• Expert ground control ensuring total compliance & limited wait times
• Regulated, certified carrier active in all border security programs
• Strong, longstanding relationships with the CBSA & CBP
• 100% digital customs clearance & instant notifications
IN THIS ISSUE COVER FEATURES
Corporate
Information
Executive
Looking forward to the future
BIG PLANS FOR 2025! LOTS OF EXCITING NEWS AND UPDATES COMING SOON.
By Dylan Bartlett, VP Sales, Marketing and Communications
The team at Supply Chain Canada has started planning our next in-person National Conference, coming to Calgary in June 2025! This promises to be our BIGGEST conference ever and we will have some exciting updates
coming soon, including early bird pricing!
We have expanded our education program, with some new courses available soon. Registration is open now, visit our website for more information: www.supplychaincanada.com
We have completely revamped our National Partnership Program. Our team has been in conversation with some of Canada’s most influential brands and will be announcing some exciting partnerships in the months to come! This will include some
impressive membership benefits, which we can’t wait to share with you!
And finally, we want to take this opportunity to congratulate our CEO, Martin Montani, on his recent retirement! We appreciate his hard work and dedication; we will continue his efforts moving forward. Please join us in celebrating Martin’s achievements and take this opportunity to wish
him all the best in the future. Thank you, Martin!
Looking ahead, our efforts will be focused on developing and delivering member services that support our members nationally. Thank you for your confidence and ongoing support.
Together, we will continue to advance the supply chain profession!
Board of Directors
Mike Dalton, SCMP Director Vincent Dixon, SCMP Director
Cindy Kieu Director Palash Sanyal Director
Chris Soroka, SCMP Board Chair-Elect
Michael Whelan, SCMP Board Chair
Adam Zanatta Director
Jack Skerry Director Shalini Talwar, SCMP Director
Patrick Gauch Treasurer Philippe Blais, SCMP Director
Dans l’attente de l’avenir
GRANDS PROJETS POUR 2025!
BEAUCOUP DE NOUVELLES ET DE MIS-
ES À JOUR PASSIONNANTES BIENTÔT.
By Dylan Bartlett, VP Sales, Marketing and Communications
L’équipe de Chaîne d’approvisionnement
Canada a commencé à planifier notre prochaine conférence nationale en personne, qui se tiendra à Calgary en juin 2025! Cela promet d’être notre PLUS GRANDE conférence jamais
organisée, et nous vous communiquerons bientôt des informations très intéressantes, y compris les prix réservés aux participants hâtifs!
Nous avons élargi notre programme d’éducation, en incluant de nouveaux cours bientôt offerts. L’inscription est
maintenant ouverte. Visitez notre site Web pour plus de renseignements : Www.supplychaincanada.com
Nous avons complètement remanié notre Programme de partenariat national. Notre équipe s’est entretenue avec certaines des marques les
plus influentes du Canada et annoncera des partenariats passionnants dans les mois à venir! Cela comprendra des avantages impressionnants pour nos membres, que nous sommes impatients de partager avec vous!
Enfin, nous en profitons pour rendre hommage à notre directeur général, Martin Montani, à l’occasion de son récent départ à la retraite! Nous apprécions son travail acharné et son dévouement, et nous perpétuerons son œuvre. Joignez-vous à nous
pour célébrer les réalisations de Martin et profitez de l’occasion pour lui souhaiter le meilleur pour l’avenir. Merci, Martin!
À l’avenir, nos efforts seront axés sur le développement et la prestation de services aux membres pour soutenir ces derniers à l’échelle nationale. Merci de votre confiance et de votre soutien continu.
Ensemble, nous continuerons à faire progresser la profession de la chaîne d’approvisionnement!
SUPPLY CHAIN CANADA’S COMPETENCY BENCHMARKING TOOL: ELEVATING INDUSTRY STANDARDS
By Bryan Hansen
As global supply chains become more complex, professionals face increasing pressure to stay competitive. Businesses must navigate supply chain disruptions, labour shortages, and rapidly evolving technology. Companies are constantly searching for ways to identify skill gaps within their workforce and provide meaningful development opportunities. The need to remain agile and proactive in the face of these challenges makes tools like Supply Chain Canada’s Competency Benchmarking Tool (CBT) essential.
Dylan Bartlett, Vice President of Sales, Marketing, and Communications at Supply Chain Canada, explains, “It’s not enough for supply chain professionals to rest on their experience. The industry is
evolving, and so too must the competencies required to succeed.”
At its core, the CBT aligns with The Competencies of Supply Chain Professionals, Second Edition, 2022. This ensures that individuals and teams can measure their skills against nationally recognized industry standards. Bartlett elaborates, “The CBT provides employers and professionals a way to not only assess where they stand but also map out a path for growth. It’s about filling gaps while building on strengths.”
Supply Chain Canada, known for its leadership in the sector, is using this tool to standardize competencies across the country. Bartlett emphasizes that this is critical in an industry where professionals often “fall into” their roles without formal training. The CBT offers a structured
path for those already in the field to formalize their skills while providing a benchmark for new talent entering the workforce.
What is the Competency Benchmarking Tool (CBT)?
The CBT helps both supply chain professionals and their employers assess skill levels against recognized industry standards. Built around The Competencies of Supply Chain Professionals, Second Edition, 2022, the CBT outlines the core and technical competencies necessary to excel in the supply chain field. These competencies cover everything from procurement and logistics to more advanced topics like strategic sourcing and risk management.
Bartlett explains, “The CBT serves multiple purposes. Employers can
assess their team’s expertise, identify any gaps, and figure out where additional training might be needed. At the same time, individuals can use it to see where they stand in terms of their competencies and determine if they qualify for exemptions from our educational programs.”
The versatility of the CBT makes it a valuable tool for professionals at different stages of their careers. Whether you’re a seasoned professional looking to refine your skills or an employer aiming to build a stronger, more competent workforce, the CBT offers clear, actionable insights. Bartlett emphasizes that the CBT isn’t just about identifying weaknesses—it’s equally focused on highlighting strengths. “Often, employers find that their team members are much stronger in certain areas than initially thought.”
One of the distinguishing features of the CBT is its alignment with national standards set by Supply Chain Canada. These standards ensure that individuals and teams are measured against competencies that reflect real-world industry
demands. Bartlett adds, “We update the CBT regularly to ensure it stays relevant to the evolving needs of the industry. Our goal is to give employers and professionals a reliable benchmark they can trust.”
