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INFORM to Showcase Its Yard Management System and Optimization Solutions for the Supply Chain at Modex 2022, Exhibit #C7998

INFORM to Showcase Its Yard Management System and Optimization Solutions for the Supply Chain at Modex 2022, Exhibit #C7998

INFORM to Showcase Its Yard Management System and Optimization Solutions for the Supply Chain at Modex 2022, Exhibit #C7998

INFORM, a leading provider of AI-based optimization software that
facilitates improved decision making, processes and resource
management, will be exhibiting its yard management system and
optimization solutions for the supply chain at Modex2022, March 28th – 31st  at the Georgia World Conference Center in Atlanta, Georgia. INFORM will be located at booth #C7998 and represented by Matthew Wittemeier, Senior Manager, International Marketing and Customer Relations at INFORM’s Terminal & Distribution
Center Logistics Division.

INFORM’S yard management system and optimization solutions
have been gaining wide recognition with leading businesses
operating in the supply chain. In the fourth quarter of 2021, they
announced that our yard and crane optimizers along with several
other modules were going to be implemented at Norfolk Southern’s Rossville, Tennessee and Austell, Georgia terminals.

This January, Swiss Port announced its deployment of their yard
management system in its newly planned regional parcel center
in Pratteln, Switzerland. It’s Swiss Port’s fourth deployment of their
yard management system within its network of parcel distribution
centers. Businesses in diverse industries from construction
materials to manufacturing, to automotive, and to ports and terminals are seeing real benefit from their solutions.

It is known that INFORM’s yard management system and
optimization solutions are powered by AI which is embedded into a
wider digital supply chain (e.g., interfaced with a TMS/WMS).
Compared to tracking devices or a standard YMS, INFORM’s
algorithms analyze a virtually endless number of storing, scheduling,
and allocation decisions in real-time and identify those that are idea
for minimizing costs while maximizing service level and on-time
performance. This, in turn, results in lower operating costs, better performance and higher ROIs from yard operations and

Key Features

INFORM’s yard management system delivers the most critical
performance features for optimum yard operations. They include:
• Full transparency of on-site trailers and yard resources
• Faster gate-in and gate-out handling
• Enhanced communications between dispatchers, gate staff and
hostlers, and distribution center workers for a calmer, more
productive work environment
• Data standardization to support integrated processes.

Additionally, the system provides many added-value features
such as the ability to optimize: yard vehicle and hostler operations for reduced fuel and maintenance costs and longer vehicle lifespans; dock door operations by automating routine dock-door decisions and freeing up  dispatchers to focus on higher value tasks; on-time vehicle performance (e.g., maximizing on- time departure of outbound trailers, prioritizing loading/unloading, etc.); the prioritization of  containers on inbound and outbound trailers with time-critical materials.

To learn more about INFORM’s yard management and optimization solutions for the supply chain, visit the INFORM booth at Modex – #C7998 or schedule an appointment online at:

wagner circle third-party logistics market

A Comprehensive Guide to Picking a Third-Party Logistics (3PL) Partner for Your Business

The right third-party logistics partner can help your organization improve customer service, control costs, and increase efficiency. It’s important to properly vet possible logistics partners to ensure your brand and services are well represented and the partner can deliver according to your needs.

Establish Communication

Logistics have gotten more sophisticated in recent years, and logistics partners need to maintain high levels of communication and data sharing between the provider and the company. It’s important to find a third-party logistics provider that you can trust and one that shares your brand’s culture and values.

Do Your Due Diligence

Not all logistics providers are created equal. If you’re selecting a new provider or changing to a different provider, it’s important to look for logistics partners with the resources and capabilities you need to reach your business goals. Providers should also be able to integrate with your existing systems, or be willing to work with you to find an agreeable solution.

Ideally, look for outstanding service across financial history, brand stability, experience working in your industry, experience in specific geographic regions, owned vs. rented assets, and compliance with regulations.

Along with talking to the providers themselves, do outside research and read reviews from other companies that worked with them. If possible, ask the provider to connect you with satisfied customers. If they stand behind their service, they will be happy to showcase happy customers.

Look for Diverse Offerings

Logistics providers typically specialize in a few domains, including commodity services, industry services, and logistics services. Their offerings can range from sourcing, shipping, transporting, and customs management to multi-function supply chain management and oversight for specific industries or specialization in particular sections of the supply chain.

Service add-ons are valuable to both parties. A single provider can supply several services to make your supply chain scalable and seamless. You can look for value-added amenities like IT asset management, quality control, and high-tech logistics solutions. Some common service add-ons may include rush order or emergency order handling, product kitting, reverse logistics programs, and returned material authorization agreements.

