By Chris Gaffney, Managing Director, Georgia Tech Supply Chain and Logistics Institute | Supply Chain Advisor | Former Executive at Frito-Lay, AJC International, and Coca-Cola

A Personal Wake-Up Call

I’ve always considered myself a reasonably strong critical thinker—someone who asks good questions, challenges assumptions, and doesn’t adopt a viewpoint just because it’s popular. But a recent experience humbled me. I took an open-source critical thinking test and didn’t do nearly as well as I expected.

This led me down a deeper path of inquiry. I was already concerned about how two decades of social media have shaped the way we consume and respond to information—short, sensational content delivered by algorithm. And now, with the rapid rise of generative AI, I worry we may be trading our thinking for speed and scale.

I use AI tools daily, and I advocate for their use—especially in supply chain applications. But I’ve also come to believe this: if we’re not careful, we risk outsourcing the very thinking that makes us human and effective decision-makers.

Why Critical Thinking Matters More Than Ever—Especially in Supply Chain

Critical thinking isn’t just a defense mechanism—it’s a differentiator. In a world where AI can generate answers instantly, the professionals who ask the right questions will stand out.

Supply chain professionals operate in environments where second and third-order consequences matter. We are called on to make decisions under uncertainty, weigh risks, balance competing priorities, and understand interdependencies.

Judgment—tempered by experience, structured analysis, and humility—is the edge. Tools can help you scale, but they cannot replace the human responsibility to challenge, reflect, and adjust.

What Is Critical Thinking?

Critical thinking is the ability to think clearly and rationally about what to do or believe. It involves:

• Questioning assumptions
• Evaluating evidence
• Recognizing biases (ours and others’)
• Drawing reasoned conclusions
• Reflecting on one’s own thought process

Said simply, it’s self-awareness of your thinking style—how you form your views, test them, and revise them when new evidence emerges.

It requires effort. It requires slowing down. It requires, at times, being wrong.

Facione, in his Delphi Report, defines it as "purposeful, self-regulatory judgment."

Kahneman reminds us that our brains are wired for shortcuts—“System 1” thinking is fast and efficient but often error-prone. True critical thinking requires “System 2” effort: slow, reflective, and disciplined.

Are We Losing It?

There’s growing evidence we are.

Social media echo chambers reduce exposure to opposing views. Short-form content conditions us to expect fast answers. And according to the MIT Media Lab (Kosmyna et al., 2024), students using ChatGPT retained less, showed reduced cognitive effort, and had lower originality.

“When ChatGPT was used, cognitive effort declined.”

And yet—this is not a moment for despair. It’s a call to discipline. Because critical thinking, practiced intentionally, can become a personal and professional superpower.

Applying Critical Thinking in Supply Chain Decisions

Supply chain professionals face complexity daily—inventory tradeoffs, supplier uncertainty, resource constraints, policy risk. Many of these decisions can’t be answered by tools alone—they require judgment. Critical thinking lives in that judgment.

Whether you're building a forecast, evaluating a supplier, responding to a disruption, or modeling risk exposure, structured thinking provides a path. The steps are familiar:

• Define the problem clearly
• Clarify what information is available—and what’s missing
• Analyze root causes or future implications
• Generate multiple options
• Establish decision criteria
• Choose a path—and test it before launch
• Monitor and adjust as feedback arrives

This process resembles A3 thinking or supply chain analytics. But what makes it powerful is doing it intentionally—even under pressure.

The best professionals I’ve worked with practice it on small decisions as well as large ones. They don’t confuse speed with clarity.

Practicing Critical Thinking When Using Generative AI

AI tools are powerful—but without deliberate use, they can dull our thinking. Here's how to make AI work with your brain—not instead of it:

• Document your assumptions before prompting
• Journal your intent: What are you trying to decide or explore?
• Ask AI to provide counterarguments or alternative views as well as sources for you to research and draw your own conclusions
• Look for what’s missing or oversimplified
• Summarize AI output in your own words
• Track and reflect on how AI influenced your decisions

Treat AI like a research assistant—not a strategist. Use it to extend your reach, not replace your reasoning.

Final Thought and Your Next Steps

Critical thinking is no longer optional. Not in business. Not in education. Not in leadership.

It is a skill. A discipline. And a mindset that pays dividends over a lifetime.