The Role of the CBT in Education and Development
In addition to its applications in the workforce, the CBT plays a crucial role in education. For students entering the field, it provides a pathway to course exemptions based on their existing knowledge and skills. This enables learners to focus on areas where they need the most development, optimizing their educational journey and allowing them to advance more quickly in their careers. Bartlett elaborates, “Students and new professionals often face an overwhelming amount of content to learn. The CBT helps streamline that process, enabling them to focus on areas that will be most beneficial in their roles.” This feature of the CBT is particularly appealing to younger professionals entering the workforce who are eager to upskill quickly and
make an immediate impact in their roles.
Ultimately, the CBT offers a unique value proposition in the Canadian supply chain industry. It doesn’t just assess—it empowers. By using the tool, professionals can map out their development journey, while organizations gain the clarity needed to cultivate high-performing teams. “It’s about much more than assessment,” Bartlett notes. “It’s about growth, continuous improvement, and ensuring that Canadian supply chain professionals are always a step ahead.”
Why Was the CBT Developed?
The CBT was developed in response to a growing need within the Canadian supply chain industry for standardized skills assessment and professional development. Bartlett explains, “A lot of people who work in supply chain didn’t necessarily start their careers there—they often fall into it. The CBT helps take that on-the-job experience and formalize it, offering a clearer understanding of where professionals stand.”
This tool was the result of extensive collaboration between Supply Chain Canada and partners, including universities, colleges, and industry experts. “We have dozens of partners, and we worked closely with them to ensure the CBT reflected the most current and relevant competencies for the field,” Bartlett explains.
Since its launch, the CBT has garnered strong support, but Bartlett acknowledges that there is room for growth in terms of adoption. “Those who know about it and use it regularly love it. But we’re working to get it into more hands and make people aware of its benefits.”
The vision for the CBT is clear: It’s a tool designed to elevate the entire supply chain profession in Canada by creating a consistent benchmark for skills and competencies. As Bartlett puts it, “It’s not just about filling gaps in knowledge. It’s about creating a standard that employers can rely on
when they’re hiring, promoting, or developing their teams.”
Benchmarking Skills Against Industry Standards
One of the CBT’s key strengths is its ability to benchmark professionals’ skills against nationally recognized industry standards. This is crucial for companies that want to ensure consistency in their workforce. “We work with dozens of major colleges and universities across the country, comparing our courses with theirs to ensure that we’re focused on the right core competencies,” Bartlett says.
As the national accrediting body for the SCMP (Supply Chain Management Professional) designation, Supply Chain Canada plays a unique role in maintaining these standards. The SCMP designation is the highest level of professional certification in the supply chain field in Canada, signifying a high level of
expertise and commitment to best practices.
“The CBT provides employers a clear picture of their team’s strengths and areas for improvement.” This enables companies to make more informed decisions about training, promotions, and hiring. The ability to benchmark skills is critical as companies strive to build teams that can adapt to the industry’s rapid changes.
Practical Applications of the CBT
The CBT is more than just an assessment tool—it’s a versatile resource that can be adapted to suit the unique needs of different organizations. Bartlett explains that the CBT is used by a wide variety of employers across the country. “Whether it’s a large multinational or a smaller business, the CBT can help pinpoint the areas where development is needed and guide the right kind of training.”
For larger organizations, the CBT can be used to assess entire teams, while smaller businesses benefit from tailored training plans for individual employees. “We work with companies to assess each employee’s skill set,” Bartlett explains. “You could have ten employees filling out the CBT, each with different expertise. The tool allows us to create tailored development programs for each individual.”
Bartlett highlights the tool’s flexibility. “The CBT isn’t just for current employees. It’s an excellent resource for onboarding new hires and ensuring they have the skills necessary to contribute to the organization from day one.” This is especially beneficial for companies in growth phases or those facing challenges due to labor shortages. “The CBT helps guide the training process. It ensures that employers are developing the strongest teams possible.”
The
CBT’s
Role in Professional Development
Unlike traditional assessment tools, which often focus on identifying weaknesses, the CBT takes it a step further by creating a pathway for continuous learning and targeted training. Bartlett notes, “The CBT isn’t just about finding gaps—it’s about mapping out what’s next. It helps organizations figure out what training is needed to develop their employees further.”
This ability to create personalized training programs is one of the CBT’s strongest features. “One of the things we’re most proud of is the ability to tailor training to each individual,” Bartlett says. “You might have one employee who excels in logistics and another in procurement. With the CBT, we can address those specific areas. As the industry evolves, the skills needed to succeed also change. The CBT helps ensure that professionals aren’t just reacting to changes but are prepared for them through continuous education and development.”
Long-Term Industry Impact
The CBT has the potential to reshape the Canadian supply chain industry by establishing consistent standards that companies can rely on. Bartlett explains, “Our goal is to create a national standard that supply chain professionals and companies can count on.”
With the supply chain industry being so dynamic, the long-term impact of the CBT could be transformative. “As more companies adopt the CBT, we’ll see a stronger, more capable supply chain workforce across Canada.” By helping companies develop teams that are not only skilled but also adaptable, the CBT sets a new standard for the profession.
Accessibility and Implementation
One of the most appealing aspects of the CBT is its accessibility for businesses of all sizes. Bartlett explains, “The CBT is very accessible for small and medium-sized enterprises. You can access it directly on our website, but we encourage companies to reach out for a consultation.” Supply Chain Canada works closely with organizations to guide their training and development strategies, offering expertise in supply chain education.
The implementation process is designed to be as seamless as possible. Bartlett adds, “In as little as 30 minutes, we can walk companies through how the CBT works and how it can be integrated into their day-to-day operations.” This simplicity makes the CBT an attractive option for businesses that may not have dedicated HR departments but are still looking to invest in the professional growth of their teams.
In addition to offering consultations, Supply Chain Canada provides ongoing support to help organizations fully maximize the tool’s capabilities. “We don’t just hand over the CBT and leave companies to figure it out. Our team is here to assist with setting up custom assessments and training programs that align with a company’s specific needs.” This hands-on approach
ensures that companies can easily adapt the CBT to their unique business environment, allowing for smoother adoption and more impactful results.