Choose Partners with Advanced Technology

A third-party logistics provider’s IT infrastructure is vital to your needs and their own. Your possible provider should own and operate the contemporary technology needed for their side of the partnership, including warehouse management systems, fleet tracking systems, and inventory analytics and controls. You could also look for order fulfillment systems, freight theft or damage management, and wares tracking using RFID or EDI.

The logistics industry is undergoing rapid change. It’s important to find providers with advanced technology solutions to address your needs as the business evolves.

Look for Customization

Depending on your industry, you may need additional customization options for your business. An experienced third-party logistics provider can help you optimize inventory and deliver excellent service for your customers. Building to order, rather than relying on stock, allows you to reduce inventory and production costs.

Opt for Omnichannel Expertise

Omnichannel is essential in the modern business world and necessary for enhanced customer experience. Your third-party logistics provider should understand the ins and outs of omnichannel commerce and how to provide that exceptional experience for customers.

Look for partners with repeatable business models, proven performance with previous customers, and experience with your business type, industry, or customer base. Depending on your needs, you may want to opt for a dedicated provider that focuses on one part of the supply chain or specific product types.

Work with a Network of Locations

Effective logistics partners have strategic network configuration with optimized distribution centers. It’s vital to understand the third-party logistics provider’s warehousing asset ecosystem, such as rented or proprietary storage facilities. If your products will need multiple storage stops on domestic or international routes, you will need a provider that owns and manages these warehouses for quality control and security.

You should also investigate more details about the warehousing assets, including the facility sizes and capacities, scalability, and future expansion plans. Are the warehouses close to ports, airports, highways, and railways? How many trailers and containers do they typically handle in a day? Is there anything you need to be aware of regarding service during the busy seasons or in the event of high shipping demands?

Prioritize Excellence in Service

An experienced logistics partner is dedicated to service excellence and quality management. Your third-party logistics partner will have a significant impact on how your own business and customer service functions, so you want to be sure you’re choosing a provider that’s committed to delivering for you and improving their own product.

A provider with a dedication to service excellence will continue to optimize their own processes and will look for opportunities to implement better solutions whenever possible. They should be invested in their service and its success, like you are to your own company and product, and always looking to excel.

Find Brand Alignment

Your logistics partner reflects on your brand and impacts your business. To ensure your brand and your vision are represented, you need to look for a provider with a long history of success, adherence to compliance and regulations, financial stability, and a continued interest in investing in the company, facilities, equipment, systems, and resources for optimal logistics.

With the right partner on your site, you can grow into a solid relationship with a third-party logistics provider that can grow and evolve with your business. While switching to different providers occurs as business needs change, it’s much simpler to find the right provider at the start and work on developing a long-term partnership.

Key Takeaways

The supply-chain management industry has undergone radical changes in the last decade. Many third-party logistics providers emerged on the market in response to this boom and the increasing opportunities with a global marketplace. Not every provider has the tools, resources, and expertise to deliver for you, however, so do your due diligence and find a provider with a positive reputation, proven processes, and a willingness to adapt and grow. 


David is CEO of DB Schenker USA, a 150-year-old leading global freight forwarder and 3PL provider. David Buss is responsible for all P&L aspects in the United States, which is made up of over 7,000 employees located throughout 39 forwarding locations and 55 logistics centers.

paramount group


Paramount Group, the global aerospace and technology company, announced today that it has appointed Steve Griessel as its Group Chief Executive Officer.

South African-born Griessel, a global business executive who served as CEO of several companies in South Africa and the United States, including two public companies, brings more than 30 years of business leadership and senior management experience to the group.

Griessel, who is well known for driving innovative management practices across various industries, will assume the new role with immediate effect. He will be responsible for providing strategic, financial and operational leadership and will work closely with the Board of Directors, shareholders and senior leadership team.

Ivor Ichikowitz, Founder of Paramount Group stated: “Paramount Group is a unique organization; its ethos is based on extreme agility and innovation. It is not a typical manufacturing or engineering company and therefore requires a very unique style of leadership and business acumen.  We are fortunate to have someone of Steve’s caliber and experience coming in to lead Paramount Group globally.

“Steve is a proven leader with a strong business vision who has demonstrated his ability to bring people together and achieve results in highly competitive markets. The opportunity ahead for Paramount is vast, and to seize it we must continue to innovate and deliver world-leading technologies and solutions to our customers.”

Griessel who prior to his recent appointment held the position of CEO of Paramount USA, Paramount’s US-based subsidiary, stated:

“It is an honor to take on the role of Group CEO. We are at an important milestone in our evolution as we further globalize our operations and expand our network of strategic partnerships with Governments and major corporations around the world.  This leadership role is critical as Paramount continues to evolve by entering new markets, and expanding its innovations and technologies, in order to take advantage of a substantially increasing global market for our products and services.”

“Over the last 27 years, Paramount Group has experienced exceptional growth and success. I had the distinct privilege in my previous role of working closely with the Paramount family; I know their passion and commitment to innovation, engineering excellence and customer-focused solutions.