If you’ve read this far, take this challenge seriously:

1. Write out how you form your opinions—on paper.
2. Practice structured thinking on small problems weekly.
3. Use AI with intention—never outsource your judgment.
4. Teach someone else how you reached a conclusion.
5. Be humble. Ask yourself: what if I’m wrong?
6. Keep a thinking journal for 30 days.

The goal isn’t to be right all the time. It’s to be reflective, rigorous, open to challenge, and consistent over time. That’s what the world needs more of. That’s the edge AI can’t replicate.

So think before you automate.

And never stop questioning.

By Chris Gaffney, Managing Director, Georgia Tech Supply Chain and Logistics Institute | Supply Chain Advisor | Former Executive at Frito-Lay, AJC International, and Coca-Cola

Every few weeks these days, a new AI breakthrough makes headlines. Models get sharper and more capable. Language tools get more fluent. Claims of agent breakthroughs and embedded autonomy in tools are everywhere.

And each time, the question resurfaces: What’s left for people to do as this wave progresses?

It’s a fair question. But from what I’ve seen throughout my career—from managing logistics in a Frito-Lay regional DC to transportation and distribution operations at AJC International and Coca-Cola, and now through executive education, consulting, and applied research at Georgia Tech—I believe we’re asking the wrong question.

Instead of asking what AI can do, we should be asking: Where is the human edge—and how do we keep it sharp?

1. Collaboration Across Boundaries Still Wins the Day

Whether in manufacturing, logistics, commercial and customer teams, or strategy, success still hinges on people working together—often across silos, systems, or supply chains. At Coca-Cola, some of the most impactful progress we made didn’t come from technology upgrades. It came from aligning teams that didn’t naturally collaborate—finance with planning, supply chain with sales, bottlers with company.

From what I see in my advisory work and interviews with supply chain leaders, that hasn’t changed. AI can improve visibility. It can suggest decisions. But it doesn’t build consensus, resolve conflicts, or create shared understanding. That’s human work—and it often makes the difference between potential and progress.

2. When the Plan Breaks, People Step Up

During my time in global logistics at AJC International, unexpected events were the norm: shipping delays, capacity shortages, regulatory changes. AI may help flag risks, but when the plan breaks, it’s still people who step in, prioritize under pressure, and find creative solutions.

This same theme came up in a recent SCM Talent podcast conversation. When I asked a senior supply chain leader what traits define her most effective team members, she didn’t hesitate:

“A drive for results. Problem solving. The ability to work in teams. And the ability to influence others.”

Those aren’t going out of style. They’re still what carries teams forward when the data model breaks or the shipment gets stuck.

The professionals I see excelling—especially in moments of disruption—aren’t just technical experts. They’re problem solvers who own the outcome and stay focused when others get stuck.

Drive, persistence, and adaptability aren’t things you automate. They’re human qualities that remain essential.

3. Hands-On Context Isn’t a Field Trip—It’s a Foundation

At Frito-Lay, I worked in a regional distribution center and breakbulk operation managing warehouse activities and dispatching drivers. Later, I spent a full year as an operations manager at one of our plants, where I led drivers and worked with plant warehouse teams and schedulers to ensure load readiness and on-time dispatch to local DCs.

Those weren’t just jobs—they were formative experiences. They taught me how decisions affect execution in the real world, and how the rhythm of operations shapes everything else in the supply chain.

That’s why I firmly believe professionals—especially early in their careers—should spend 3 to 5 years in front-line roles. No AI tool can replicate the kind of intuition you build by seeing how things work, where they break, and how people respond in real time. That foundation lasts an entire career.

4. Communication and Leadership Will Always Matter

In every role I’ve had—from the plant floor to corporate teams to Georgia Tech—I’ve seen that clear communication and authentic leadership are force multipliers. They carry more weight now, not less.

AI might help with drafting, summarizing, or visualizing, but it doesn’t earn trust. It doesn’t mentor a new team member or guide a group through a difficult change. That takes listening, emotional intelligence, and personal credibility.

Those leading change in today’s organizations—whether rolling out a new system or rebuilding after disruption—are the ones who can communicate with clarity and lead with steadiness. That’s not something AI can learn.

5. The Edge Is Where Humans Live

There’s a space at the boundary of every operation—the “edge”—where plans meet real-world variability. And that’s where humans remain essential.

Whether it’s spotting an issue before it escalates, reading between the lines of a conversation, or connecting seemingly unrelated problems across functions, that kind of judgment is rooted in experience. It can’t be downloaded or inferred from data alone.