What’s Next for the CBT?
Looking ahead, Supply Chain Canada aims to significantly expand the reach and functionality of the CBT “Our immediate goal is to get the CBT into more organizations,” Bartlett explains. “We see it becoming an essential part of talent management, from recruitment to development, across the supply chain industry.”
A key focus for the future is integrating the CBT more fully into hiring processes, ensuring it becomes a trusted benchmark for evaluating both new candidates and current employees. “We want the SCMP designation and the CBT to be the gold standard in hiring.” Employers will be able to confidently rely on the CBT to identify top talent and assess skill levels before making key decisions.
In addition, Supply Chain Canada is exploring ways to enhance the CBT’s capabilities with emerging technologies like AI and real-time analytics, allowing for even more precise assessments. “We’re looking at incorporating automated assessments and digital tools that provide real-time feedback,” Bartlett notes. “The idea is to keep innovating as the industry evolves.”
International collaboration is also on the horizon. “The principles behind the CBT are relevant worldwide. We’re exploring opportunities to adapt the tool for global markets, particularly as Canadian supply chain professionals increasingly work in multinational environments.”
As Bartlett concludes, “The CBT’s potential is immense. It’s not just an assessment tool—it’s a strategic resource that will help organizations build stronger, more adaptable teams capable of thriving in the ever-changing supply chain landscape.”
30 YEARS ON THE ROAD: THE POLARIS JOURNEY
CELEBRATING THREE DECADES OF EXCELLENCE IN TRANSPORTATION
The founding of Polaris Transportation
In 1994, a husband-and-wife duo, Larry Cox (1947-2017) and Geri Cox set out to create a best-in-class transportation company. With over 20 years of previous experience in the industry, they had a clear vision of what they wanted to achieve. A savvy entrepreneur, Larry’s knack for looking at the big picture and forging strong partnerships complemented Geri’s financial acumen and ability to balance risk with opportunity.
Together, they combined their talents and expertise to launch Polaris Transportation. What began as a shared dream soon grew into a leading trucking company moving thousands of shipments between Canada and the USA every year. Throughout its 30 years of service, Larry and Geri Cox’s operation has become known and trusted for innovation and a commitment to service excellence.
From a freight brokerage to a first-class cross border LTL carrier
Polaris began as a freight brokerage for shipping air and ocean containers then later moved onto local deliveries around the Greater Toronto Area. As the industry evolved, Larry
and Geri quickly recognized the potential in Canada-USA over-the-road transportation services. In 1997, Polaris purchased their first tractor trailer and completed their first cross-border LTL run from Toronto to Chicago, marking the beginning of their expansion into international LTL transport.
Continued growth under the Cox family leadership
In 1998, Larry and Geri’s son, Dave Cox, joined the company as Operations Manager, bringing his transportation expertise to Polaris. The company flourished under Dave’s leadership. In 1999, Polaris launched overnight scheduled runs
Polaris Founder Geri Cox and her son, Polaris CEO Dave Cox, today.
between Toronto and the USA, a move that would become a cornerstone of their business. This overnight service to cities like Chicago, New Jersey, New York, Ohio and Boston fueled their rapid growth.
As Polaris solidified their reputation for quality service and reliable expedited shipping, the small family business began to form the large operation it is today.
Acquisitions and expansion into logistics & warehousing
With growing demand, Polaris expanded their service locations and offerings to provide industry-leading transit times and daily departures between Toronto and major cities across the USA. For decades, they have been adding to their featured lanes, servicing various regions spanning Boston, New York, New Jersey, Chicago, Florida, Minneapolis, Houston, LA and beyond in addition to offering expedited cross border LTL to and from Quebec.
In 2006, the company launched Polaris Global Logistics (PGL) to offer robust services covering the entire supply chain. They later went on to expand into warehousing and distribution with the 2017 acquisition of JG Drapeau & Commercial Warehousing, now known as Polaris Commercial Warehousing. Further investments in Mainliner Freight Systems’ LTL and warehousing divisions as well as PRI Logistics have enabled Polaris to build upon their infrastructure and assets. Today, they support a full range of small businesses, e-commerce retailers and large box corporations (Amazon, Walmart, Costco) with complete warehousing and distribution services across Canada and the USA.
“Our expansion into warehousing and distribution has been a tremendous success and we’re proud to have earned the trust of top retailers to handle their operations and
distribution. Offering state-of-the-art inventory management systems is just one way we continue to meet their needs,” Polaris President, Richard Kunow comments, “They keep choosing us because we listen, adapt and truly understand their business.”
It’s always about the customer
Known as #CrossBorderPros, Polaris is trusted for going the extra mile to be a standout partner to their customers. Through innovation and a commitment to doing what’s right, they make a genuine difference in their clients’ operations.
While undergoing immense growth, Polaris maintains their original boutique service approach and accountability for the work they do every day. This has helped them maintain longstanding customer relationships with small and midsized businesses to Fortune 500 companies over the last 30 years. They strengthen their clients’ supply chains with flexible freight solutions for a full range of products, from
medical products to industrial and construction materials, auto parts, raw goods and more.
Now serving as Polaris CEO, Dave Cox shares Larry Cox’s lasting influence on the company today, “My father was a person who impacted many in the industry and I am proud to be leading our company with that same integrity. His values continue to guide us as we build on his legacy of excellence and innovation.”
Polaris’ customer focus and proactive service enhancements have secured their positive reputation among the shipping community and industry organizations. Their personalized service approach has earned them the esteemed titles as a Top 100 3PL Provider, Mastio Quality Award winner and Carrier of Choice after being named the Shipper’s Choice for LTL for 17 consecutive years. They also hold rank as a Top 100 Largest For-Hire Fleet and Top 100 Trucker, recognized for their expansive capacity and exceptional trucking services.
Making waves in transportation through innovation
Polaris has always been ahead of the curve when it comes to technology. In 2019, Polaris started NorthStar Digital Solutions (NDS), a tech company introducing cutting-edge innovations to the supply chain industry. They invested heavily in technology development, renovating and expanding their head office to create a state-of-the-art digital laboratory.
NorthStar Digital Solutions (NDS) gave Polaris a competitive edge during the COVID-19 lockdown by digitizing their administrative processes to keep business running seamlessly in the transition to remote work. This solidified the tech company’s status as a leading force in innovation and efficiency, earning them the 2020 CCJ Innovator of the Year award.