“Together with my professional and experienced executive team, I will be focusing on setting up the business to meet Paramount’s global ambitions. I am confident that we will continue to build strong industrial partnerships around the world through our portable production model; supporting governments in meeting their economic development objectives. I’m looking forward to being part of a world-class team that delivers future-proof technologies and solutions to its customers, invests in its people by developing the most talented professionals into leaders, and plays its part to improve the communities in which it operates. ”


8 Small Policy Changes That Can Significantly Strengthen Retention

Worker shortages are plaguing the warehousing and logistics industry. While many companies are looking for new ways to attract workers to remediate the situation, retention is just as, if not more, important.

Without strong retention, recruitment will do little good. Replacing a salaried employee also costs six to nine months’ salary on average, so retention is far more affordable. Thankfully, even small policy changes can strengthen employee retention. Here are eight examples.

1. Tighten the Recruitment Process

Retention starts with hiring. Employers can prevent many turnover cases by hiring workers who are more likely to stay in the first place. The first step to achieve that is to ensure that job postings are accurate and transparent.

One study found that nearly half of all workers have left a job because it didn’t meet their expectations. Instead of relying on vague language and buzzwords, job descriptions should offer specific details about the position. That way, any applicants understand the roles they’re taking on, preventing disillusionment down the line.

Job seekers will also appreciate honesty. Being transparent in the recruitment process may give new hires a better starting impression of the workplace.

2. Create Upward Mobility Opportunities

One of the most crucial policy changes for better retention is to enable upward mobility. In 2019, 20% of workers who left a job did so because of career development-related reasons. In fact, career development has been the number one reason employees leave for 10 straight years.

This issue has a relatively straightforward fix, too. When a new position opens up, instead of looking for outside hires, companies should promote from within. Businesses should also look to create plenty of opportunities for advancement to give workers a career growth goal.

Career development opportunities can be more than raises and promotions, too. Courses to teach employees new skills or fund their education will help increase retention, too.

3. Accept Anonymous Feedback

Another simple yet effective policy change to make is to have a system for anonymous feedback. Workers may have suggestions for improving the workplace but may fear retribution if management can trace their comments back to them. Anonymous feedback forms let employees speak up confidently.

It’s important to respond to this feedback, too. Making changes that workers want can help ensure the workplace fosters a positive environment. Employees will also feel empowered if they see how their actions impact the workplace, and empowered workers are 33% more likely to stay for three years.

It can help to encourage workers to use these systems, too. That encouragement will promote an air of trust and transparency and empower them further.

4. Support Worker Health

Lifestyle-related benefits are easy to overlook but can be an effective policy change to retain employees. Healthy workers are likely to feel happier and more satisfied, and employers can help them be healthy. By offering perks that support healthy worker lifestyles, businesses can show their employees that they care about their well-being.

Providing nutritious food options in company cafeterias is an easy change to make. Foods high in nutrients like vitamin C can boost workers’ immune systems, helping them feel stronger and healthier. Providing exercise programs or occasional on-site massage therapy can help too.

5. Communicate With Employees Often

Along similar lines, it’s important to maintain communication with employees. Studies show that nearly half of Americans feel lonelier than usual, so feeling seen and valued in the workplace can make a significant difference. Talking with workers will help them feel valued and bring any issues they have to light.

Remember that this communication goes both ways. In addition to listening to employees, management should inform them of any upcoming opportunities and changes often. If workers don’t understand what’s going on at the company, they’ll feel underutilized and unimportant, leading to turnover. In contrast, feeling involved can convince them to stay.

6. Maintain Competitive Compensation

Most employers already understand that higher pay and more competitive benefits will help convince workers to stay. This issue goes beyond bumping up a starting salary once or offering new perks, though. Businesses should have a policy to review industry compensation rates periodically to see how theirs compares.

Workers quitting because of pay and benefits-related reasons have increased by more than 26% since 2010. This trend also coincides with the growing movement of more businesses offering new perks and adjusting pay rates. What constitutes competitive compensation is changing and changes regularly, so a one-time fix is insufficient.

Periodically reviewing industry trends can reveal whether an employer offers sufficient compensation or if they need to adjust. This prevents underpaying compared to competitors as well as unnecessarily raising rates.

7. Recognize and Reward Commendable Behavior

According to one survey, 79% of employees who quit their jobs cite a lack of appreciation as a major factor. Thankfully, employers can address that with relatively straightforward policy changes.

Workplaces should have a policy of recognizing and rewarding positive behavior in their workers. Regular awards given to the highest-performing employees or praising workers’ actions and achievements in company newsletters can help workers feel valued. These rewards, though seemingly small, can go a long way in employee retention.

Workers don’t often expect much in return for good service. Typically, recognition of a job well done is sufficient. While monetary incentives don’t hurt, taking the time to praise commendable behavior can make a significant difference.

