There are few among us who would have believed the severity of the "Black Swan" event amidst which we currently find ourselves. Our way of thinking about the world and our supply chains has changed.  We now find ourselves in uncharted waters and where we need to now - in some respects - begin again. 

Our supply chain status quo will not carry us successfully into the future. It's time for us to review, revamp and rebuild.  

FLORENCE, KY--(April 9, 2020)—LeanCor Supply Chain Group, a trusted partner in end-to-end supply chain management and logistics, today announced that LTI, Inc., a leading manufacturer of custom foodservice equipment, specializing in modular and custom serving counters as well as state-of-the-art serving technologies, has selected the company as its third-party logistics provider to manage logistics engineering and transportation execution in order to advance performance and deliver improved customer experience.

Like first responders, truck drivers continue to transport goods to millions of businesses and people amidst the COVID-19 pandemic. 

“Not only are trucks continuing to move, but they are doing so at speeds well in excess of normal traffic patterns.” said Rebecca Brewster, president and COO of ATRI, the trucking industry’s largest not-for-profit research organization (Logistics Management).

All of this movement imposes greater health risk of businesses spreading COVID-19 to employees as they receive deliveries into facilities.

One way our customers are helping to protect against this risk is to check drivers' temperatures upon arrival.

But how do you coordinate this into a fast, efficient, and humane process? We took some tips from one of our logistics customers - a consumer goods manufacturer. 

Global supply chains everywhere are being disrupted by the COVID-19 pandemic. The good news is that with effective logistics control towers and management systems we can assure that critical supplies, food and materials will get to the people and communities that need them most. 

As our operations team meets hourly, daily and weekly, we're continuing to put pressure on different aspects of customer supply chains in order to improve performance and cost -- even amidst a pandemic.

First the trade war with China, now the spread of COVID-19. Some companies are facing a new reality: their supply chains are becoming increasingly unstable. When events like these happen – regardless of where – supply chains can be under-prepared and at the mercy of the market.

With COVID-19, the situation is evolving very quickly. What can we do now to mitigate the impact? And once this is all over, how will we recover?

In a webinar from Competitive Insights and LeanCor, we dove into what actionable supply chain risk (SCR) strategies companies are using that position them to thrive in this disruptive environment - while protecting team members, customers, and margins. 

Workplaces are embracing remote work options today more than ever.

This can put limitations on the effectiveness of leader-team member interactions. And as the social distance between leaders and their teams increases for many companies over the upcoming weeks, it's a critical time for leaders to master the techniques of remote coaching.                                                                                                                                                                                                        

As we continue to navigate the pandemic, many businesses are turning to online and virtual training solutions for professional learning and development. 

LeanCor is celebrating a special milestone this year. After 15 years of advancing the world's supply chains, it's time for some reflection. Marketing Manager Kelley Prince sat down with CEO Robert Martichenko to capture some of LeanCor's history and lessons learned since he founded the company on January 3, 2005.

“I love to work in growing companies,” a VP of Supply Chain told me as we were making introductions and explaining our work histories.

We had just settled on a deal to perform a network and facility design that would enable his company to add another 10 years to the growth path they were on.

Contrary to those who love working in growing companies as a defense mechanism for job security, this VP had the skill set needed to enable growth without the risk of stifling it. The last management team in the company had spent most of their careers on the defense, constraining growth and working very hard to meet the bare minimum expectations of their customers, while blaming poor performance on factors outside of their control.

This VP had a vision to put less effort and cost into the overall enterprise, but direct it in such a way to rapidly expand the capabilities of the organization and go on the offense. 

Who is this person?

Paradoxes are an interesting thing.  They simultaneously make no sense at all and make too much sense to ignore. One paradox that exists for many people lies in the feelings that they have when it comes to vacations or holidays. You can be simultaneously excited for your upcoming break and overwhelmed by the amount of preparation that it takes to leave on good terms.  Conversely, when you return from a big break, you can be mentally refreshed from the time off and also stressed by the number of upcoming projects and activities that need your immediate attention. It is this particular paradox that often drives leaders to unintentionally miss the mark on a crucial activity in the life cycle of an organization: the annual reflection and strategy planning process that sets the tone for the next year.