Steve manion effective training Limited

Steve manion effective training Limited Steve Manion Effective Training Limited (SMET) is a Supply Chain Management Training company based i We can offer bespoke courses.

Steve Manion Effective Training Limited (SMET) is a Supply Chain Management Training company based in Aylesham East Kent UK.

24/04/2026

Many people involved with supply chain management have been following the developments in the Middle East
ASCM CEO Abe Eshkenazi gives his analysis

“Despite talk about the end of the U.S. invasion of Iran, the war rages on. The Strait of Hormuz remains effectively closed to cargo ships and oil tankers, delaying shipments and raising prices on everything from plastic packaging to medical supplies.

Since the conflict began, there has been a 97% decrease in the number of ships passing through the Strait. The logistics of moving goods has become a balancing act of cancellations and rerouting, as many carriers refuse to enter the region due to safety concerns and the sharp increase in insurance premiums. Experts expect the cost of oil to remain at more than $100 per barrel for at least another month, possibly reaching $115 by this summer.

Of course, this affects much more than gas prices. Packaging Insights notes that the disposable plastic wrapping for perishables also requires oil when manufacturing. “Fragile food categories such as produce, eggs and proteins are especially exposed because they rely on fast and consistent movement with minimal buffering. When flow is interrupted, small delays can lead to spoilage or compromised product integrity.”

Pharmaceuticals are also at risk. According to CBS News, the United States gets half of its generic medications from India, one of the many nations that “rely heavily on the Strait for medication transport.” There has already been a 25% drop in the export of drugs — most notably high-volume generics including blood pressure medications, statins and antibiotics. Furthermore, temperature-sensitive medications that are usually shipped via air are being affected, with many of the region’s airports shuttered.

Pharmaceutical companies also rely on the waterway to ship petrochemicals used in solvents, coatings, IV bags, syringes and even condoms. Karex, the world’s largest condom manufacturer, is planning to raise prices 20-30%, per Reuters: “Since the conflict began, Karex has seen costs increase for everything from synthetic rubber and nitrite [to] aluminum foils and silicone oil.”

The nitrogen used to stabilize synthetic rubber and the nitrates that fuel crop growth both rely on a steady flow of ammonia-based feedstocks. Consequently, the closure of the Strait of Hormuz has also triggered a bottleneck in the global supply of fertilizers. According to the World Economic Forum, the global price tag for logistics and energy-dependent inputs began with an immediate 15% baseline increase in crude oil. This translates to a compounding landed cost surcharge for agricultural inputs that must now be rerouted around the Arabian Peninsula. These delays are likely to cause significant yield losses and sustained volatility in food commodity prices.

Shipping across the Strait of Hormuz may never return to normal, predicts The New York Times: “No matter what happens next, Iran will not forget how easy it is to strangle shipping through the strait, meaning that energy companies and consumers must prepare for a very different future.”

10/04/2026

With attention fixed on the return of the Artemis mission
The CEO of the ASCM Abe Eshkenazi discusses the supply chain complexities of the mission.

“Forget “one small step” — Artemis II is a giant leap made up of thousands and thousands of steps, each painstakingly orchestrated. And while the world watches the astronauts make history, those of us in supply chain know the real magic is happening behind the scenes, with dedicated partners synchronizing one of the most complex handoffs in history.

In fact, the mission leveraged the expertise and labor of more than 2,700 suppliers — a vast network of international partners working together toward top-tier standardization and visibility. “One of Artemis’s most critical tools is its digital thread,” Forbes reports. “This is a continuous record that links design, engineering, manufacturing, testing and integration. Every component has a documented history, and every change is tracked and verified. This level of visibility ensures that ... decisions happen faster and problems can be pinpointed and resolved quickly.”