8. Encourage Employees to Take Advantage of Perks

Another seemingly small but significant change for employee retention is letting workers know it’s okay to use their benefits. Poor experiences with other employers may leave workers feeling like they shouldn’t use their time off or other perks. Encouraging them to do so can assuage those concerns, making them feel more welcome.

When workers take advantage of their benefits, they’ll likely feel more relaxed and fulfilled. When management doesn’t just allow but encourages it, they’ll feel appreciated, too. If employees feel like their employers care for their work-life balance, they’ll be less likely to leave.

Small Changes Can Have a Big Impact

Workplace changes don’t need to be disruptive to have a substantial impact on employee retention. It’s often an amalgamation of multiple “little” things that convince workers to leave a job. In the same way, making several little changes can convince workers to stay with their current employer.

These eight changes represent some of the most effective yet straightforward improvements to strengthen retention. By implementing these fixes, businesses can reduce turnover and related costs and foster a more motivated, positive workforce.


3 Ways to Take Your Company From Product-Focused to Customer-Centric

The data: Companies that focus on being customer-centric can position themselves better for success than companies that don’t. Research shows that customer-centric companies are 60% more profitable, people will spend 17% more for a good experience, and 76% of customers expect businesses to understand their needs.

The expert’s take: Dr. Debbie Qaqish (, ForbesBook author of From Backroom to Boardroom: Earn Your Seat With Strategic Marketing Operations, says more CEOs and executive teams must figure out how to transform from being product-centric to being customer-centric in a digital world.

“For decades, companies took a product-focused approach,” says Dr. Qaqish, Partner/Chief Strategy Officer of The Pedowitz Group. “Marketing flooded prospects with product messaging and product conversations. Today, some companies are fleeing from this approach. The conversation is about customer problems and how they can be addressed.

“But many companies still struggle to know how to truly make customers the center of their businesses. It’s essential now in our digital world. CEOs need to realize that the customer is in control, and that companies can no longer win on product strategies alone. Business leaders need to create a corporate capability that allows the company to sense and respond to customer changes in real-time. They must have actionable customer data and use systems that track smart engagement with the customer.”

Dr. Qaqish uses a customer pyramid model to analyze how company leaders can transform their business from being product-centric to customer-centric:

-Change the mindset. To take on a customer-focused viewpoint, Dr. Qaqish says it’s essential that leaders first want to understand the customer. This could entail sitting in on customer service calls. “To get the entire company on board and engaged requires leadership implementing an action plan, including employees being empowered to make decisions geared toward customer satisfaction,” she says.

-Broaden the skill set. Dr. Qaqish lists four capabilities company leaders and employees need to become customer-centric: tech/data/analytics, marketing, business acumen, and customer knowledge and insights. “The shift to a customer focus is about building a strategic capability as a response to new strategic directions,” she says. “One big change is today’s digital customer. With a few clicks or swipes, the digital customer is firmly in control of their own journey with your company. In response, the company’s capability must include mapping, auditing, and optimizing the customer journey.”

-Sharpen the tool set. “The biggest changes in the tool set involve how technology is purchased, managed, integrated and administered,” Dr. Qaqish says. “The way your marketing technology is stacked is a highly visible indicator of your company’s true intentions regarding a customer-centric focus.” She suggests testing the marketing technology to see if it’s aligned to support and enhance the customer journey. “In the middle of a sheet of paper, draw a picture of your customer’s journey from being a prospect to a repeat buyer,” she says. “List the stages of the journey and note all of your technologies around it. Determine how much they support or enhance the stages of the customer journey. A similar exercise can be conducted with data. List the customer data sources and the type of data generated.”

“The digital age has changed the dynamic of the company-customer relationship, and businesses that don’t prioritize more attentive relationships with their customers will likely struggle,” Dr. Qaqish says.


Dr. Debbie Qaqish ( is Queen of Revenue Marketing™,  a term she coined in 2011. She is ForbesBook author of From Backroom to Boardroom: Earn Your Seat With Strategic Marketing Operations and Partner/Chief Strategy Officer of The Pedowitz Group, where she manages global client relationships and leads the firm’s thought leadership initiatives. Passionate about marketing’s new role as a revenue creator and growth driver, Dr. Debbie inspires others to embrace revenue accountability in the customer-driven economy. She has been helping B2B companies drive revenue growth for over 35 years and is a motivational speaker, a columnist for numerous marketing publications, host of Get Real with Revenue Marketing, and teaches an MBA class at The College of William & Mary on Revenue Marketing.


Covid-19 and the Future of Cultural Changes

Success in the post-COVID world can be more effective when executives manifest themselves as change agents who reshape, and in some cases, manipulate corporate culture to better apply knowledge and create competitive advantage.

