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Straight Talk with Brian Straight • July 20, 2025
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Hello, and welcome to this week’s edition of Straight Talk. Inside, we discuss:
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(Photo: Getty Images)
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The world is changing. And fast. Global supply chains face persistent disruptions—from pandemics to geopolitical unrest and economic shifts. The traditional structure of executive education is being tested. We recently published an article on scmr.com on how educational programs are trying to keep up. You can read that here.
Author Bridget McCrea explored whether current educational programs are nimble enough to keep pace with the rapid changes taking place in supply chain operations. I wanted to highlight some of the key takeaways from that article here (although I’d encourage you to read the full article).
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1. The urgency of adaptability
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Volatility has become the default state for supply chains, driven by events like COVID 19, raw material scarcities, and digital transformation. In response, traditional “set it and forget it” educational models are being challenged, McCrea noted. As she put it, “‘Set it and forget it’ is out.” Program content, delivery mechanisms, and learning objectives must now adjust continuously, not once every couple of years.
Still, executives continue to face struggles accessing timely, relevant content. With disruptions occurring regularly, although certainly not on any kind of schedule, waiting for annual curriculum updates leaves managers underprepared. Leading universities are therefore experimenting with on-demand learning modules, modular courses, and subscription-style access to ensure professionals can learn in real time.
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2. Modular, practice-focused design
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One effective remedy is splitting traditional courses into compact modules centered on real-world challenges, McCrea found. She notes that universities are shifting toward case studies, simulations, and interactive projects tailored to current trends—an approach that “enables learners to focus on pressing pain points rather than navigate an unwieldy diploma program.” This modularity grants flexibility, allowing participants to select learning tracks relevant to issues such as supply chain digitization, resilience, or sustainability. In other words, it is building a model that is as adaptable to current events as possible.
Also important is the role of “live” data and real-time scenarios. Examples include courses using actual inventory data to illustrate the effects of demand surges or supplier failure simulations. This approach offers participants practical exposure to emerging risks like raw material volatility and logistics bottlenecks.
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3. Industry collaboration drives relevance
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One insight I found particularly relevant, and one I’m hearing more and more of, is the increasing role of close university–industry partnerships. When faculty work directly with supply chain leaders, courses evolve faster and reflect current managerial needs. Industry partners contribute case material, speaker sessions, and access to systems. This type of collaboration helps ensure that programs address “emerging vulnerabilities” and impart knowledge that can be immediately applied.
Corporate-sponsored cohort programs can accelerate this process further. They allow multiple employees from the same organization to study together, fostering shared frameworks and reshaping internal processes. Feedback loops from sponsors prompt frequent updates, often on a quarterly cycle, a marked improvement over the once-per-year timeline typical of standard academic calendars.
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4. Executive-level digital platforms
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The digital revolution is another key theme. Platforms offering micro-courses, video briefs, and webinars allow executives to upskill in manageable segments. The integration of analytics dashboards to track learners’ progress and engagement enable course designers to identify weak areas and swiftly refresh content.
There is also a growing trend toward “learning ecosystems.” These are a combinations of live events, on-demand content libraries, coaching, and peer groups—all accessible via mobile devices. Learners can upload videos of their operations and receive detailed feedback, or participate in live simulations moderated by professors and industry veterans. In the face of crises, these platforms help leaders shift from defensive to proactive management.
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5. Persistent gaps and future priorities
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Despite these innovations, some core problems remain unresolved. Standard certification timelines are still slow to change, with degree programs unable to adapt swiftly to novel supply chain disruptions. Additionally, pricing models for executive education can be prohibitive, creating access barriers, especially for smaller firms or those outside major tech hubs.
Lastly, measurement and validation of outcomes pose challenges. How do we track improvements in performance, responsiveness, or agility following training? That remains a key question that must be answered. McCrea found that while anecdotal evidence of course impact is positive, systematic measurement frameworks are still rare.
Still, the takeaways are clear: Executive education is undergoing change, and with that change is the opportunity to create programs that are flexible and responsive to the real world.
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De minimis be gone
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(Photo: Getty Images)
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The passage of the Republican’s One Big Beautiful Bill officially repeals the de minimus tariff exception for goods valued at under $800. Used by e-commerce companies, but increasingly by other businesses to avoid tariffs, the exception will cease to exist as of July 1, 2027. The Trump administration had already pulled the exemption through executive order, but this officially removes it from U.S. law. The Benesch law firm notes that it is possible that some additional duty may be applied to these goods, but as of now, shippers should start strategic planning as these goods will be subject to regular duty fees. The biggest impact, it said, will come to direct-to-consumer models where goods are imported and shipped directly to consumers. “This operating environment may eliminate the viability of some inventory management and logistics models used today,” the law firm noted. You can read the full note here.
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Supply chain leader ascends
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(Photo: Getty Images)
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The elevation of the supply chain profession received a boost this week when Apple announced its SVP of operations, Sabir Khan, would become its chief operating officer. Khan is created by Apple CEO Tim Cook as being “one of the central architects of Apple’s supply chain.” He has led Apple’s supply chain for the past six years, and has spent 30 years with the company. During his tenure, Khan has overseen planning, procurement, manufacturing, logistics, and product fulfillment. He also led supplier responsibility efforts. The promotion of Khan is another reminder that supply chain professionals are often well-positioned for executive leadership roles. Supply chain affords them the chance to work with nearly every department in an organization, providing experience and insight that most managers never receive.
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What I read this week
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Keith Peterson, director of operations at the National Motor Freight Traffic Association, joined the Talking Supply Chain podcast to explain the changes to the LTL classification system. … Inside the Gartner Top 25 supply chains, and why they are leading the way. … Procurement teams must position themselves as strategic partners that drive customer value and contribute to the organization’s overall success. … A new study says companies are excited to use AI, but most aren’t ready to deploy it. … The robot manager is a growing job title that will explode by 2030. … Small delays are costing warehouses 52 workdays annually, according to a new report. … UPS has rolled out a new program for drivers that offers a financial package if they choose to leave the company.
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Thank you for reading, Brian
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Brian Straight is the Editor in Chief of Supply Chain Management Review. He has covered trucking, logistics and the broader supply chain for more than 15 years.
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