In my work at Georgia Tech, across executive education, consulting, and applied research, I regularly see the difference it makes when decision-makers bring not just technical knowledge, but lived context from the field. That human edge is where resilience is built—and where strategy becomes reality.

6. Humans and AI: Better Together

To be clear: this isn’t about rejecting AI. The smartest teams I work with aren’t afraid of it—they’re learning how to use it. AI tools can improve productivity, identify trends, and help people make better decisions. But they need to be paired with human insight.

AI suggests. People choose. AI speeds up planning. People keep it grounded. The professionals who combine digital fluency with interpersonal skill, operational awareness, and strategic judgment? Those are the ones who will lead in the next era.

So What Should You Do?

If you want to build a career that endures—and evolves—with AI, here are seven things I recommend:

1. Invest in the front line. Not just a tour. Spend 3–5 years in a real operations or customer-facing role. It will shape how you lead for decades.
2. Build bridges. Learn how sales thinks. Understand finance’s constraints. Connect systems, teams, and people.
3. Volunteer when the extra project comes up. These stretch roles are often tied to strategic initiatives and senior leadership. Saying yes can accelerate learning and visibility—especially when others hesitate.
4. Take roles at the intersections—not the cul-de-sacs. Look for positions that connect functions, partners, or ecosystems. Exposure to diverse perspectives sharpens insight and multiplies your value.
5. Sharpen your communication. Speak with intent. Write with clarity. Listen deeply. These skills amplify everything else.
6. Evolve with AI—or fall behind. You don’t need to code, but you do need to understand how AI is changing your domain. Through continuing education, hands-on learning, or professional development, stay curious and current.
7. Never stop learning. At Georgia Tech, I see firsthand how ongoing learning—through executive education, research engagement, or new assignments—helps professionals lead through change. Keep asking: what haven’t I seen yet? Who could I learn from?

Final Thoughts

The future of work isn’t about humans vs. machines. It’s about people who can lead, decide, and connect—with AI as their force multiplier.

We may automate tasks. But judgment, trust, and empathy? Those are human domains. And in times of uncertainty, it’s the people who can navigate complexity, rally teams, and adapt with integrity who make the difference.

So yes, learn the tools. Embrace the change. But never underestimate the power of experience, context, and connection.

That’s your edge. And that’s not going anywhere.

Researchers at Georgia Tech have developed a new artificial intelligence tool that dramatically improves how companies plan their supply chains, cutting down the time and cost it takes to generate complex production and inventory schedules. 

The tool, known as PROPEL, combines machine learning with optimization techniques to help manufacturers make better decisions in less time. It was created by researchers at the NSF AI Institute for Advances in Optimization, or AI4OPT, based at Georgia Tech under Tech AI (the AI Hub at Georgia Tech).

The technology is already being tested on real-world supply chain data provided by Kinaxis, a Canada-based company that supplies planning software to global manufacturers in industries ranging from automotive to consumer goods.

Vahid Eghbal Akhlaghi, senior research scientist at Kinaxis and former postdoctoral fellow at AI4OPT and the H. Milton Stewart School of Industrial and Systems Engineering (ISyE) at Georgia Tech, said, “Our industry partner has been instrumental in shaping PROPEL’s capabilities. By validating the approach with real operational data, we ensured it addresses true bottlenecks in supply chain planning.”

"PROPEL represents a leap forward in how we tackle massive, complex planning problems," said Pascal Van Hentenryck, lead researcher, the director of Tech AI and the NSF AI4OPT Institute, and the A. Russell Chandler III Chair and Professor at Georgia Tech with appointments in the colleges of engineering and computing. "By combining supervised and reinforcement learning, we can make near-optimal industrial-scale decisions, an order of magnitude faster."

Traditional supply chain planning problems are typically solved using mathematical models that require immense computing power—often too much to meet real-time business needs. PROPEL, short for Predict-Relax-Optimize using LEarning, reduces this burden by teaching the AI model to first eliminate irrelevant decisions and then fine-tune the solution to meet quality standards.

Reza Zandehshahvar, one of the paper’s co-authors and postdoctoral fellow with the NSF AI4OPT and the H. Milton Stewart School of Industrial and Systems Engineering (ISyE) at Georgia Tech, said the breakthrough lies not just in the AI algorithms but in how they're trained and deployed at scale.

“Many AI models struggle when applied to problems with millions of variables. PROPEL was built from the ground up to handle industrial complexity, not just academic examples,” Zandehshahvar said. “We’re seeing real improvements in both solution speed and quality.”