Contributors to this impressive supply chain include the following:

Lockheed Martin managed the advanced propulsion systems, avionics, ground testing and precision docking capabilities.
Northrop Grumman supplied critical safety systems, including the launch abort and attitude control motors.
The high-pressure helium tanks for Orion's flotation system were produced by Aerojet Rocketdyne.
Constellium manufactured the “tip-to-tail" aluminum, which took more than 20 years of research and development to perfect.
The astronaut’s bespoke spacesuits came from David Clark Company and are designed to sustain life for up to six days.
Rayotek provided the glass for the windows, which are several layers thick to protect against micrometeoroids, bacteria and mold.
Seventeen unique switch controls were manufactured by Otto Engineering, which, coincidentally, was founded in 1961 — the same year the first human went into space.
Today, space travel is advancing so rapidly that it’s actually starting to strain global networks. “Many suppliers were originally structured around low-volume, high-cost government programs with long development timelines. The current market demands faster production and much higher output,” per Space News. However, government demand is notoriously unreliable, and many suppliers hesitate to increase inventory without clear, long-term viability. Along with persistent workforce shortages and rigorous testing requirements, extremely long lead times are inevitable. As the gap between government standards and commercial speed continues to widen, the industry’s resilience will depend on leaders who can synchronize these conflicting demands with precision.

From mission control to career control

While few of us will ever manage a lunar payload, the core principles of synchronization and traceability are exactly what define high-performing supply chains here on Earth. Indeed, the success of Artemis II reminds us that the most valuable assets in any network are the supply chain professionals who make it all possible.”

06/03/2026

Sudden War Upends Middle East Shipping Routes

From the CEO - ASCM
Abe Eshkenazi, CSCP, CPA, CAE

6 March 2026
The abrupt outbreak of war in Iran is first and foremost a human catastrophe, but the hostilities have also triggered a secondary crisis within our global supply chains. Some disruptions are immediate; others are deep-seated fractures that will take weeks to fully manifest.

First, traffic in the Strait of Hormuz is at a standstill following military strikes on an Iranian warship off Sri Lanka, reports Reuters. The closure of this vital passage effectively severs a primary artery of the global energy market, as more than 200 ships are at anchor in open waters. Further, Qatar is shutting down its gas liquefaction and won't resume normal production or exports for at least a month. Iraq also cut its oil production in response to the conflict, and Kuwait, Saudi Arabia and the UAE are struggling to adapt.

The Persian Gulf nations supply vast quantities of the world’s crude oil, fuels, natural gas and fertilizer feedstocks, per Bloomberg: “Almost all of the region’s output has to pass through Hormuz, making it a choke point for a fifth of global oil and liquefied natural gas supplies, and half of the global seaborne trade of sulfur.” Traffic has plummeted 95%, and any ships that are managing to pass through have turned off their location-tracking devices to avoid being targeted in a future attack. This widespread disablement or signal jamming has left the Strait in a “digital fog,” Bloomberg continues.

About 200 million barrels of oil pass through the area on a typical day, and the stark decrease in supply is having a huge effect. “Global crude oil prices — already elevated due to the risk of war — have shot up more than 10% since the United States and Israel attacked Iran,” notes NPR, and natural gas prices in Asia and Europe have risen even more dramatically. Some countries have oil stockpiles, and some oil producers can reroute their product to other ports. “But those changes can't make up all of the shortfall,” NPR continues, as storage facilities in the Middle East fill up. In addition, market volatility is triggering a literal tug-of-war between continents, according to The Wall Street Journal. This was underscored this week as a liquefied natural gas tanker diverted from its European heading toward a higher-bidding Asian market, signaling a dangerous period of instability for regions that can't compete on price.

A surge in costs isn’t the only domino effect experts have concerns about. “Pharmaceuticals from India, semiconductors from Asia and oil-derived products like fertilizers that come from the Middle East” are all at risk, reports the AP. Plus, closed airspace in Bahrain, Iran, Iraq, Qatar and the UAE has “stranded tens of thousands of people and cargo.”

We live in a VUCA world and supply chain professionals need to risk assess supply chains and implement anti Brittle/ anti Fragile practices.

16/01/2026

Latest analysis of the impact of Tariffs

From the CEO of the ASCM
Abe Eshkenazi, CSCP, CPA, CAE

For nearly a year now, tariffs have been causing a strategic paradox for global supply chains. Our industry must build long-term resilience within an environment of total unpredictability — and try to maintain optimism while constantly bracing for severe disruption. ASCM has been following along with our tariff tracker, documenting these trade policies and what they mean for supply chain organizations around the world. Now, brand new research by ASCM and CNBC reveals a stark conclusion: The tariffs have levied a significant toll on corporate stability, workforce growth and broader economic sentiment.

