential to secure employment in the exploding Savannah Supply Chain Industry, may have served as the initial motivation to attempt the program, the impact was immeasurable. Our students grew in areas that enhanced their self-confidence, work ethic, and intrinsic motivation. As a result, our students view themselves as productive citizens with credentials for quality jobs or careers in their future,” said ArtLisa Alston-Cone, Lead Teacher, DJJ Chatham ETC.

Students have a working knowledge of the fundamentals of Supply Chain and Logistics and will be immediately prepared for internships and job opportunities. Two students completed more than one course, indicating their interest and aptitude in this field. One student who was already working in a distribution operation actually completed four courses, earning a Logistics Fundamentals Program Certificate. After the program in December of 2019 with the DJJ’s Chatham ETC, seven of the eleven graduates received job offers, and another two were scheduled for interviews, making the program a great success. The students in the ETC’s have completed all requirements from the juvenile system. They are in transition to becoming productive members of society. At this point, many students are completing their High School Diploma requirements for graduation or getting their GED. They are typically living with family, a guardian or in a transition home.

“We’ve all had times in our lives when someone has discounted us, intentionally or unintentionally. There will always be that student in the corner who you think couldn’t care less, but given the proper attention and care, they can become a star. It’s easy to predetermine what someone is capable of doing; but when these students take this program, the lightbulb goes off, and they become interested and develop a passion and confidence because of this course,” said Charles Easley Jr., GT-SCL Project Director and Instructor.
 
The program is delivered in a cohort format so that the students always feel supported not only by the instructors but by their classmates as well. Students receive educational content but also learn how to integrate their training in the real world, so they are prepared to perform in the workplace. Students are taken on field trips with the support of community partners to learn how to apply their knowledge and see first-hand how the supply chain operates. In previous years, students were taken to Georgia Tech’s Atlanta campus to explore The Ferst Center for the Arts, The Supply Chain and Logistics Institute, and The H. Milton Stewart School of Industrial and Systems Engineering (ISyE) so they could see what options are open to them for their future working careers. During these visits they were able to participate in student information sessions, see the innovative technology in the ISyE Physical Internet Lab and interact with faculty like Benoit Montreuil, Tim Brown, GT-SCL, and role models like Gen. Ron Johnson, Professor of the Practice, and ISyE Student Ambassadors. Students were also taken to Gulfstream in Savannah and The Georgia Fair where they participated in a hands-on project to map out the supply chain process for food.

About the LEAP Program
GTSCL created LEAP in 2015 through a grant from JPMorgan Chase & Co. to further the financial services firm’s “New Skills at Work” initiative that promotes workforce development to bridge the gap between the talent employers need and the qualifications of the local talent pipeline. The curriculum and content were developed by The H. Milton Stewart School of Industrial and Systems Engineering (ISyE) at Georgia Tech. In August 2018, JPMorgan Chase & Co. continued once again committed to supporting LEAP with an additional grant. The Georgia Tech LEAP program has been delivered throughout Georgia to Schools, Cohorts, and Individual Students in 18 School Districts or Systems, at 46 different schools public and private, in 13 colleges and universities, and across several well-known organizations and employers. This includes schools like Maynard Jackson HS, Grady HS, North Atlanta HS, Effingham College Career and Career Academy, Fulton Schools College and Career Academy, Newton College and Career Academy, Social Circle HS, Griffin Region College & Career Academy, New Manchester HS; non-profit organizations like Goodwill, United Way(Career Rise), Scouts BSA(Crew 2421), The Latin American Association; and businesses like Sysco, and Mohawk Industries. The program has been continuously supported by generous donations from schools, civic organizations including Effingham College and Career Academy, Fulton Schools College and Career Academy, foundations including Home Depot Foundation, Fulton Education Foundation, Schneider Foundation, Georgia Power Foundation, Regions Foundation, and employers including companies like HMTX Industries, Inc.