Global Links, the next chapter: Honoring a legacy, shaping what’s next

From the January-February 2026 edition of Supply Chain Management Review.

January-February 2026

The January 2026 issue of Supply Chain Management Review explores how rapid advances in autonomous trucking, AI-driven optimization, and workforce development are redefining what it means to lead a modern supply…

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For many readers of Supply Chain Management Review, the Global Links column is more than a page in the magazine. It has been a trusted voice that connects innovative ideas, people, and practices from across the global supply chain community.

For years, that voice has been shaped by Richard J. (Rich) Sherman. Through his leadership of the Global Links column, and across a long career in this profession, Rich has helped thousands of executives rethink what supply chain can be—and what it should deliver.

This article marks an important moment: a passing of the torch as Rich officially retires and I have the honor of becoming the new editor of Global Links.

I am excited to step into this role. I am also deeply grateful for the path Rich helped create, and for the many ways his work has elevated the profile and impact of supply chain professionals around the world.

Honoring a trailblazer of the profession

Rich has been an influential voice in supply chain for decades. During his time with AMR Research, he helped frame and explain many of the concepts that now feel “standard” in our field. He has been active in the Council of Supply Chain Management Professionals (CSCMP), served as a volunteer leader with the APICS Austin Chapter, and advised countless companies and professionals as they built more connected, responsive supply chains.

He has been part of many of the conversations that changed how we think about planning, logistics, collaboration, networks, and technology. More importantly, he has always focused on real-world outcomes: better service, lower risk, smarter use of resources, and more resilient businesses.

As Global Links editor, Rich created a space where different perspectives could meet: practitioners, academics, technology providers, analysts, and advisors. Under his guidance, the column has offered a balanced view of trends, challenges, and opportunities—always with respect for the people doing the work.

This transition is not about closing a chapter. It is about acknowledging the contribution Rich has made to the profession as he steps into a well-earned retirement and about building on what he started.

Rich, thank you for everything you have done to advance our profession, champion our people, and strengthen the Supply Chain Management Review community.

Why this transition matters now

At the same time this editorial baton is changing hands, supply chain itself is undergoing another major shift.

Leaders are being asked to do more than simply “fix problems” or “keep costs down.”
You are expected to:

• protect service levels in an increasingly volatile world;
• reduce working capital while serving demanding customers;
• increase resilience and sustainability without adding unnecessary complexity; and
• make sense of a crowded technology landscape, including artificial intelligence (AI), automation, and advanced analytics.

Many of you are still operating with planning tools and processes designed for a slower, more predictable era. You are also navigating a wave of new promises around AI, digital twins, and autonomous planning. Some of those promises are real. Some are just smoke and mirrors.

In this environment, a column like Global Links plays an important role. It can serve as a filter, a translator, and a guide—helping leaders understand what really matters, what is changing, and where to invest next.

Standing on strong editorial shoulders

Supply Chain Management Review, part of the Peerless Media portfolio, has long been a trusted source of insight for executives. Editors such as Frank Quinn, Bob Trebilcock, and Brian Straight have helped build a publication that balances depth with practicality, and offers a wide range of perspectives without losing its independent voice.

Global Links is one piece of that larger whole, but it has a special role. It connects global trends and local realities. It highlights innovations without becoming an advertisement. It gives practitioners a chance to see how others are tackling similar challenges.

I am honored to continue the work.

A bit about my perspective

For more than 30 years, I have worked alongside supply chain leaders across industries—manufacturing, consumer products, food and beverage, retail, life sciences, and more. I have been a practitioner, held executive roles with a leading global supply chain solution provider, led strategy and marketing teams, and now advise both technology innovators and end-user organizations on how to turn supply chain investments into measurable business outcomes.

Over the years, I have seen the same pattern repeat itself.

• New technology arrives, often with big promises.
• Leaders feel pressure to keep up or not get left behind.
• Projects are launched in a rush, sometimes without clear goals, solid change management, or realistic measures of success.

Some initiatives deliver. Others stall. In too many cases, supply chain teams are left with more tools, more dashboards, and more alerts—but not necessarily better decisions.

My personal mission, and my goal for this column, is simple: help leaders cut through the noise, stop chasing shiny objects, and replace risky inventory with valuable insights. Technology is essential, but it’s talent and leadership that deliver sustainable results.