 In trials using Kinaxis’ historical industrial data, PROPEL achieved an 88% reduction in the time needed to find a high-quality plan and improved solution accuracy by more than 60% compared to conventional methods.

While many AI methods in supply chain rely on simulated data or simplified models, PROPEL’s performance has been validated using real-world scenarios, ensuring its reliability in high-stakes operational settings.

The Georgia Tech team says PROPEL could benefit industries that manage large, multi-tiered production networks, including pharmaceuticals, electronics, and heavy manufacturing. The researchers are now exploring partnerships with additional companies to deploy PROPEL in live environments.

Access the abstract on arXiv.

I want to recommend a book that I think is especially timely for anyone working in, studying, or simply trying to understand today’s supply chain landscape. Peter Goodman’s How the World Ran Out of Everything takes you inside the global disruption we all lived through — but it also challenges some of the assumptions we've made about how supply chains are supposed to work.

This isn’t a technical manual. It’s a well-researched, human story — with frontline accounts from truckers, factory workers, port operators, and business leaders — and it puts real names and faces behind the headlines. For those of us who’ve been in this field for a while, many of the companies and consultants referenced will be familiar. I’ve worked in and with those same types of organizations, and I’ll say this plainly: so much of what happens in supply chains comes down to incentives. And that’s a thread this book pulls on again and again.

Why I Think It’s Worth Reading Now

 

It lays bare the tension between short-term profitability and long-term resilience.

That balance is hard — even for well-run companies. This book doesn’t offer easy answers, but it helps you see the tradeoffs more clearly.

It’s realistic about reshoring and nearshoring.

Yes, they’re happening. But unless you’re Walmart or a top-tier buyer, they’re not easy plays. The book does a good job showing why that’s true.

It tackles the complexity of working with China.

Like many of you, I’ve been in conversations where we talk about moving away from China — and then realize how difficult (and costly) that would be. This book captures that paradox well: we can’t live with them, but we can’t live without them either.

It reminds us that behind every system are people.

This part resonated with me. From seafarers stuck at sea to small businesses trying to stay afloat, it brings the human side of supply chain to the forefront.
 

Who Might Enjoy This

• Practitioners thinking about how to build more resilient systems
• Early-career professionals who want to see how theory meets practice
• Anyone who wants a thoughtful, readable entry point into the “why” behind the supply chain headlines

As we explore new solutions — whether AI, circular supply chains, or new sourcing strategies — it's worth pausing to ask: what were we solving for before? And are the incentives any different now?

This is a good summer read to help frame that discussion.

Sowmya Ananthachary is Vice President of Software for the Americas region at Dematic. In this role, Sowmya leads Dematic’s software strategy, overseeing the development, implementation, and optimization of software solutions. Working closely with cross-functional teams and key partners, Sowmya ensures Dematic’s software strategy aligns with business objectives, market demands, and customer needs.

Ms. Ananthachary brings a wealth of experience in enterprise software and cloud technologies to the SCL Advisory Board. She has a proven track record of building and mentoring high-performing global engineering teams and driving large-scale strategic initiatives. Her leadership has played a key role in delivering transformative, cloud-based enterprise applications and advancing digital solutions in the supply chain space.

“I’m honored to join Georgia Tech’s SCL Industry Advisory Board,” said Ms. Ananthachary. “As someone deeply passionate about the future of supply chains, I’m inspired by the SCL team’s commitment to innovation, education, and impact. I look forward to learning, contributing, and collaborating with this exceptional community.”

Ms. Ananthachary holds an MBA from Georgia State University and a Bachelor of Science from the National Institute of Technology Jamshedpur. She brings both technical expertise and a strategic business perspective to her advisory role.
 

Aluminum scrap is one of the most common materials found on military bases and aircraft carriers worldwide. Now, the U.S. Army has tapped Georgia Tech to help turn that waste into power that can be generated off the grid and on demand. 

The Army Research Office awarded Georgia Tech and its partners $20 million to develop scalable, efficient methods for transforming aluminum into hydrogen energy. The project could lead to a new, low-cost, clean, and efficient energy source powered by discarded materials. 

Aaron Stebner, professor and Eugene C. Gwaltney Jr. Chair in Manufacturing in the George W. Woodruff School of Mechanical Engineering and professor in the School of Materials Science and Engineering, will oversee the multi-year effort at Georgia Tech together with Scott McWhorter, lead for Federal Initiatives at the Strategic Energy Institute.