In 2022, NDS was recognized with the 2022 Tech Start Up award and in the same year, launched FR8Focus in collaboration with Radaro to alleviate pain points in the LTL and TL marketspace by “Connecting the road to the back office.” This custom-built application has been celebrated for introducing enhanced visibility, accuracy and agility to carrier processes.
Today, NDS is pioneering the use of artificial intelligence and machine learning to transform transportation operations. They continue to receive awards including 2023 Trimble Automation All Stars, 2024 Trimble Best in Collaboration and 2024 Top 100 Logistics and Supply Chain Technology Provider. NDS Chief Executive Officer, Dave Brajkovich, is respected as a thought leader and highly sought after for sharing his insights on supply chain technologies at various industry events.
A united company culture rooted in family values
Polaris takes pride in fostering a welcoming, inclusive environment where their employees feel like family and can thrive in their careers. This has helped them maintain high employee retention with many staying with them since the early days.
The company is highly acclaimed for their exemplary HR practices in the transportation industry. Most recently, Polaris has been awarded by Trucking HR Canada with the 2022 Achievement of Excellence for Women in the Workplace, the 2023 Employee Award of Excellence for Employee Engagement, and the 2024 Top Medium Fleet Award. They also continue to hold onto their status as a Top Fleet Employer of Distinction for 7 consecutive years.
With a Diversity, Equality, Inclusivity and Belonging (DEIB) committee and cultural pillars focused on safety, teamwork, raising the bar and quality service, Polaris offers a positive workplace for transportation professionals. They celebrate uniqueness while caring for their team’s wellbeing and encouraging them to take pride in their work. The company frequently holds
social events including their Annual Summer Event, Trucking Appreciation Week and other team building events to bring employees together.
With Founder, Geri Cox now sitting as Chairwoman, Polaris is committed to helping more women find success in transportation – a historically male-dominated industry. They support and uplift women while providing equal opportunities for hiring, training and advancement. In honour of Geri, the Women’s Trucking Federation of Canada created the Geri Cox Allyship Award, given to male allies in the industry who embody her values to break barriers and foster gender-inclusive spaces.
To help employees wanting to fast-track their career paths, Polaris launched the Larry Cox Academy (LCA) in 2022. Following the legacy of Co-Founder, Larry Cox, the LCA is a professional development program providing team members with cross-departmental training and one-on-one mentorship from a Polaris executive to accelerate
Polaris Transportation Group wins 2024 Top Medium Fleet Award with Trucking HR Canada.
their advancement. In early 2024, the company celebrated their first graduate of this intensive course.
Taking care of neighbours in need with community initiatives
As a company that looks at the bigger picture when it comes to leaving a positive impact, Polaris has designated significant time and energy to their humanitarian efforts. While serving as members of the Trucks for Change and Truckers Against Trafficking networks, they turn holidays and celebrations into opportunities to support people in need. The company holds ongoing fundraisers and food/clothing drives for various causes including poverty, homelessness, hunger, education, abuse, illness and mental health.
This September marked the one-year anniversary of Polaris’ Community Care Unit (CCU), an initiative dedicated to fighting hunger in their community. The CCU van is regularly hitting the road to deliver food and essentials across the Greater Toronto Area, Southern Ontario and into the USA. In its first year, the CCU donated and distributed over 21,017lbs of healthy food items to food banks, shelters and other organizations and was selected as a 2024 finalist in Operational Excellence by the Daily Bread Food Bank.
Upholding safety and security
Since beginning with just one truck in 1994, safety has been embedded into the foundation of Polaris’ operations. They take pride in upholding stringent safety standards to protect their team and drivers through extensive
training, education, equipment maintenance and other practices.
As members of Partners in Protection, Polaris follows all required protocols for carefully transporting goods across the Canadian and USA border every day. One of their latest accolades, the 2024 Excellence in Border Security Award, highlights their outstanding commitment to supply chain security. They were also recently featured in the CBSA’s Trusted Trader newsletter for their exemplary cross border safety procedures.
Leading the way towards a more sustainable tomorrow
Polaris is focused on building a better future for the transportation industry by limiting their environmental impact while maintaining exceptional service standards. Their sustainability efforts are dedicated to embracing innovative technologies, optimizing fuel efficiency and reducing emissions to promote cleaner, greener supply chains.
With five Pillars of Sustainability dedicated to their services, employees, planet, community and business partners, Polaris is steadfast on
their continued growth as industry leaders while safeguarding the future of transportation and inspiring positive change.
A testament to hard work and ambition
From humble beginnings with only three employees, Polaris has become one of the largest privately held Canadian LTL carriers, boasting 300+ employees across four distinct operating divisions: Polaris Transport, Polaris Global Logistics, Polaris Commercial Warehousing and NorthStar Digital Solutions.
The Cox family’s vision and dedication formed a company known for its service excellence and innovation. While continuously expanding and earning praise for their technological advancements, HR initiatives and overall service excellence, Polaris has stayed true to their family roots. Moving forward, their focus remains on improving the transportation industry, elevating customer experiences, taking care of their people and those in need and investing in their safety, security and sustainability measures.
Polaris CEO Dave Cox states, “As we look back on 30 years of growth, achievement and innovation, we look forward to an even brighter future. The journey has been incredible, and we’re excited for what’s ahead for Polaris Transportation and the extended Polaris family.”
CEO Dave Cox presenting in Polaris Digital Laboratory.
Polaris’ Community Care Unit (CCU) making food donations and deliveries.
YOUR SINGLE SOURCE SUPPLY CHAIN PROVIDER
We understand clients’ needs at a deeper level and create solutions that drive costs out of their supply chain and work with repeatable precision. From our facilities in Toronto, Ontario, product can be effectively distributed anywhere throughout Canada and the USA.