Building on the three aspects of corporate culture (collaboration, trust, and learning), companies can attempt to continuously innovate and create new and valuable services or products by applying new ideas and knowledge. This article is set in place to inspire executives to create effective cultural changes in order to meet and exceed the challenges of not only today but also what we see as the onset of new advances in the future. The practices mentioned in this article can represent a complete answer to the need for cultural changes in today’s global market environment.

What Corporate Culture Is

Corporate culture is reflected in shared assumptions, symbols, beliefs, values, and norms that specify how employees understand problems and appropriately react to them. Executives today are focusing on company culture. They can build an effective corporate culture to improve customer satisfaction through acquiring additional knowledge from customers, developing better relationships with them, and providing a higher quality of service for them. Company performance is determined through various aspects, such as customer satisfaction. And executives can positively affect company performance through increased customer satisfaction. Company performance is what every executive is concerned about. Thus, there is a global need to cultivate a strong corporate culture to accomplish sustainable competitiveness in global markets. This strong corporate culture includes the three aspects of collaboration, trust, and learning.

How Corporate Culture Works

These three cultural aspects play a critical role in improving innovation and enhancing the effectiveness of organizational knowledge management. For example, collaboration provides a shared understanding of the current issues and problems among employees, which helps to generate new ideas within organizations. Trust towards their leader’s decisions is also a necessary precursor to create new knowledge and improve company performance through increased quality of products and services. Moreover, the amount of time spent learning is positively related to the amount of knowledge gained, shared, and implemented, aiming at breaking through performance gaps in corporations.

Executives are highly involved in cultural change initiatives and, in particular, by creating more effective workplaces, developing people, and shifting organizations toward the creation of new services and products. Knowledge, in itself, is a by-product of culture, and culture’s role in guiding and facilitating people’s actions is the key to executive decision-making. Through an effective company culture, executives can contribute to new products and services to meet dynamic market needs, through higher expectations and stimulation for new and strategic opportunities to meet the expectations of strategic goals and the needs of customers in the marketplace. Executives can build this such company culture to serve the customer needs and become more profitable.

By influencing behavior and providing valuable resources, executives can change the culture of an organization. This new focus helps the organization develop a unique culture that is hard for the competition to duplicate. Executives can act as change agents who provide a more humanistic and applicable approach to create a great company culture. For example, executives can facilitate collaboration by developing relationships in organizations. An executive can contribute to the cultural aspect of trust by considering both employee’s individual interests and the company’s essential needs. Executives can also identify the individual needs of employees and develop a learning culture to generate new knowledge and share it with others. The next section particularly presents a set of actions that can be taken by executives to build an effective corporate culture within corporations.

How to Do It Right

Building a True Collaboration Culture

To build a collaboration culture, executives need to improve the degree to which employees actively support and provide significant contributions to each other in their work. In doing this, executives can take the following actions:

-Develop a collaborative work climate in which employees are satisfied by the degree of collaboration between departments

-Develop a collaborative work climate in which employees are supportive.

-Employees are helpful.

-Develop a collaborative work climate in which there is a willingness to accept responsibility for failure.

Creating a No-Fail Trust Culture

To create a trust culture, executives need to maintain the volume of reciprocal faith in terms of behaviors and intentions. In doing this, executives can take the following actions:

-Build an atmosphere of trust and openness in which employees are generally trustworthy.

-Build an atmosphere of trust and openness in which employees have reciprocal faith in other members’ intentions and behaviors.

-Build an atmosphere of trust and openness in which employees have reciprocal faith in others’ ability.

-Build an atmosphere of trust and openness in which employees have reciprocal faith in others’ behaviors to work toward organizational goals.

-Build an atmosphere of trust and openness in which employees have reciprocal faith in others’ decision towards organizational interests than individual interests.

-Build an atmosphere of trust and openness in which employees have relationships based on reciprocal faith.

Cultivating a Successful Learning Culture

To foster a learning culture, executives need to enhance the extent to which learning is motivated within the workplace. In doing this, executives can take the following actions:

-Develop a learning workplace in which various formal training programs are provided to improve the performance of duties.

-Develop a learning workplace in which opportunities are provided for informal individual development other than formal training such as work assignments and job rotation.

-Develop a learning workplace in which there is an encouragement to attend external seminars, symposia, etc.

-Develop a learning workplace in which various social mechanisms such as clubs and community gatherings are provided.

-Develop a learning workplace in which employees are satisfied by the contents of job training or self-development programs.

In Conclusion

Now that we have identified that company culture has risen to a phenomenon that is worth understanding, learning, and using in organizations around the world.  This introduces a new and dynamic perspective of organizational culture and suggests that corporate culture constitutes the foundation of a supportive workplace to improve knowledge management performance. I indicate that corporate culture is a major internal resource for knowledge management success. Without a grasp on these two tenets executives are bound to fail in the post-COVID world.