In addition to several team members from Georgia Tech and the Georgia Tech Research Institute, the project includes researchers from Fort Valley State University, the 21st Century Partnership, MatSys, and Drexel University. 

“Aluminum already reacts with water — even wastewater and floodwater — to create hydrogen gas, power, and thermal energy,” McWhorter said. “If aluminum can be efficiently upcycled into stored energy, it could be a game-changer.” 

The team’s goal is to experiment with aluminum’s material properties so it can be inexpensively manufactured to create a highly effective reaction that produces low-cost, clean hydrogen.

“Having this ability would allow military bases to be less dependent on the use of a foreign country’s electrical grids,” said Stebner, who is also co-director of Georgia Artificial Intelligence in Manufacturing and faculty at the Georgia Tech Manufacturing Institute. 

Manufacturing Aluminum

Several years ago, the Army Research Lab discovered and patented the basic technology for recycling aluminum to produce hydrogen gas. However, current manufacturing methods require too much energy for the amount of hydrogen energy produced.  

To make the technology viable and effective, Stebner and his colleagues will research alternate manufacturing processes and then develop automated methods for safely producing and storing stable aluminum. They also plan to optimize these processes using digital twin technologies.

Currently, manufacturers use large machines to grind up and tumble the aluminum in very controlled environments, because stray aluminum powder can be explosive. These methods are very costly. 

Stebner and the team are looking into small, modular technologies that could allow for convenient, onsite energy generation. According to Stebner, they are interested in determining how these smaller machines could be so efficient that they could be powered using solar panels. 

Stebner envisions that a field of solar panels could power the aluminum-processing modules — the aluminum recycling could be done while the sun shines and produce power 24/7. 

Sustainable Impact 

Once they have developed the manufacturing techniques and processes, the team plans to test their efficacy by generating power for rural Georgia communities. Success here would prove the technology could be viable for military deployments and other off-grid scenarios. 

“The Deep South — especially middle and southern Georgia, Alabama, Mississippi, and Louisiana — often has enormous energy disruptions during hurricanes or power outages due to flooding and severe rains,” Stebner said. “Manufacturers can be hesitant to build big plants there, because the grids aren’t as stable. This same technology that the Army plans to use for remote military bases could be a game-changer in rural Georgia.”

If power is unexpectedly cut in those areas, floodwater could then be used to make hydrogen gas. While hydrogen has not yet had its day in the sun, it has great potential as an alternative to fossil fuels, Stebner says. 

“From a sustainability perspective, any time you can take something that’s already waste — like scrap aluminum and wastewater — and turn it into a high-value product that can be used to power communities, that is a huge win.” 

 

Funding: Army Research Office

Thomasville, Georgia, is a hub of training and talent for local manufacturers. But Mason Miller could tell there was something missing.

“We didn't have any training for advanced manufacturing in our area,” said Miller, vice president of Academic Affairs at Southern Regional Technical College (SRTC), which offers education and training programs in technical and manufacturing fields. “Companies had to go out and recruit people from Michigan to run their machines. That's when we said, ‘We don’t want that to happen — we need to be doing that right here.’”

That’s where the Georgia Tech Manufacturing Institute (GTMI) stepped in. Working with partner program Georgia Artificial Intelligence in Manufacturing (Georgia AIM), GTMI helped connect SRTC with the resources and expertise needed to develop a robust training program tailored to the needs of local manufacturers.

Miller said at first, he was skeptical. “When GTMI said they wanted to be partners, I thought, ‘OK, this is another situation where we're going to talk for a minute, everybody says things and then goes away — and that’s it,’” said Miller. “That's not how it's been at all.”

Rather, it’s been a true partnership driven by SRTC, with curriculum focused on automation and robotics developed by the Technical College System of Georgia and GTMI. The curriculum is also shaped by local industry input to directly address workforce gaps in the region’s manufacturing sector. 

“As a state institution, we're here to serve you,” said Steven Sheffield, senior assistant director of Research Operations at GTMI and a point person of the partnership. “Tell us the problem, and we will work hard to try to solve it with you.”

Filling the Workforce Gap

Miller was committed to giving SRTC students the advanced manufacturing skills needed to stand out in the workforce. Yet the evolving manufacturing landscape and the needs of local manufacturers revealed gaps in SRTC’s curriculum, particularly in AI, automation, and robotics.