Over 300,000 sq. ft. of warehousing capacity within the GTA
Long-term, short-term and cross-dock storage options
Protect from freeze, ambient temperature-controlled facility
Regional, USA and international distribution via LTL, TL & courier
Cloud-based technology RFID scanning, real-time visibility, EDI + WMS SaaS
Ecommerce capabilities – B2B & B2C order fulfillment
Pick & pack, labelling, assembly and replenishment
Product inspection and quality control
Reverse logistics and product returns & repairs
Complete on/off loading of trailers and overseas containers
Secure gated facility, including 24/7 indoor and outdoor surveillance
24/7 customer online inventory portal access
Value-added transportation services
THE EFFECT OF GEOPOLITICAL UNREST ON GLOBAL SUPPLY CHAIN DISRUPTIONS
By Matthias Girma
Ihad the pleasure of speaking at Supply Chain Canada’s Fall Symposium last month as a part of its closing session panel discussion on geopolitical unrest. I was given the opportunity to collaborate out loud with three high-level experts in their field to discuss issues ranging from armed conflict, labour disputes, trade wars, civil unrest, lions and tigers and bears – oh my.
Okay, I may have made those last few up. While I certainly appreciated this unique experience, I found it somewhat of a challenge discussing various interconnected issues across the globe while
simultaneously attempting to project an environment where the sky didn’t appear to be falling every other month. The truth of the matter is that geopolitical unrest will almost exclusively produce adverse effects on global supply chains, and a globalized environment does increase our exposure to these adverse effects. However, it is also an inherent fact of the world – or human beings more granularly speaking – that there will always be conflicts to navigate, and adversity produced by such conflicts are almost always transitive in the long run.
So, as I continue to delve further into the topic of geopolitical unrest, it’s important to note that this perspective is merely touching on one side of a coin. The fact is that we are more connected to the rest of the world than ever before, and not uncoincidentally, we are more or less better off as human beings than we have been at any other point of our existence. While we understand and appreciate the benefits of fostering long lasting partnerships with foreign states through specialization, free trade agreements, mutual defense pacts and other strategic means, we are also producing risk
exposure that otherwise would not exist.
There are currently 92 countries in the world involved in armed conflicts extending beyond its borders – the most since World War II. Such conflicts have the potential to produce a tremendous impact on the flow of goods throughout the world, the impact of course being weighted towards the “who” and “where” of such conflicts, and their potential to expand to other regions.
Let’s explore the ongoing conflict in the Middle East, which had initially been localized to Israel and Gaza when intensifying in October of last year. At the time, there hadn’t been much of a ripple effect observed by countries beyond the region, speaking towards the “who” and “where” of the issue. However, this conflict did have a high probability of escalation and boiling over to nearby nations which was particularly concerning from a supply chain risk perspective. This risk was realized in short order with an expansion in
arms almost immediately following the initial violence. The escalation produced an unexpected consequence with one of the world’s most consequential trade routes experiencing significant disruption.
By now, we are all well aware of the importance of the Suez Canal, the artificial waterway in Egypt connecting the Mediterranean Sea and Red Sea. If you were relatively new to supply chain management during the pandemic, you may have been introduced to the shipping route and its importance back in 2021 when an almost comical six-day obstruction brought supply chain managers to their knees. The unexpected consequence of the expanded conflict was the emergence of the Houthis of Yemen, who began attacking westbound ocean vessels traveling through the Suez Canal. I’ve been advised by my own offshore suppliers that the Canal has been operating at roughly 1/3 its typical volume as a result of the attacks. In other words, a disruption of nearly $6.2
billion worth of goods. With the Suez Canal now operating under a capacity allocation-like model with some exporters being prioritized over others, and most opting to avoid the risk altogether, the majority of goods initially bound for the Canal had now been diverted around the South African point known as the Cape of Good Hope. Despite its name, it wasn’t a very hopeful scenario as trade routes from China to the Midwest had been extended by nearly 2,100 miles, resulting in an average increase of 10 days or more in ocean freight lead times. This extension has not only raised the energy consumption required to reach the same destination but has also lengthened the duration before containers can be repurposed.
The issues of container rerouting and availability were further compounded by an ill-timed October drought limiting the Panama Canal to roughly 60 per cent its typical volume due to record low water levels. The Canal, which sees around 5 per
cent of the world’s annual ocean freight volume, experienced the worst drought in its 143-year existence during the same month tensions in the Middle East began escalating – the phrase “when it rains it pours” comes to mind, though a little more rain wouldn’t hurt in this case. The drought was a result of the fifth strongest El Niño–Southern Oscillation ever recorded which led to roughly 40 per cent less rain in the region. This weather event which many of us Canadians likely welcomed during our winter months, disrupted $4.32 billion in annual revenue or 6.6 per cent of Panama’s entire GDP as trade volumes were cut in half.
The impact on container availability is significant to the world as a whole, as the cost of a container is an indirect input to a significant portion of goods, resulting in a positive correlation between container costs and global inflation. A short time ago in October 2023, we enjoyed a surplus in container availability with rates around $2,000 USD per 40foot container. Now, after this sudden increase in input costs and availability entirely absorbed, container rates have surged and stabilized well above $5,000 USD per 40-foot-container – a trend which may continue as ongoing upward pressure persists with no end in sight. While the Suez Canal disruption was the most impactful, realized consequence of the Middle Eastern conflict as it pertains to global supply chains, it’s only one of several undesirable outcomes that have, or could still take place.
Think back to when Iran directly involved itself in the conflict in April. As the third largest crude oil producer in the Organization of the Petroleum Exporting Countries (OPEC), the immediate aftermath of Iran’s direct involvement led to a spike in both the Brent Crude Oil and
Western Texas Intermediate market indices. When Iran launched another direct attack on Israel just last month, the same global and North American crude oil indices spiked by 5 per cent in a matter of hours after hitting 52-week lows during the same month. For context and perspective, those same indices surged over 50 per cent immediately after Russia invaded Ukraine resulting in a 180 per cent increase in fuel prices for several countries in the EU.
With crude oil essentially being an input to all goods, global implications are very much present, although weak supply and demand fundamentals out of China have appeared to be more than enough to offset the geopolitical risk premiums we’ve seen thus far.
Let’s now consider the almost unbelievable news story from last month regarding exploding pagers
in Lebanon. The pagers had been trademarked to a Taiwanese manufacturer who licensed the product to a company in Hungary, who then produced and shipped the pagers to a port where they remained idle for three months while awaiting customs clearance, before eventually arriving in Lebanon. This scenario is very much a supply chain issue, not too dissimilar to the Customs-Trade Partnership Against Terrorism (C-TPAT) program implemented by U.S. Customs and Border Protection as a direct result of 9/11. Might we see the creation of a similar compliance program in the region or perhaps more stringent requirements for customs clearance across the board? How might that impact the global supply chain as a whole? These are all questions worth asking in a globalized environment.
