Presentation: Tackling the “Amazon Effect” – an Offense Strategy

Amazon is the elephant in the room. Not just for retailers – for everyone. Amazon is disrupting the operating norms for manufacturers, retailers, wholesalers/distributors and third-party logistics service providers (3PLs). Customer service expectations, and every supply chain activity supporting them, will never be the same.

Winning against – and with – Amazon takes intelligence and insight. Find out how to use both – not just to mitigate the impact of Amazon on your business, but to create offensive strategies. Strategies that are differentiated. Strategies that can be used even in the non-profit environment that drive success required by stakeholders.


  • Richard Sharpe (CEO, Competitive Insights)
  • Lisa Harrington (President, lharrington group LLC)
  • Rob Johnson (Former COO, Atlanta Community Food Bank)

Workshop: Smartly Managing Transportation Capacity/Cost Increases

Every company is feeling significant financial pressure regarding the impact of the current transportation capacity and cost issues driven by rapidly changing customer expectations. Expectations that are being set by Amazon and other E-Commerce companies. Stronger working relationships between shippers and carriers is key but more can be done. Standard transportation planning and execution decisions focus on minimizing costs while meeting customer service and regulatory requirements. But are all customers and their delivery locations equal to your bottom line? Are some delivery locations significantly more important as it relates to the continued generation of healthy operating profits while others are marginal or worse?

This interactive Workshop will focus on key considerations to proactively manage through these transportation issues. These considerations are based on segmentation strategies that are tied to the actual profit performance of every delivery location in addition to the measure of service and productivity performances. The result is transportation planning and execution decisions that do not treat all delivery locations the same. Instead, service levels are defined and managed to selectively absorb higher transportation costs across all customer delivery locations.