Risk is an inherent part of any trade and logistics business, big or small. How you handle risks and the decisions surrounding them can make or break your venture.

No matter how experienced you are as an entrepreneur or a small business owner, taking risks is one thing that can always trip you up. However, without taking them, your trade or logistics business will never have the opportunity to really grow and flourish in the direction that it needs to. The key is to weigh up the risk versus the potential gains and to make your decisions based on these facts.

It’s also important to remember that there is a fine line between taking an unnecessary risk and making a bold decision. The one will see you in trouble, and the other will be applauded as a stroke of genius for going that route. As the business owner, it’s your job to work out if a decision is good or bad. In other words, is taking a chance worth the risk?


Taking risks is all part of the job description of being a business owner, especially in the startup world and trade and logistics industry. You have to use your reputation and often your own money to get your venture off the ground. This in itself is a risk. You need to prepare to put yourself out there and go for the bold choice if you want to reap the rewards.


Just because decision-making, and mostly big decisions, is part of the job, it doesn’t mean that you should just go for it. Any business owner who jumps into a decision without proper planning or research is asking for trouble, making each decision far more of a risk than it needs to be. Planning is critical.

Experienced trade and logistics business owners will look at a decision from all angles, plotting out the various outcomes of courses of action. For many, the most important factor to consider is what the worst-case scenario is if they go ahead with their decision. By figuring out the worst-case scenario, you can see if you and your business can survive should things go wrong when taking a risk. It’ll also help you put mitigating factors in place to help prevent the worst-case scenario from happening.

With all of this planning and research done before deciding, you’ll find that the associated risks are somewhat diminished. Or, you’ll realize that the risks are too great and you won’t need to make a decision at all.


As with just about anything in life, the more you do it, the easier it becomes. The same is true about having to make big decisions. You can reach a point where you can confidently make business-altering decisions without too much stress. It’s just important to ensure that you always do your planning and research first, and don’t get overconfident.

You’ll also likely find that over time you don’t need to do as much initial research or planning. This is because you will be comfortable enough with your business to see the possible outcomes of the decision more easily. You will also have several contingency plans already in place, thanks to previous decisions you’ve had to make.


The most important factor to consider when making decisions for a small business is that you can’t always afford to take a big risk. Your resources are generally less than a larger organization, and that can make it a lot harder to recover if things go wrong. This means that it’s often better to go in a phased approach—making smaller changes or taking smaller risks over a period of time to get to the same outcome as one big leap of faith.

This is a good strategy early on in the life of a trade or logistics business because it builds up a resilience and a better tolerance for risk. You can take the time to build up your resources or recover to a place where you are ready for the next step or phase. All the while, your business is moving forward and not stagnating.


There are some risks that are easy to evaluate, and taking action is common sense. For example, if your business is in an area that’s prone to break-ins, not having a properly installed safe is a risk that’s not worth taking. Spending the money and installing a safe is a non-negotiable. But with other businesses risks, the answers aren’t always so cut and dried.

The place where most people get tripped up is getting too weighed down on the details of a decision. You can end up going round and round in circles, and miss the opportunity to take that leap.

You cannot wait forever or until things are just right to take a risk or make a big decision. Learn when the time is for research and planning, and when to take action. It all needs to be part of the process—researching possible outcomes, getting advice and input from others, planning for the worst, and then deciding to go or not to go. Inaction is far worse for a business than deciding not to take action.


There will always be the possibility of failure when making big decisions for a small business. There is no way to avoid this entirely. However, you can’t live in fear of failing because if you do, you will never see your business reach its full potential.

Failure is also a great teacher. Making a mistake or taking too big a risk gives you the chance to learn from those outcomes. You’ll be in a far better place to evaluate a risk next time one comes along because of the experiences you’ve had through failure. In fact, most entrepreneurs will tell you they have experienced far more failures than successes in their careers, and happily learned valuable lessons each time.

The trade and logistics business offers plenty of opportunity for risk taking and making bold decisions. With knowledge, experience, and insight, you can grow your venture in the right direction and carve a niche in an industry that’s highly competitive and demands forward thinking.


Calling For Bold Thinkers: How To Become An Iconoclast In The Post-COVID World

The word “change” has become synonymous with the pandemic, especially in relation to business models affected by new consumer behaviors. Though change was a matter of necessity for companies to survive the crisis, many executives believe that it will remain the theme going forward.

Knowing what type of change is needed – even if deemed radical by some – is the key to finding new opportunities, and those who boldly act on these ideas are iconoclasts, who are important in these challenging times, says Tony Zorc (, author of Iconoclasm: A Survival Guide In The Post-Pandemic Economy and a tech entrepreneur.

“Being an iconoclast is crucial to surviving the post-pandemic world,” Zorc says. “An iconoclast is an individual who challenges the established way of doing things, engineers, a better way, and doesn’t give a hoot what tradition calls for.