DARK ORIGINS
A LOOK AT HOW LEGISLATION—AND SUPPLY CHAIN
TEAMS— CAN HELP ERADICATE CHILD AND FORCED LABOUR
By Corey Reed
It is a sobering—and heart-wrenching—fact that child and forced labour are far from rooted out in supposedly-modern society. In 2022, the International Labour Organization (ILO) estimated that more than 28 million people were in forced-labour conditions around the globe, with 12 per cent of them alone being children. In addition, migrant workers were at three times a greater
risk of experiencing forced-labour conditions.
“Perhaps the biggest single factor is poverty, which is an enabler for the exploitation of vulnerable groups,” says PhD, Principal, and Founder of Shift Critical International Frank McShane, whose organization partners with Supply Chain Canada to share comprehensive expertise in this area. “[Another is] jurisdictions with weak governance that
do not have—or do not enforce— labour standards. High demand for cheap labour [enables] agents and others to charge workers fees for obtaining their work; these fees create debt on which interest rates continually increase. Business practices that cater to lowering cost at any price are also a factor.”
The Canadian federal government has put into place comprehensive legislation to help
address child and forced labour risks within supply chains. As a result, operators share a legal and ethical responsibility—and an opportunity—to proactively educate their teams, bolster due diligence, raise awareness of risks, and report on them.
“Child labour is most often a result of impoverished families trying to generate whatever income they can, leading to vast numbers of children entering the illegal labour market,” adds McShane. “In a globalized economy, supply chains tend to be long, and the lower tiers are often hidden to the end client. There is little accountability to comply with mandated labour practices and standards, including those that apply to the use of children as labour.”
Risk assessment drives reporting. Supply chains are complex and assessing them for risk is equally so.
On Bill S-211 and Canadian Customs Tariff changes
In April 2022, the Senate of Canada passed Bill S-211 to implement the Fighting Against Forced Labour and Child Labour in Supply Chains Act—sometimes referred to as Canada’s Modern Slavery Act—while
also amending the Canadian Customs Tariff. In addition, Public Safety Canada specifies that certain entities and government institutions must submit an annual report to the Minister of Public Safety on what they have done to ensure compliance with the Act. Afterwards, these reports are made available to the public.
“As of October 2024, over 6,000 reports have been filed with the Government of Canada in response to the Act,” says Allan To, SCMP, President, and CEO of Supply Chain Canada West. “Shift Critical International recently completed a report on lessons learned from the first year of the Act. A copy will be made available to Supply Chain Canada members.”
“Primarily, the amendment to the Customs Tariff provides extensive powers to the Canada Border Services Agency (CBSA) to impound shipments of products entering the country that they believe were made in part or wholly with forced or child labour,” adds McShane. “To date, there have been relatively few instances where the CBSA has
seized shipments, but we can anticipate that greater scrutiny will be applied in the future.”
What Canadian supply chain operators need
to
know
Thorough and efficient global supply chain risk assessments form a crucial part of the reporting and prevention process, as does building a governance framework that complies with current legislation.
“Risk assessment drives reporting. Supply chains are complex and assessing them for risk is equally so,” adds To. “Responding effectively necessitates that the entity has a comprehensive map of the supply chain, and this is challenging where the supply chain is extensive; mapping 25,000 or 100,000 suppliers is no small feat.”
Bill S-211 doesn’t necessarily mandate particular actions; it’s up to the operators themselves to research, design, implement, and enforce a preventative structure that is effective and compliant—and then report on its performance. “In addition to the disclosure and reporting requirements, organizations must assess forced labour risks in their
Allan To SCMP, President, and CEO, Supply Chain Canada West
Frank McShane PhD, Principal, and Founder, Shift Critical International
supply chain and develop the appropriate mitigation and remediation activities to address such risks,” says To.
Educating staff within supply chains on what to look out for, how to operate in a compliant manner, and how to report potential risks is therefore crucial. Operators can engage their teams, discuss issues, and raise awareness of how to help mitigate them by way of onboarding documentation, touch points, company-wide policy updates, workshops and courses, and other forms of training.
“If you are a small business but covered by the Act, start small,” says McShane. “There are numerous ways in which the
application of technology can make the reporting process less onerous. Our own risk assessment and evaluation process is an example where the technology is used to provide analysis that can be directly incorporated into disclosures to shareholders, stakeholders, and government.”
“Supply chain operators must create awareness and buy-in from internal decision makers and supply chain partners to make meaningful year-over-year progress,” says To, who, along with McShane, emphasizes the importance of “right-sized” training and assessment processes. Supply Chain Canada offers a comprehensive training course on the Act, focusing on
reporting obligations as well as the legal, reputational, and operational risks posed by failing to comply. Completing this course fulfills some of the Act’s training requirements. An in-depth framework development workshop will also be made available.
“In addition to member training, we offer corporate training and licensing to address regulatory requirements,” says To. “For those interested, please reach out to us at info.ab@supplychaincanada.com.”
A shared responsibility, a shared opportunity
For further insight, the Public Safety Canada website offers updates related to new Act information and interpretations. “We invite everyone to [also] take a look at Shift Critical International’s training as we integrate these updates on a regular basis,” McShane adds.
“Supply chain operators have a tremendous opportunity to provide leadership and support for their organizations in being compliant to the Act, contributing to the eradication of child and forced labour in supply chains,” says To. “We will continue to offer training opportunities to assist our members in their evolving journey to assess and address supply chain risks.”
In conclusion, with care, compliance, and effective training, supply chain operators are better positioned than ever to help ensure the goods and materials we engage with are devoid of dark origins.
Expert Viewpoint
Keeping Your Supply Chain on Track: 5
Ways to Stop Misplacing Devices
By Peter Switzer, Product Specialist, PiiComm
In the fast-paced world of supply chain operations, it’s all too easy for valuable mobile devices to get lost in the shuffle. Whether it’s rugged handheld terminals or mobile computers, misplacing these tools can disrupt workflow and impact productivity.
But how can companies effectively manage their mobile devices to ensure they stay on task? Here are five actionable strategies to minimize device misplacement and enhance operational efficiency.
