For years, product returns have been dismissed as an unavoidable cost of doing business—an operational burden buried deep in the supply chain. But as e-commerce growth stabilizes and margins tighten, that blind spot is becoming too expensive to ignore. Returns represent not only a massive financial drag but also a powerful, underutilized source of intelligence that can transform forecasting, inventory planning, product design, and customer experience.

In this episode of In Transit, host Vishnu Rajamanickam from The Logistics Report speaks with Chuck Fuerst, chief commercial officer at ReverseLogix, about why the industry’s mindset around returns must fundamentally change.

AI may be reshaping every corner of the supply chain, but nowhere is the shift more profound—or misunderstood—than in planning. In this week’s Talking Supply Chain, Gartner Director Analyst Jan Snoeckx explains why autonomous and agentic AI are no longer abstract promises but practical capabilities gaining traction inside large enterprises. Gartner’s latest research shows that autonomous planning has officially passed the “peak of inflated expectations,” moving out of hype and into measurable value. That shift, Snoeckx notes, reflects a deeper mindset change: companies aren’t asking if AI can help planners anymore; they’re asking how it should.

This week’s episode of Talking Supply Chain takes a very real look at something most procurement teams aren’t talking about: the biggest AI risk next year isn’t the technology, it’s the people guiding it. As Sudhir Bhojwani, co-founder and CEO of Oro Labs, told Talking Supply Chain podcast host Brian Straight, “People are still trying to figure out what they want to do with AI … but what people don't know is how to truly solve their end-to-end process problems.”

His point is clear: organizations are racing toward AI without knowing how to use it well and the consequences are coming fast.

Artificial intelligence has taken hold across the enterprise, but nowhere does it face a bigger challenge than in third-party risk management. As explained in this week’s Talking Supply Chain, AI thrives on structure and consistency, yet supplier ecosystems remain fragmented and inconsistent across industries.

Dave Rusher, chief customer officer at Aravo, joins the discussion to explore why the lack of standardization in third-party risk programs makes this area a true stress test for AI.

Rusher notes that while AI has accelerated processes in finance and logistics, its adoption in risk management has been slower. The reason: compliance and security professionals are, by nature, cautious. Companies must weigh the promise of automation against concerns about data privacy, intellectual property, and regulatory exposure. As he explains, AI’s value isn’t in replacing humans but in helping analysts synthesize unstructured data into actionable insights.

In an era when most automation systems are designed in the U.S. but built overseas, Corvus Robotics is charting a different course. The company, winner of the NextGen Supply Chain Solution Provider Award for Robotics, designs and manufactures its autonomous warehouse drones entirely in America.

Co-founder and CEO Jackie Wu told Talking Supply Chain host Brian Straight that building domestically isn’t just about cost, it’s about control, innovation, and resilience. By keeping engineering and manufacturing under one roof, Corvus can respond to customer feedback quickly, make design adjustments in real time, and avoid the unpredictability of tariffs and global trade disruptions.

“Every country needs to be able to make some of its own things,” Wu said. “If there’s a will, there’s a way.”

This week’s Talking Supply Chain podcast tackles one of manufacturing’s most pressing challenges: bridging the divide between operational technology (OT) on the shop floor and information technology (IT) that runs enterprise systems.

Podcast host Brian Straight is joined by Fares Sakka, director of smart industry for Orange Business, who has spent his career helping companies modernize operations and bringing these two historically siloed domains together.

In this episode of Talking Supply Chain, host Brian Straight explores the growing importance of sustainable procurement—a practice that has quickly moved from a “nice-to-have” to a business imperative. As governments, investors, and customers increasingly demand accountability, procurement is no longer just about efficiency and cost; it is about building resilience, reducing carbon impact, and delivering long-term value across the supply chain.

Brian is joined by Dr. Luan Ho, Science Team Co-Lead at Tunley Environmental, a consultancy helping organizations embed sustainability into their procurement processes. Dr. Ho outlines Tunley’s evolution from an engineering-focused firm into a sustainability leader.

Most consumers see a box; fresh-food operators see a system. In this episode of Talking Supply Chain, Edible Arrangements’ supply chain manager Jay De Sieno breaks down why packaging is a strategic lever, not an afterthought. For a gift-centric brand, the container is the first touchpoint and a quality cue—so color, layout, and presentation must reinforce identity while safeguarding perishable product through the last mile.

Artificial intelligence isn’t just a buzzword in supply chain, it’s rapidly changing how products move from origin to destination. In this episode of Talking Supply Chain, host Brian Straight sits down with Stuart Ryan, senior vice president and general manager of the Americas for HERE Technologies, to explore how AI-powered mapping and location intelligence are reshaping transportation and logistics.

In a world filled with uncertainty—from tariffs to pandemics—many companies still rely on reaction instead of preparation. On the latest episode of Talking Supply Chain, Tom Strohl, president of Oliver Wight Americas, explains why integrated business planning (IBP) is the secret weapon for companies looking not just to survive disruptions, but to thrive through them.

“The difference between those that are successful today versus those that are not,” Strohl says, “is those that have good solid, robust planning processes that filter all the way up to the executive level of the organization.”