“Our collective reaction to the virus – with business shutdowns and all the other government restrictions on society – points to one crucial factor: we as a society do not question what we are told – potentially to our own detriment. Iconoclasm is about unlocking doors and ushering everyone through them. That kind of approach is the key to unlocking opportunities in the current and post-corona economy.”

Zorc offers these tips on how to become an iconoclast:

Challenge why. “The pandemic has revealed something that has been in place for years – that most organizations, corporations, governments, and even schools nowadays don’t want us to think for ourselves,” Zorc says. “Iconoclasts identify the prescribed or established way. Then they ask what existing paradigms they subscribe to without questioning them, and they recognize the historical underlying dynamics supporting those paradigms. Through that process, they determine if there are opportunities to do something different and better.”

Design a plan. Zorc says a project plan starts with identifying the desired outcomes, the obstacles in the way of achieving those results, and the requirements for success. “Ask yourself, ‘What am I looking to achieve?’“ he says. “You then work backward from the go-live date you have set, and list the major milestones that must be reached by specific dates along the timeline. Engineering a plan without dates is just a dream, not a plan.”

Execute the plan. Action is the defining characteristic of an iconoclast, Zorc says, but fear of failure or lack of conviction and commitment often prevent a person from following through. “When it’s time for the showdown, like in the old Westerns, some people flee the town and don’t show up,” he says. “Talking is so easy. I’ve met hundreds of people who have wonderful ideas and want to be an entrepreneur but have no plan and don’t want to take risks. Fear overrides momentum and they go back to doing their old way. But a willingness to confront failure is an inherent part of the iconoclast formula.”

Level up. “This is the act of improving your lot in life without losing what you already have,” Zorc says. “It also means pushing yourself day after day. It’s done incrementally – not trying to attain the huge goal all at once, failing, and losing motivation. When planning to level up, think in terms of days and weeks. For example, if you’re writing a book, shoot to write 500 words per day rather than aiming to finish chapter one in the first month. If your plan doesn’t seem doable in the allotted period of time, break your goal down into smaller bites or acquire more resources in the form of time, money, people, and materials.”

“Dynamics are changing quite often, and our established ways of doing things are not in step with them,” Zorc says. “People will change when someone takes the time to show them a better way. That’s the true iconoclastic opportunity.”


Tony Zorc ( is the author of Iconoclasm: A Survival Guide In The Post-Pandemic Economy. He is a tech entrepreneur and founder of Accounting Seed. Zorc designed a flexible technology as an accounting software solution and his vision became the platform for his international company, which has sold over 15,000 licenses to customers in numerous industries. In 2018, Accounting Seed was named among CFO Tech Outlook’s Top 10 Accounting Solutions Providers. A graduate of Hope College, Zorc was the Illinois High School Gymnastics Coaches Association senior gymnast of the year in 1992 and a state champion.

supply chain industry

Why We Need More Women in the Supply Chain Industry

Closing the gender gap in the business world is one of the hottest topics today. We live in a modern world where skills and knowledge take precedence over gender. However, it is a fact that we need more women in the supply chain industry. Currently, men hold between 70% – 85% of jobs in supply chain management. Let’s see why the apparent lack of women in this industry exists and how to fix that problem.

Why is there a lack of women workers in the supply chain industry?

We are not saying that there are no women in the logistics industry. The year 2020 was beneficial for women in the supply chain. However, we need to see more female employees and leaders here.

There are many reasons why we see such low numbers of women in the supply chain industry. We can only take a wild guess, but it could be due to a couple of reasons. First, it could be because the majority of companies are not hiring women in these positions. Second, there could be that there is not enough female talent in the supply industry available at the moment. It might be that women don’t find this particular career choice interesting, and they wish to pursue other options in life.

It is imperative to think about the reasons behind them and the best ways to break these stereotypes. We must find a way to encourage women to seek jobs in the logistics industry. There is an abundance of benefits for this, so let’s see what they are.

Women offer a unique view

It is a fact that women see things differently than men. When it comes to a leadership position in a company, this may play a very crucial role. A unique view builds leadership skills and gives birth to fresh ideas and strategic approaches.

Communication are other soft skills are some of the strongest tools at a woman’s disposal

Even though business mainly needs expertise, there is also an inseparable part called communication. Here is where women really excel. Their communication skills are on a higher level, and women can lead a business conversation from a different perspective.

What are some barriers for women in the supply chain industry?

In most cases, the most significant barrier for women in the supply chain industry is the lack of exposure. We need to work towards making the entry process more visible. For example, it is a good idea to look at the cities with the most women in the construction industry. There is a link between construction and logistics, which could be the first step towards introducing supply chain management to women.

What can women do to succeed in the logistics industry?