In the study, 32% of supply chain managers report layoffs at their companies, amid a hiring recession that is typified by rising long-term unemployment and anemic job creation. In fact, employers cut more than 1.2 million supply chain jobs in 2025, a 58% increase over the previous year. This also includes a staggering 317% year-over-year increase in job cuts in warehousing — a spike also driven by the desire to automate repetitive tasks with AI and robotics.

Our research shows that much of the downsizing is directly attributed to lack of predictability since the tariff roller coaster began. A significant 65% of ASCM-CNBC survey respondents report at least a 10-15% increase in costs in 2025, which is reshaping budgets, strategy and business viability. An additional 34% of those surveyed say their costs increased by more than 15%.

The White House has promised refunds to businesses for what they’ve spent on tariffs, though the matter is still being reviewed by the Supreme Court. “More than 1,000 businesses, including big names like Costco, Revlon and Goodyear, have already sued the Trump Administration. Companies paid some $133.5 billion in International Emergency Economic Powers Act-based tariffs through December 14,” Forbes reports. However, even if some money is returned, it will never be enough to make up for the time spent on paperwork, costs for customs bonds, deficit in interest-bearing accounts and even interest paid to predatory lenders, CNBC continues. That money is just a “tax dragging down the supply chain.”

As I told the outlet: “Navigating the tariffs is an administrative burden. We’re spending a huge amount of time tracking rule changes, validating codes and trying to find the most effective way to operate in the short term without a long-term plan. ... This isn’t just about resilience and reacting to a court ruling; it’s about having certainty in the U.S. economy and what kind of pricing models we can plan on.”

Upskilling as a sign of loyalty

Beyond the personal toll, workforce reductions also strip supply chains of vital institutional wisdom. As I said to CNBC, you cannot resource or requalify staff overnight; losing specialized knowledge creates a long-term deficit.

27/10/2025

Tariffs and Port Woes

Ports and Shipbuilders Reel from Tariffs and Project Cuts
By Abe Eshkenazi, CSCP, CPA, CAE
CEO of the ASCM

10.24.25

The past few years have been a roller coaster for ports around the world, following dockworker strikes, pandemic-level congestion, global unrest and natural disasters. Compounding this volatility is President Trump’s keen focus on protectionist tariffs and blocking global shipping decarbonization fees. These policy shifts are further disrupting established trade routes; raising compliance costs; and may lead to consolidation, placing severe pressure on both ports and domestic shipbuilders.

Despite compelling reasons to invest in alternative sources of energy, the current administration is doubling down on efforts to cancel green projects. These include a 118,000-acre solar facility in Nevada, which “would have been one of the world’s largest photovoltaic power plants,” according to Bloomberg News; and a $5 billion Revolution Wind project off the coast of Rhode Island that was “set to provide enough power for 350,000 homes.” It was 80% complete before the stop-work order forced a pause that's costing “millions of dollars a week” and rampant job uncertainty, per The Wall Street Journal.

These projects have dried up as “orders for new offshore wind service vessels — designed to carry workers and turbines offshore or to lay undersea cable — have also disappeared,” notes Reuters. The impacts equal $679 million, including the cancelation of Department of Transportation financing in support of offshore wind, with a $34 million grant for a facility in Salem, Massachusetts, “expected to generate $75 million in tax revenue over 20 years and create 800 jobs.”

The falling demand for shipping caused Maersk to cancel a $475 million contract for turbine installation at the Empire Wind project off the New York coast. As a result, shipbuilder Seatrium threatened legal action, as it was left with a nearly built vessel but no guaranteed work.

Port fees on Chinese-made vessels, scheduled to go into effect next week, could intensify the pain. “The fees are a bid by the Trump administration to counter China’s dominant position in freight ship manufacturing and spur a moribund U.S. shipbuilding industry,” reports CNBC. “U.S. port fees for most Chinese-linked vessels are broken down into two tranches: one for vessels owned or operated by a Chinese entity, and one for Chinese-built vessels.” Operators will be charged $18-50 per net ton of the vessel’s capacity, depending on the tranche.