With GTMI and Georgia AIM researchers contributing key expertise to the expanded smart manufacturing curriculum, Miller noted the partnership is “opening our eyes to what we can do with AI. We're going to start integrating that into our programs.”

Beyond AI and robotics, SRTC leadership identified a crucial gap in their program: training in precision machining, a skill that local manufacturers like Check-Mate Industries sorely needed. 

“If we want to attract new business and industry to Georgia, we need to be able to show them we can provide a skilled workforce,” said Miller. 

To address this missing piece, GTMI and Georgia AIM helped procure funding to acquire and refurbish precision-machining equipment from longtime partner Makino. Georgia AIM also supported the renovation and outfitting of two SRTC lab spaces with additional updated equipment. 

Last fall, SRTC launched its new Precision Manufacturing & Engineering and Manufacturing Engineering Technology programs, with instructors trained by GTMI faculty in precision manufacturing. The new program at SRTC is one example of the ways GTMI experts are working with communities across the state to expand access to training and new technology.

“Not a lot of technical colleges have this type of machinery,” said Marvin Bannister, SRTC precision machining and manufacturing program chair. Instructors like Bannister received specialized training at GTMI’s Advanced Manufacturing Pilot Facility to ensure they felt confident teaching students how to operate the machinery. “Not only is it something else to add to my skill set, but the most important thing is that I'll be able to train other students who desire to learn on a machine like this.”

Because of SRTC’s expanded offerings, the technical college has strengthened partnerships and developed new internship programs with local manufacturers. “We all want the same thing,” said Miller, “which is to grow industry partnerships and to create a talent pipeline for our state.”

GTMI and Georgia AIM also support STEM programs with Thomasville area schools and internship programs for K-12 teachers with local manufacturers such as Check-Mate. These efforts deepen the connections between students and manufacturers, opening doors to future careers in the sector.

“We’re here to connect the dots and enable these types of partnerships,” says Steven Ferguson, a principal research scientist with GTMI and co-director of Georgia AIM. “When teams and their networks come together to solve a challenge for just one manufacturer, the impact can reach across an entire region.”

Last month, I had the opportunity to represent Georgia Tech SCL at the joint GEMs-GRACE workshop in Macon, hosted by partners from Georgia Tech, the Georgia Mining Association, and the Middle Georgia Regional Commission. The event brought together 70 participants from 36 organizations across economic development, academia, national labs, non-profits, and industry—underscoring the importance and growing momentum around critical mineral development in our region.

The agenda featured a strong lineup of speakers covering use-inspired R&D, workforce development, translation and commercialization, and ecosystem sustainability. Highlights included insights from leaders at the Strategic Energy Institute, Georgia Cleantech Innovation Hub, Savannah River National Lab, Southern Company, and others. I contributed a perspective on the critical role of supply chain design in optimizing the development of any new critical mineral supply chain—ensuring we design networks from the start that are scalable, resilient, and efficient.

Perhaps the most valuable elements of the day were the breakout sessions and informal networking, where participants explored how we can collectively advance resource development with greater speed, innovation, and shared benefit. The level of engagement and openness to collaboration was impressive.

We’re now turning our attention to shaping a full proposal to support this initiative, and I’m encouraged by the alignment and energy coming out of this session. Many thanks to Dr. Yuanzhi Tang and the organizing team for bringing this community together in such a purposeful way.

Chris Gaffney
Managing Director, Georgia Tech Supply Chain and Logistics Institute

In the world of supply chain management, we spend much of our time searching for ways to make things better — more reliable, more efficient, more resilient. It’s a pursuit that can feel endless because improvement rarely comes from one grand move; instead, it is found in hundreds of small, thoughtful actions over time.

That’s why I’m recommending a summer read that, while not a traditional supply chain book, speaks directly to this spirit of continuous improvement: Better by Atul Gawande.

Gawande, a practicing surgeon and bestselling author, focuses much of his writing on the challenges of delivering better outcomes in medicine. But as you read Better, it becomes clear that the insights he shares transcend healthcare. In fact, many of them connect deeply to the work we do in supply chain. Health care, after all, is a complex supply chain in itself — one that must manage the flow of goods (medicines, equipment) and services (diagnosis, surgery, therapy) under conditions of great uncertainty and high stakes.

Gawande’s work reminds us that the principles that drive improvement in medicine are the same ones that drive improvement in supply chains, manufacturing, transportation, and just about every field where people are trying to do things better every day.