Making AI practical for better outcomes

Artificial Intelligence is a big part of the current noise—and also a big part of the opportunity.

Used well, AI can:

• turn raw data into timely, actionable insight;
• spot patterns and anomalies that humans might miss;
• simulate scenarios and recommend options when disruptions hit; and
• automate routine decisions so your teams can focus on more strategic work.

 Used poorly, AI can become yet another “black box” that people do not trust, cannot explain, and eventually stop using.

In upcoming Global Links columns, we will focus on what it really takes to use AI and decision intelligence to improve supply chain outcomes. That includes the following.

• Common business problems. Starting with questions like “How do we reduce stockouts without over-investing in inventory?” Or: “how do we shorten response times when key suppliers are disrupted?”
• Better decision design. Identifying who owns specific decisions and which decisions can be automated, what inputs they need, and how to balance trade-offs between cost, service, time, risk, and sustainability.
• Data you can trust. Recognizing that AI is only as good as the data and context it receives—and that sometimes the most powerful move is harnessing additional market signals to augment enterprise data and increase planning precision.
• Explainability and governance. Making sure AI-driven recommendations can be understood, challenged, and improved over time, so your teams stay in control—even when they are moving quicker than ever.

In short, we will explore how AI can augment human expertise, not replace it. The goal is not to remove people from the process, but to give them better tools, better visibility, and more time to think.

From information overload to confident decisions

The leaders I speak with every week are not short on data. They are short on clarity. They ask practical questions such as the following.

• Which alerts really matter today, and which alerts are noise?
• Where should we hold inventory—and where can we reduce it without impacting service?
• Which customers or products should we prioritize when capacity is constrained?
• How do we connect our planning process with execution in a more seamless way?

Global Links will focus on the “decision moments” behind these questions. We will explore how to connect decisions across functions so that improvements in one area do not create new problems in another. For example:

• How to align commercial forecasts, production plans, and logistics capacity in a way that supports more profitable growth.
• How to synchronize risk management, supplier strategies, and inventory policies so you are prepared for disruption without overreacting.
• How to bring finance, sales, manufacturing, supply chain, and IT together around a shared view of what “good” looks like.

Helping you focus on what matters most

In a world of constant change, it can feel like everything is urgent. But not everything is equally important.

In future columns, expect to see:

• Real-world stories from leaders who are modernizing planning, using AI to improve outcomes, and building more resilient supply networks.
• Frameworks and checklists you can use with your own teams to diagnose gaps and prioritize investments.
• Straightforward discussions about where technology is delivering value today—and where it still needs to mature.

The goal is not to chase every trend. The goal is to identify the few moves that will have the biggest impact on your service, cost, risk, and growth objectives.

An invitation to participate

One of the strengths of Global Links has always been its community. This column has never been a solo performance, and that will not change. I invite you to share:

• The biggest decisions your teams are wrestling with.
• The obstacles that slow you down—from data quality to siloed processes and talent development.
• The successes you are proud of, and the lessons you wish you had known sooner.

If you have ideas or stories that could help your peers, I would love to hear from you. You can reach me at [email protected].

It is a great time to be in supply chain

As Rich steps into retirement, he leaves behind a strong foundation and a vibrant community of supply chain professionals who have been educated and inspired by his work.

It is a privilege to follow him as Global Links editor. My promise is to honor the independent, practitioner-focused spirit he brought to this column, while leaning into the new questions and possibilities that AI, decision intelligence, and digital transformation are creating for all of us.

The challenges ahead are real. So are the opportunities. Together, we can move beyond noise and complexity to build supply chains that are smarter, faster, and more resilient—supply chains that truly serve as engines of value for our organizations and the customers who rely on us.

About Global Links

Global Links appears in each issue of Supply Chain Management Review. Karin L. Bursa, CEO of NIRAKIO, LLC, supply chain industry advisor, Global Links editor, and 2020 Supply Chain Pro to Know of the Year, serves as the Global Links column editor and collaborator. If you are interested in participating in the column, she can be reached at [email protected].

About the author

Karin Bursa is the CEO of NIRAKIO, LLC, a supply chain industry advisor, Global Links editor for Supply Chain Management Review; 2020 Supply Chain Pro to Know of the Year, and frequent podcast host. She can be contacted at [email protected].

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