China is a growing manufacturing hub for freight vessels, but even non-Chinese-built vessels may be subject to the increased fees, as Western ship owners and freight carriers often use Chinese-backed financial firms “as an alternative to traditional bank loans and to diversify their debt and equity,” CNBC adds. Chinese involvement in the shipping industry totals about $100 billion in assets, or 15% of the global ship finance market.

Gateway to resilience

This period of extreme pressure and uncertainty demands a new standard of supply chain excellence, stability and innovative leadership.

26/09/2025

The latest from the CEO of the ASCM
This week on Climate change

As another blistering summer draws to a close, wildfires continue to burn across vast landscapes and hurricane season is well underway. For supply chain professionals across the globe, these climate crises present a unique challenge and an urgent opportunity.

In fact, 2025 has already seen a particularly high number of major storms. For example, Hong Kong typically experiences about six typhoons annually, but this week’s deadly Typhoon Ragasa marks the ninth so far this year. Johnny Chan, an atmospheric scientist at the Asia-Pacific Typhoon Collaborative Research Centre, tells CNN that climate change is making storms of this scale more common and more powerful: “Because of global warming, you will have more moisture in the atmosphere, and the water temperature is also high. Therefore ... once the storm develops, it has more energy.”

These extreme-weather events and countless others make the case for prioritizing climate action more vital than ever. This week, speakers at Climate Week NYC urged world leaders to translate promises into tangible steps forward. Many noted that the clean energy boom is rapidly accelerating, but its benefits are not equally shared, per Reuters. Plus, the current political landscape has shifted, with a renewed focus on fossil fuels and a less supportive stance toward global climate initiatives.

Without unified global action — in particular, the United States’s divergence from a leadership position — climate goals will become much more difficult to reach. President Heine of the Marshall Islands tells The New York Times, “If the world doesn't rapidly act to reduce emissions,” her country will disappear by 2050. Former Vice President Al Gore says that Earth is “fast approaching a series of potentially catastrophic tipping points.”

Thankfully, there's some good news, too: The ratification of the High Seas Treaty is a significant milestone for ocean conservation. The treaty establishes legally binding rules to “conserve and sustainably use marine biodiversity, share benefits from marine genetic resources more fairly, create protected areas, and strengthen scientific cooperation and capacity building,” explains UN News. Marine pollution is an existential problem: In 2021, more than 17 million metric tons of trash ravaged our oceans; and levels are expected to double or even triple by 2040.

Engaging supply chain professionals at every level

Collaborative research from ASCM and Gartner has shown involving employees in sustainability initiatives enhances both business results and supply chain resilience.