In order to get more women into the supply chain industry, it is crucial to focus on the right areas. The goal is to build a path of success by encouraging a leadership mindset.

It is essential to build a template that will help identify talented, high-performing women. Furthermore, there is a need for individual feedback. That approach helps in empowering women and encouraging them to take on positions with more responsibility.

Finding and using leadership opportunities is an excellent way to build an aspirational career path and help women find their spot in the logistics industry.

How to attract womens’ attention to the supply industry jobs?

We spoke earlier about the possibility that women look for other interests in their business lives. However, the supply chain offers interesting jobs as well.

One way to attract female talent is to introduce creative ideas. Mentoring and education courses, labs, workshops, and sponsorship programs are just some ideas. Through this creative approach, we can diversify the supply chain talent recruitment.

There is a bright future for women in the supply chain industry

With everything said, we can clearly see there is a bright future for women in the supply chain industry. The idea is to recruit talented individuals, train them, and introduce them to the organization.  Currently, there are more technology chiefs than SEO positions that women hold in the logistics industry. However, through the correct approach, we need to work on developing technical and leadership skills. Supply chain diversity is the best way for women to seize the opportunities of the corporate world.


Nathan Johnson is a small business owner in the supply chain industry and a freelance blogger for Vision Movers FL and other relocation companies. Through his experience and expertise in the business, he aims to help young, talented individuals become successful professionals.


How Business Leaders Can Leverage Tenacity

It was a year of hard knocks, for individuals and certainly for businesses, which struggled to survive as the COVID-19 pandemic spawned a weak economy that wreaked havoc on sales goals, performance goals, and profits.

But 2020 is now history and individuals and businesses both need to foster a new attitude if they hope to succeed, says Dr. Allen Lycka (, co-author of the international bestseller The Secrets to Living a Fantastic Life.

“If there is one attribute that determines success, it’s tenacity,” says Lycka, who for three decades was a cosmetic dermatologist, but today is a transformational keynote speaker, thought leader, and life-changing coach.

“While intelligence, hard work, and skill are important, it is tenacity and perseverance that ultimately make the difference in achieving success. Businesses that show those traits are the ones that will do well.”

In the process, though, those businesses and the people who lead them may need to shove aside any lingering pessimism brought about by the pandemic, and dig deep inside themselves for the optimism that dwells there, Lycka says.

Lycka is convinced tenacity resides in everyone and it’s just a matter of bringing it out. He suggests a few ways to do so:

Fix your belief system. Lycka says the No. 1 reason people give up – whether in business or other endeavors – is that they harbor false beliefs. They are certain that they can’t succeed because something – genetics, bad luck, some other factor beyond their control – is keeping them down. Businesses aren’t going to flourish with that type of fatalistic thinking, he says. He points out that in the bestselling book Outliers, Malcolm Gladwell wrote that becoming expert at something takes 10,000 hours of deliberate practice. In other words, tenacity. Of course, “deliberate practice” is a specifically defined term that involves goal setting, quick feedback, and constant efforts at improving. “Integral to this is to have a written plan and goals,” Lycka says. “Goals are dreams with a deadline.”

Be wary of naysayers. In business planning, as in life planning, it’s important to brush off the negative criticism from others. For example, someone determined to launch a new business might hear from naysayers that this is the wrong time or that the basic idea for the business is a bad one. “If you truly believe that your plan is a good one and that it’s what you want to do, then you should listen to yourself rather than others,” Lycka says.

Look for role models. One way to summon your inner tenacity is to choose role models who exhibit the traits you admire. “If you have role models who are tenacious, you can pattern yourself after them,” Lycka says. For individuals, that can mean looking to successful people who overcame odds or persevered despite encountering failure along the way. For businesses, it can mean studying how their best competitors thrived despite difficulties, or how the entrepreneurs they admire shrugged off setbacks to accomplish success.

“Thankfully, we all have what it takes to be tenacious,” Lycka says. “You can always build up your resolve by using some of these tips, but don’t forget that it’s been there all along. Everything you need, you already have. Just have to recognize it and work at it.”


Dr. Allen Lycka (, previously acknowledged as one of the leading cosmetic dermatologists globally for three decades – he is now a transformational keynote speaker, thought leader, life-changing coach, workshop provider and mentor. At the top of his career in 2003, he was crushed by a misdiagnosis of ALS (also known as Lou Gehrig’s disease) and was told he had six months to live. He defied the odds by finding another doctor who saved his life. A near death survivor, he discovered his “golden pearls” through the experience. He has now dedicated his life to helping others and provides answers in his international bestselling book, The Secrets To Living A Fantastic Life… Discover The 13 Golden Pearls Within, co-authored with Woman of Distinction Winner Harriet Tinka, who had a similar life experience, surviving death after being kidnapped, stabbed, and left for dead. The “Golden Pearls” are the commonality they discovered.