Three Takeaways for Supply Chain Professionals

1. The Relentless Pursuit of Better is Everyone’s Job

One of Gawande’s central points is that better performance is not reserved for “geniuses” or “experts” alone. In medicine, small, consistent improvements — asking an extra question, double-checking a dosage, washing hands properly — save lives. The same is true in supply chain.

In our world, whether it’s taking a second look at an inventory replenishment setting or spending a few extra minutes mapping supplier risks, the incremental pursuit of better outcomes can mean the difference between success and failure. There’s no standing still. Better is a moving target, and everyone on the team has a role in aiming for it.

2. Systems Matter as Much as Skill

Gawande makes a strong case that even the most skilled individuals can fail if the systems around them are poorly designed. A world-class surgeon operating in a broken hospital supply chain still faces high risks of failure.

Supply chains work the same way. Even great people can’t overcome a bad process or poor system design for long. When we evaluate our operations, it’s important to look beyond individual performance and address the structural barriers that prevent consistent execution. Strong systems allow talent to flourish; weak systems exhaust it.

3. Always Ask One More Question

One of my favorite insights from Better is the idea that sometimes, the most powerful thing you can do is simply ask one more question.

Gawande shares examples where small moments of curiosity or concern — asking a patient one more question about their symptoms, or a nurse asking why a process was skipped — led to major improvements or saved lives.

In supply chain, asking one more question can reveal unseen risks, highlight hidden opportunities, and help avoid costly mistakes. When considering a new supplier, a logistics routing change, or a forecasting adjustment, taking the time to dig a little deeper often makes the difference between a smooth operation and a big problem.

As supply chain learners and leaders, developing the habit of curiosity — and the courage to ask that extra question — is one of the simplest and most powerful habits we can cultivate.

Why Better is a Worthwhile Summer Read

What makes Better a great summer read is not just the quality of Gawande’s storytelling, but how accessible and applicable his lessons are. You don’t have to be a doctor to appreciate the challenges he describes, and you don’t have to be in a hospital to face similar decisions about quality, safety, and improvement.

Supply chains, like healthcare systems, are messy, imperfect, and always evolving. Gawande’s stories are a reminder that we improve not by finding perfect solutions, but by persistently chasing better ones — day after day, decision after decision.

If you’re looking for a book that will inspire you to think a little differently about your work, challenge you to ask better questions, and recharge your commitment to doing things better — Better is a worthy addition to your summer reading list.

I hope you’ll find it as insightful and motivating as I did. And as you turn its pages, I encourage you to keep a simple question in mind: What’s one thing I could do a little better today?

The Georgia Center of Innovation, a strategic arm of the Georgia Department of Economic Development (GDEcD), hosted hundreds of attendees at the 2025 Georgia Logistics Summit, where experts offered insights on the intersection of technology and logistics, updates on infrastructure investments, and how the state is preparing the future workforce to support growth. Established in 2009 as the first state-led event of its kind, the Georgia Logistics Summit is one of the Southeast’s key logistics and supply chain events, connecting industry professionals for networking and knowledge-sharing.

The economic impact of Georgia’s transportation and logistics industry was $107 billion in 2023, according to an economic impact study by the University of Georgia’s Selig Center for Economic Growth. These industries supported more than 578,000 Georgia jobs, or one in nine jobs in the state. From 2010 to 2023, transportation and logistics jobs in Georgia grew by 68%, outpacing the national growth rate of 52%. Additionally, in 2023 and 2024 alone, new logistics and distribution sector investments, including cold storage and ecommerce fulfillment centers, totaled $3.8 billion and created over 9,000 new jobs.

“Georgia’s unmatched global connectivity is one of the driving forces behind our economic success. Decades of strategic investment in our logistics and supply chain infrastructure – from our ports and rail lines to our highways and air cargo capabilities – have led to record-breaking economic investments and trade,” said Georgia Department of Economic Development Commissioner Pat Wilson. “The Logistics Summit brings together private sector, government, and education leaders to learn from experts, exchange best practices, and explore opportunities in the rapidly evolving logistics landscape to maximize opportunities. Events like this strengthen collaboration and spark new ideas that keep Georgia businesses competitive on a global scale.”