19/09/2025

Latest from the CEO of the ASCM

Mars Creates a Sweeter Supply Chain

By: Abe Eshkenazi, CSCP, CPA, CAE

As consumers, it’s often challenging to wade through the marketing hype and know if a company sincerely reflects our values. Whether ensuring ethical business practices, fair labor and safe workplaces,or sustainability initiatives, it’s heartening to find out that many organizations are trulycommitted to a better world.
That’s the promise made by Mars, best known for its M&Ms and Snickers candies.“I believe in the power of business to have a positive impact in society,” says new CEO Poul Weihrauch. “Profit and purpose should go hand-in-hand.”
One issue the company is facing — and innovating on — is the chocolate shortage.Currently, 70% of global cocoa is grown in West Africa, but periods of drought, aging trees and disease have led to poor crop yields. In response, Mars has partneredwith gene-editing company Pairwise toaccelerate cacao research and development, tackle agricultural challenges,and increase crop production.
Pairwise’s gene-editing platform is designed to accelerate the development of impactful crop traits, such as faster growth cycles,compared to traditional breeding methods. The partnership has already had a 72% success rate in targeted crop improvements, easing strain on supply chains and lowering chocolate prices.
Cacao isn’t the only crop challengingcandy companies. Mint is also a key ingredient; unfortunately, fluctuating weather patterns, soil health and disease have negatively affected crops across the globe.To that end, Mars launched Shubh Mint, an initiative focused on improving plant science. This includes “developing plant strains capable of resisting diseases, adapting to climate changes, boosting yields and optimizing water use,” Supply Chain Digital reports.
To help small farmers with the supply chain issues specific to their regions, Mars is also investing in training them in newmethods of planting, irrigation and soil health. Growers are even taught how to collaborate more effectively with suppliers, improving relationships and deepening understanding of their livelihoods.
In India, where 80% of mint is currently grown, Mars is also committed to reducing gender disparities. By partnering with international nonprofit Tanager, the company is supporting women farmers with training, loans and general education.Through these cooperative efforts, Tanager has boosted mint farm income by 156%, benefiting 25,000 growers.
At the same time, Mars is making a major move toward supply chain decarbonization by partnering with clean energy providers. As part of its Renewable Acceleration Program, the company aims to speed its transition to sustainable electricity by sourcing clean energy for its entire value chain. This ambitious strategy is intended to cut approximately 3 million tons of carbon emissions, amounting to an estimated 10% of the company's footprint.
Growing supply chain resilience
Beyond its environmental benefits, sustainable supply chain management also improves employee engagement and retention. Resarch from ASCM and Gartner reveals why companies with rigorous sustainability mandates report such positive employee metrics.

09/05/2025

Rough Waters for Shipping Industry in the Face of Trump’s Tariffs
By Abe Eshkenazi, CSCP, CPA, CAE
CEO of the ASCM

The extreme unpredictability of global supply is reaching levels not seen since the pandemic. But this time, it’s not safety restrictions and quarantines affecting our networks; it’s erratic and ever-vacillating tariffs. Still, the effects are unnervingly similar.

This week, the ports of Long Beach and Los Angeles — two of the busiest in the United States — took a big hit after the most recent tariff announcement. Both are reporting huge drops in traffic, with 34 and 36 canceled sailings respectively, per NBC Los Angeles. In total, there was a 44% drop in cargo this week.

The CEO at Long Beach told the news station that fewer products arriving from China unfortunately also means fewer employment opportunities and on-the-job hours for dockworkers. The article goes on to say that nearby businesses, such as lunch spots and gas stations, are also facing significant losses. As for the average consumer, they can expect to find emptier store shelves and feel the pinch at the cash register.

I spoke with KNX on Wednesday about the decreased inventory, noting that the first items people will miss will be electronics, fast fashion, home goods and toys. Although some organizations moved inventory forward in anticipation of the tariffs, once those supplies are depleted, we’re going to have stockout situations and much higher prices.

“I think back to the days of product scarcity that we experienced during the pandemic,” I explained in the interview. “I'm not saying it's going to be that dire; but consumers may see fewer sizes, colors and options. And more than likely, small and medium-sized companies will get hit hard because they don't have the flexibility or the resources to withstand these kinds of shocks to the system.”

02/05/2025

Latest thoughts from Abe Eshkenazi, CSCP, CPA, CAE CEO of the ASCM

Navigating supply chains demands a constant balancing act — often pitting the needs of our communities or the environment against the lure of operational speed and efficiency. But it turns out that doing the right thing is also often the best thing. For instance, this concept is proven true time and again in cases of sustainability and fair labor. And now, a new report shows that prioritizing resilience also offers a clear return on investment.

According to the report by software provider Cleo, companies that invest in real-time visibility, automation, operational agility and diversified supply chains consistently outperform their peers on the stock market. The report analyzed more than 1,000 earnings calls between 2019 and 2025, evaluating them for key supply chain terminology and then reviewing stock prices of the firms, explains Supply Chain Management Review: “The findings draw a clear line between market winners and underperformers — and the supply chain is at the center of that divide.”

Unsurprisingly, supply chains experiencing stock market success employed many of the same strategies:

1. Capitalizing on post-pandemic demand: Companies that took advantage of the combination of increased demand and decreased restrictions saw the greatest gains post COVID. Plus, 26% of companies attributed this growth to improved workforce development.

