How did the COVID-19 pandemic affect shippers' decisions as to whether to pursue contract or spot rates in the truckload market? And what's the trend today? 

Kent Williams, executive vice president of sales and marketing at Averitt, would like to see better relationships between shippers and less-than-truckload (LTL) carriers.

Automating a warehouse can take up to three years, so it’s good to take into account all the many factors involved and how long they will take to implement, says Michael Fiorito, senior sales executive at Exotec.

Logistics service providers are armed with expertise, data, technology and C-level executives who will listen to them, says Mike Riegler of One Network Enterprises.

How does a professional organization like the Council of Supply Chain Management Professionals spread the word about supply chain careers? And where does academia fit in? 

Jeremy Tancredi, partner and leader of the Supply Chain Practice of West Monroe, recalls the plight that merchandisers found themselves in when they responded to a surge in demand during the pandemic, only to be left with excess inventory and capital equipment when it was over.

What exactly is an "engaged" frontline workforce in warehousing and logistics? And what is its impact on the business? Steven Klima, head of revenue enablement with WorkStep, offers a perspective.

Many third-party logistics providers gained an advantage from being early adopters of supply chain technology, but they soon met challengers in the form of pure-play technology providers, says Peter Weis, chief information officer and senior vice president at ITS Logistics.

Mike Graves, vice president product management with Pierbridge, a WiseTech Global company, describes the stages of a model that enables shippers to adjust to unexpected ups and downs of demand.

With all the focus on warehouse management systems, facilities might be neglecting the importance of managing the yard as well, says Colin Mansfield, vice president of Yard Management Solutions.