1. Implement Mobile Device Management (MDM) Solutions
A robust Mobile Device Management (MDM) software is your first line of defense against lost devices. MDM solutions allow you to track, manage, and secure devices across your operation. By implementing an MDM solution tailored to your specific needs, you gain real-time visibility into device locations, usage, and health, reducing the risk of misplacement.
2. Establish Clear Device Check-In and Check-Out Procedures
Having a well-defined checkin and check-out process can significantly reduce device misplacement. Require employees to log devices when
they start and finish their shifts. This not only promotes accountability but also creates a reliable tracking system that can help quickly identify if a device goes missing. Simplifying this process through digital tools can also streamline operations and save time.
3. Designate Storage and Charging Stations
Create dedicated areas for storing and charging mobile devices when they’re not in use. Ensure that these stations are clearly marked and located in high-traffic areas. This practice will encourage employees to return devices after use, making it less likely for them to go missing. Regular audits along with device traceability software can further ensure compliance.
4. Train Employees on Device Accountability
Education is key to minimizing device loss. Regular training sessions that emphasize the importance of device care and accountability can go a long way. Make sure your team understands the potential impact of lost devices on operations, finances, and customer satisfaction. Empower them with knowledge on how to use MDM tools effectively, fostering a culture of responsibility.
5. Leverage Alerts and Tracking Features
Advanced MDM solutions offer features like alerts and tracking that can help recover misplaced devices quickly. For example, set up notifications that trigger when a device hasn’t been used for a specific period. This proactive approach can prevent lengthy searches and allow teams to locate devices before they become a bottleneck in operations.
The Cost of Inaction
Failing to address device misplacement can lead to significant costs. According to industry reports, companies can lose thousands—if not millions—of dollars annually due to decreased productivity and increased replacement costs. Not only does this affect your bottom line, but it can also damage customer relationships if order fulfillment is delayed.
Moreover, missing devices pose security risks, especially if they contain sensitive customer or operational data. With the rise of data breaches, safeguarding these devices has become critical.
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THE NEW CUSTOMER MORE KNOWLEDGE AND HIGHER EXPECTATIONS
By Dave Webb
Much of the technology that is commonplace in the supply chain was not even thought of a decade or two ago. It’s good for business: It automates picking and packing, optimizes loads and schedules, keeps real-time track of routes and equipment. Technology is continuing to evolve at a breakneck pace—we can’t know what next year’s supply chain might look like, let alone the supply chain of a decade from now.
The technologies manufacturers, distributors and shippers leverage for better performance are accessible to customers, too. And that’s changing expectations of supply chain partners.
IPv6 CHANGED EVERYTHING
A watershed moment in technology that went largely unheralded by all
but the techies was the introduction of the Internet Protocol Version 6 (IPv6) addressing scheme, replacing IPv4. Without getting into the technical weeds, IPv4’s 32-bit schema limited Internet connection to about four billion addresses; IPV6’s addressing engine is 128-bit, allowing for 340 trillion, trillion, trillion addresses—100 addresses for every atom on the surface of the Earth— with additional subnet addressing rendering it virtually limitless.
Shreyas Shukla Principal Research Director, Info-Tech Research Group
This paved the way for the Internet of Things (IoT), a universe of connected objects—thermometers and radiators, global positioning
system (GPS) trackers and traffic cameras, truckloads and individual parcels.
THE INTERNET OF THINGS
“The ecosystem of IoT devices at play in a connected supply chain is vast and diverse,” says Shreyas Shukla, principal research director at InfoTech Research Group. There is “tremendous” interest, especially from small and mid-sized players, to move shop floor data collection from pen and paper to sensors and IoT endpoints.
Two intertwined trends—highspeed wireless connectivity and the rise of edge computing devices to
pre-process and extract data into the network—are contributing to this demand. But data collection is only part of the equation.
“It is critical to ensure that the right kind of data, at the right granularity, is available to analytics platforms at the right time at the right frequency,” Shukla says.
Those analytics platforms have to make sense of all of this data. “This is where technologies like AI (artificial intelligence) and ML (machine learning) shine, with capabilities they bring to ‘control tower’ or end-to-end observability platforms,” he says.
“At its simplest, a connected supply chain should behave as a single, cohesive organism…”
“Avoid the temptation to chase the latest trends without first ensuring that your technology investment aligns with your business objectives and capabilities.”
BLOCKCHAIN TECHNOLOGY
Jared Frederici, consultant with The Poirier Group, points to a third connected technology that’s changing the supply chain landscape: Blockchain.
Blockchain may be familiar—and suspect—from its fundamental role in cryptocurrency exchange, but
it is really a distributed ledger system. Entries are stored across disparate systems and “chained” to one another. Records can’t be changed independently.
“This ensures that all stakeholders have access to a single version of the truth, improving transparency and accountability across the supply chain,” says Frederici, and it’s very difficult to manipulate records or insert counterfeit goods into the chain. That transparency is especially valuable to customers who prize ethical sourcing.
Jared Frederici Consultant, The Poirier Group
leverage AI. “AI’s ability to parse vast amounts of data leads to more accurate demand forecasts, enabling customers to better manage inventory and meet consumer expectations.” It is also valuable for risk mitigation, by correlating geopolitical and economic data to potential supply chain disruption, and for the automation of routine and repetitive procurement, fulfillment and logistics tasks.
COLLABORATIVE INTEGRATION
“This could serve as a differentiator for those customers who prioritize corporate social responsibility and sustainability in their sourcing decisions,” says Frederici.
CUSTOMER POWER
Blockchain, IoT and AI technologies drive a number of benefits for suppliers. Embedded IoT devices can track location and condition of shipments, monitor the mechanical fitness of elements of the chain and provide evidence of compliance with regulations in real time. AI can digest huge volumes of information to optimize routes, forecast demand, schedule manufacturing maintenance, and much more. Blockchain provides supplier accountability, prevents fraud and speeds product recalls. But the customer applications are equally compelling.
“AI helps optimize procurement by continuously analyzing market prices, supplier performance and contract terms,” says Shukla. It can ingest financial reports, geopolitical factors, news articles, even social media content, to monitor supplier risks in real-time, automate negotiations and precisely time purchases against raw material costs.