2. Turning backlogs into future stability. Successful businesses saw backlogs of high-margin products as a sign that there would be long-term supply side stability, despite increased inflation. “Companies that adjusted pricing in real time managed to offset inflationary pressures and maintain healthy profit margins.”

3. Cutting costs while increasing productivity. Investments in lean manufacturing, strategic staffing and diversified sourcing produced high returns.

4. Prioritizing product and technology innovation. Businesses that adopted automation, AI-powered analytics and connected services strengthened both efficiency and customer satisfaction.

5. Balancing investments in people and automation. In the study, companies that upskilled workers to improve their agility and future readiness and focused on automating rote processes saw the most success. Additionally, aligning hiring with digital transformation goals was more fruitful than staying dependent on manual processes.

Conversely, supply chain organizations that experienced visibility issues, increased costs without considering value or did not modernize foundational technologies have not thrived, notes Supply Chain Management Review.

Here’s an interesting example: Tupperware, known for its plastic food-storage containers, filed for bankruptcy last year. CNN says this was largely due to eco-conscious consumers rejecting plastics. Meanwhile, Pyrex has a thriving vintage market and even TikTok devotees because of its longtime commitment to eco-friendly glass products, which are good for both the environment and the bottom line.

31/12/2024

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18/10/2024

Cyber threats to supply chains

Hackers Keep Getting Smarter; Supply Chains Must Too

18.10.24

By: Abe Eshkenazi, CSCP, CPA, CAE

Supply chain professionals face a daunting challenge: protecting their networks from increasingly sophisticated cyber threats. From ransomware attacks to data breaches, the consequences of an attack can be devastating. It's no longer enough to simply have cybersecurity measures in place; we must continuously adapt and evolve to counter the ever-changing threat landscape.

In the news this week, Cyber Magazine reports that health care supply chains have experienced a huge uptick in cyber threats. A whopping 92% of U.S. health care bodies have been hit by cyberattacks within the last year, and 82% of those interfered with patient services, including “postponed surgeries; unattended medical examinations; and, often, deterioration in patient outcomes.” Many of the affected medical facilities also ran out of life-saving equipment or products.

Supply chains are a prime target for cybercriminals because these networks offer a wide attack surface of interconnected organizations with varying degrees of preparedness, as I told SupplyChain247 this week. A singular weakness can expose the entire network, giving bad actors access to private data and the ability to spread ransomware.

Emerging technologies are particularly vulnerable, warns the World Economic Forum: “More than 200 critical and emerging technologies will rapidly expand potential cyberattack entry points. By 2025, 75 billion connected devices will each represent a potential vulnerability.” Generative AI, for instance, has produced system vulnerabilities that include “data poisoning, model manipulation and adversarial attacks such as AI-driven phishing,” the WE Forum explains. However, AI is also a great use case for enhancing security measures, so it’s important for supply chains to continue to explore and innovate.

Unfortunately, all of this also means that burnout in the cybersecurity sector is at an all-time high. In fact, Forbes reports that one-quarter of information technology executives are actively considering leaving their roles, with 93% citing overwhelming stress as the key driver. These leaders are not only responsible for safeguarding data and infrastructure, but also on the front lines of mitigating damage from myriad incidents. The broad and varied nature of the threats makes the job much more complex, especially during the regular workday — a full 98% of these professionals say they work overtime each week.

This Cybersecurity Awareness Month, let’s support those who are keeping us safe and embrace a more global focus. As ASCM Editor-in-Chief Elizabeth Rennie notes, “Cybersafety is everyone’s job, and the United States certainly isn’t the only nation to be threatened. Over the past few years, hacking groups attacked hospital computer systems in Europe; sent phishing emails to government employees in Australia; and targeted several entities in Malaysia with reconnaissance malware, to name just a few. There’s no doubt that addressing cybersecurity risk requires collaboration to share intelligence, best practices and resources, ensuring a safer digital world for everyone."

Feeding the firewall

As a supply chain professional, there’s a lot you can do to toughen your organization’s defenses. First, check out the many resources in the ASCM Insights blog, including four essential strategies for safeguarding the threat landscape and proven ways to get control of the cybersecurity vulnerabilities.

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