Georgia Department of Transportation Commissioner Russell R. McMurry highlighted Georgia’s strategic investments and how the Georgia Department of Transportation (GDOT) is leveraging technology to improve freight flow. He cited the leadership of Governor Brian P. Kemp and support from the General Assembly to allocate $1 billion to the newly created Georgia Freight Program over the past two years. Additional investments in transportation infrastructure are advancing the timing for key planned transportation projects that will maintain and improve Georgia’s interstate highway system, roads, and bridges. Georgia’s multimodal transportation network carried nearly half a billion tons of freight in 2019, valued at $673 trillion. Projections show that freight volume is expected to nearly double to 900 million in tonnage and freight value to more than double today’s value by 2050. Working with partners that include the Center of Innovation and the Georgia Institute of Technology, GDOT is focusing on enhancing safety and efficiency, including projects to add 50% more truck parking and installing fiber internet on Georgia interstates.

Georgia Ports Authority Vice President of Operations Susan Gardner provided updates on strategic investments to expand capacity at the ports, and how Georgia Ports Authority (GPA) is leveraging live data to improve safety, track vessel productivity and containers, and eliminate congestion. Gardner emphasized building a technological culture and prioritizing hiring creative employees, as well as harnessing data insights to boost efficiency. GPA is investing in $4.5 billion in improvements over the next decade as part of its port master plan to expand cargo handling capabilities and support future supply chain requirements.

This year’s feature panel, “AI and Beyond: Embracing Digital Transformation in Logistics,” included leadership from The Home Depot, Havertys Furniture, and TOTO USA, as well as research perspectives from the Georgia Institute of Technology. Panelists highlighted the ways digital technologies are reshaping supply chains, including a three- to five-year outlook for the industry, and provided insights attendees can use to shape their strategies to move more efficiently as AI and automation transform the industry.

“Digital technologies are reshaping supply chains in various ways, and Georgia is working to stay ahead of the curve,” said Center of Innovation Executive Director David Nuckolls. “The Center of Innovation and our specialized logistics team work alongside this dynamic industry, helping to position businesses for growth. The annual Georgia Logistics Summit is a powerful opportunity to build connections and equip businesses with crucial knowledge and resources.”

Educating the needed talent was the focus of the event’s final panel, with University System of Georgia Chancellor Sonny Perdue and Technical College System of Georgia Commissioner Greg Dozier providing updates on how the state’s post-secondary institutions are developing a globally competitive workforce. Discussion focused on how these institutions are ensuring the skills they are teaching match the jobs logistics companies are looking for, including creative problem-solving and effective use of new AI and automation tools. The breadth of Georgia’s technical college programs was also discussed, including the High Demand Career Initiatives program and a pilot program called “Dual Achievement” that enrolls students who withdrew from high school in a technical college program, enabling them to earn a high school diploma alongside a technical college certificate, diploma, or degree. Panelists focused on the importance of helping students get where they want to go faster, upskilling the existing workforce, and how connections between industry leaders and educators can help foster greater outcomes.

The Center of Innovation’s Logistics Industry Advisory Board also recognized the winners of the inaugural Future Innovators in Supply Chain competition. The competition invited college students to create videos about supply chain careers, reflecting the Center’s commitment to developing future logistics leaders. Led by professor Parisa Pooyan, student team “The Masters of Logistinomics” from Kennesaw State University won first prize and a $3,000 grant for the university. Eli Hampton, Angeline Harris, Joe Johnson, and Dana Pazhouhesh created the winning video, which can be viewed here.

For additional information on the 2025 Georgia Logistics Summit and to stay up-to-date on next year’s plans, visit galogisticssummit.com.

Participants in the 2025 Georgia Logistics Summit also included leaders from S&P Global Market Intelligence, Boost Phase Ventures, and M.D. Livingstone Consulting.

About the Georgia Center of Innovation
Exclusive to Georgia, the Center of Innovation helps Georgia businesses of all types and sizes find inspired solutions to challenges and opportunities. The Center connects new and expanding businesses with a team of experts, external partners, and independent mentors to tap into the technical expertise and guidance they need. By encouraging collaboration across six key industries: Aerospace, AgTech, Energy Technology, Information Technology, Logistics, and Manufacturing, the Center helps Georgia prepare for growth in strategic industry ecosystems.

About GDEcD
The Georgia Department of Economic Development (GDEcD) is the state’s sales and marketing arm. It is Georgia’s lead agency for attracting new business investment, encouraging the expansion of existing industry and small businesses, and locating new markets for Georgia products. As the state’s official destination marketing organization, it drives traveler visitation and promotes the state as a location for film and digital entertainment projects. GDEcD is responsible for planning and mobilizing state resources for economic development, fostering innovation and the arts to drive opportunity from the mountains to the coast.