Frederici points to three main areas where customers can
And, like suppliers, customers have access to a wide-range of IoT data to feed the AI beast. But the real power of technologies that give visibility in the supply chain is not in leverage, but in co-ordination. “Technology is important, but a critical prerequisite to ensuring these elements do what they are expected to do will be the spirit of collaboration between supply chain stakeholders,” says Shukla. “At its simplest, a connected supply chain should behave as a single, cohesive organism, whose individual parts all talk to each other and are visible to a central digital brain.”
A “significant challenge,” says Frederici, is “to leverage these technologies in a way that balances innovation with practicality.”
“The key is to focus on technologies that offer the best ROI and solve pressing, tangible business practices,” he says. IoT sensors to monitor conditions in cold-chain logistics, for example, provide measurable benefits in real-time, whereas deploying blockchain across an entire supply chain might be too costly and complex to achieve ROI in the near-term. In the same vein, AI should be implemented in digestible chunks—demand forecasting and procurement automation—before moving onto more complex initiatives like dynamic pricing.
WAREHOUSING TODAY: BEST PRACTICES, FUTURE OUTLOOK AND THE BASICS
By Tyler Nyquvest
The modern warehouse faces an evolving landscape, with consumers demanding faster, more flexible fulfillment options. To meet these expectations, warehouses must adapt and enhance their operations to achieve new levels of efficiency, scalability, and agility.
The industry has seen a rapid rise in fulfillment speed expectations, with curbside pickup and same-day delivery becoming standard, putting immense pressure on warehouses to optimize their processes and infrastructure.
However, several key challenges threaten to hinder this progress. Firstly, the picking process, a critical component of warehouse operations, often requires optimization
to keep up with the increased pace of order fulfillment. Secondly, maintaining accurate inventory levels is essential to prevent stockouts and ensure customer satisfaction. The industry is also facing labour shortages, which can impact the overall efficiency and productivity of warehouse operations.
The rise of eCommerce has led to a surge in returns, necessitating a robust reverse logistics strategy. A streamlined approach to managing returns is crucial to maintain profitability and ensure a positive customer experience. Outside the warehouse, property prices across Canada are rising at an unprecedented rate, and industrial land prices have never been higher, particularly in Toronto and Montreal. Warehouse
locations must be strategic, accessible and connected to the necessary veins that make up the supply chain in this country.
While the warehouse industry is evolving to meet new consumer demands, it must also address these challenges to ensure sustainable growth and success. So, what are the warehouse best practices for today, tomorrow, and the coming years? Let’s take a look at what we know.
Warehousing Best Practices
Embrace Lean Principles: Adopting lean warehouse operations involves minimizing waste, maximizing efficiency, and optimizing processes. By implementing lean practices, warehouses can enhance productivity,
reduce costs, and improve overall performance.
Prioritize Speed and Agility: In today’s fast-paced market, offering fast shipping and quick turnarounds is essential. Warehouses should focus on streamlining processes, utilizing technology, and optimizing workflows to ensure orders are fulfilled promptly and efficiently.
Comprehensive Employee Training: Investing in thorough employee training processes is crucial for long-term success. By providing comprehensive training, warehouses can ensure staff have the skills, knowledge, and confidence to excel in their roles. This empowers employees to make informed decisions, improve productivity, and enhance customer satisfaction.
Embrace Omnichannel Strategies: Omnichannel warehousing involves integrating multiple sales channels and providing a seamless customer experience. By adopting omnichannel strategies, warehouses can cater to diverse customer preferences, improve order fulfillment accuracy, and enhance overall operational efficiency.
Regular Performance Reviews:
Conducting regular reviews of warehouse operations is essential for identifying areas of improvement. These reviews should assess various aspects, including process efficiency, employee performance, and overall effectiveness. By doing so, warehouses can make data-driven decisions, optimize operations, and stay ahead of the competition.
Efficient Inventory Management: Organizing inventory efficiently is critical for optimal warehouse performance. By implementing effective inventory management strategies, warehouses can minimize stockouts, reduce excess inventory, and improve overall order fulfillment accuracy. This involves utilizing technology, such as inventory management software, to track and manage stock levels effectively.
Conduct Regular Audits: Running regular audits of the warehouse is
vital for maintaining high standards and identifying potential issues. These audits should assess various aspects, including safety protocols, equipment maintenance, and overall warehouse organization. By conducting thorough audits, warehouses can ensure compliance, identify areas for improvement, and maintain a safe and efficient working environment.
workforce, which ultimately will lead to a more satisfied and secure work culture. Employees will be at the forefront of all this change, and managing the people that make up the supply chain will undoubtedly dominate a massive amount of time for management. The technologies are certainly in sight, but keeping people top-of-mind will be a critical balancing act.
Don’t Forgo the Basics
Operational excellence is a journey that begins with a deep understanding of the current warehouse management processes…
Warehousing into the Future
The progression of automation and AI cannot be stopped and due to the need of sophistication and efficiency in warehousing, and the supply chain as a whole, the implementation of these technologies is guaranteed. Automation and AI will inevitably cause job displacement, which has sent a wave through the industry and is, already, causing strikes and general unrest at the base line.
However, as we consider best practices, the chance to get ahead of this transformation offers new opportunities for employment and integration. Currently, the best practice regarding these technologies is early preparation and understanding. On top of any current warehousing best practices, the exploration of automation and AI should be just as important.
By understanding these realities, companies can also better prepare to nurture and support their
Operational excellence is a journey that begins with a deep understanding of the current warehouse management processes and an honest evaluation of areas that require enhancement. By identifying these pain points, warehouses can develop a strategic roadmap to implement best practices and drive positive change.
A key focus should be on optimizing order fulfillment processes. This involves streamlining operations to ensure orders are picked, packed, and shipped with precision and speed. By doing so, warehouses can improve service levels and meet the increasingly demanding expectations of customers.
Creating a culture that empowers employees is also vital. When staff feel valued, understood, and supported, they are more likely to be engaged and motivated, leading to increased productivity and a higher quality of work. This culture of empowerment can be nurtured through open communication, recognition of achievements, and providing opportunities for professional growth and development.
Achieving operational excellence in warehouses requires a multi-faceted approach including strategic implementation of best practices, a focus on optimizing order fulfillment, and the creation of an empowering workplace culture. By addressing these key areas, warehouses can position themselves for long-term success and adaptability in an everchanging market.
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