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In his new book The New (Ab)Normal: Reshaping Business and Supply Chain Strategy Beyond Covid-19, published today, MIT CTL Director Prof. Yossi Sheffi maps how companies grappled with the chaos of the Covid-19 pandemic and how they can survive and thrive as the crisis subsides. Sheffi pays particular attention to supply chain's role in helping companies manage and recover from the pandemic.

MIT Sustainable Supply Chains Director Alexis Bateman was interviewed by the Seattle Times:

“Some of the language is a little bit deceiving,” said Alexis Bateman, director of the MIT Sustainable Supply Chains Initiative. “Not to minimize the value of animal welfare, fair trade or fair wages,” but these attributes don’t necessarily have a direct impact on reducing emissions.

AgeLab's Bryan Reimer has been providing insightful commentary and context on Massachusetts's Automobile Right to Repair Law, the status of which Massachusetts voters will decide in November. He writes in an article in Forbes:

(Inside Science) -- A driverless car isn't driven by a person but is controlled by a system of sensors and processors. In many countries, tests of autonomous driving have been happening for years. Germany wants to permit driverless cars across the country by 2022. As the technology develops, researchers are continuing to explore ways to make the algorithms used to make driving decisions better, and roadways safer. Bryan Reimer is quoted,

Engineering and Supply Chain Management have traditionally been male-dominated fields. This is slowly changing. According to the “2018 Women in Supply Chain Survey” by Gartner, the average percentage of women in Supply Chain roles has increased from 35% to 37% over a three-year period from 2016-2018. During this same time period as well as before and after, the contribution of women at MIT CTL has grown considerably.

Alexis Bateman, Ashley Barrington, and Katie Date write in Harvard Business Review:

A handful of socially conscious major companies have long played a role in addressing racial injustice through supplier diversity programs that promote an inclusive approach to procurement. As the spotlight on systemic racism roils the United States, these programs are more important than ever, yet too few companies have them and many of those who do have allowed their diversity initiatives to become token gestures.

The award recognizes Saenz’s lifetime contribution to education in the industrial engineering and operations management professions.

Maria Jesus Saenz serves as the Executive Director of the MIT Supply Chain Management Blended Masters Program. Growing through her leadership, this pioneering program allows learners to combine the online MITx MicroMasters program credential with one semester at MIT to earn a Master’s in engineering in SCM. Dr.

Philip Kuai MLOG '07 leads first fully virtual investor roadshow to bring his company, Dada Group, to an initial public offering in New York.

Early this year, Philip Kuai MLOG '07 and his team were faced with a challenging decision about whether to continue on their pathway to publicly offer their company, Dada Group, in the midst of a global pandemic. While there was much uncertainty in the market at the time, the team’s perseverance and dedication paid off in June when Kuai rang the Nasdaq opening bell remotely from Shanghai, China, signaling Dada’s listing in New York.

MIT CTL Deputy Director Jim Rice wrote an article in Harvard Business Review along with Federico Caniato and Antonella Moretto of the School of Management of Politecnico di Milano.

A team of graduate students from across MIT, including MIT Supply Chain Management master's program alum Elizabeth Raman Grubbs, was awarded first place in the 2020 Patagonia Case Competition

Yossi Sheffi on China's position in the global trade ecosystem in the aftermath of the pandemic:

The innovative omni-channel supply chain models that have reshaped many parts of the retail industry continue to evolve in response to market changes. One of these changes is the increasing demand for grocery products ordered online, a trend reinforced by the COVID-19 pandemic that imposed restrictions on the use of physical stores for grocery shopping.

When you think about it, the spread of COVID-19 operates a lot like a supply chain. Ken Cottrill discusses looking at the outbreak in these terms:

To stop the spread of the virus, we must ensure that its supply chain fails. We can secure failure by using disruptors to prevent deliveries of the supply chain’s deadly freight. But not disruptors such as adverse weather that derail product supply chains. These are special disruptors that include masks, quarantines, and social distancing.

Bryan Reimer, Research Scientist at the AgeLab, was featured in a recent Forbes article about DriveSeg, an open dataset jointly released by the AgeLab and Toyota:

MIT CTL Director Prof. Yossi Sheffi reflects on one major difficulty of virtual communication in this moment:

COVID-19’s lockdowns have required people to replace much of the in-person communication they conducted at work — as well as with customers and suppliers — with virtual meetings on platforms such as Zoom, Teams, and Hangout. When the coronavirus crisis subsides, will people return to physical meeting places or cling to the virtual equivalents they have become familiar with?

It's been a wild year for freight so far, as Chris Caplice noted in an interview with Overdrive:

Chris Caplice discussed the current state of the freight spot market with Supply Chain Management Review:

Chris Mejía Argueta, Alexis Bateman, and Ken Cottrill detail a new trend in food supply chains:

The COVID-19 crisis is shining a light on the vulnerabilities of food supply chains as well as opportunities to develop inventive ways to deliver fresh foods like fruit and vegetables from farm to table.

Yossi Sheffi speaks with CIO Journal and Wall Street Journal.

“Given these constraints,” wrote MIT professor Yossi Sheffi, “the words of General Dwight Eisenhower ring true: Plans are useless, but planning is indispensable.” 

Joseph Coughlin writes: Everyone wants an answer to one question — and they want it now. When do we get back to normal? It has been three months. Politicians and pundits argue. Experts debate. Still no answer. Everyone wants an answer to one question — and they want it now. When do we get back to normal? It has been three months. Politicians and pundits argue. Experts debate. Still no answer. Get over it. There is no getting back to normal. There is only a new normal — one that has been coming long before COVID-19.

Yossi Sheffi writes: When companies cannot meet the full demands of their customers, leaders need to set clear decision criteria and the mechanisms to back them up. The COVID-19 pandemic has upended normal life and many supply chains. Between hoarding (such as toilet paper), unexpected demand surges (such as yeast, for baking), and spot supply shortages (because of factories or warehouses closed due to infection or mandate), some products are in short supply.

Christopher Mejía Argueta speaks with Univison about the current state of the food and grocery supply chains. Watch below (in Spanish):

When the coronavirus began to spread, it was common for grocery stores to limit toilet paper to one package per customer. Now some stores are placing caps on packages of beef, pork, and chicken. Yossi Sheffi, director of the MIT Center for Transportation and Logistics, talks to host Krys Boyd [of NPR's Think podcast] about how COVID-19 is impacting the U.S. food supply chain and what that means for your family’s shopping list.

Kai Trepte, Jim Rice, and Walid Klibi discuss how sales and operations planning can be adapted to be more resilient in the face of disruption:

Most sales and operations planning (S&OP) processes do a good job of increasing supply chain efficiencies and reducing costs. But they often don't handle major disruptions well. Here's how to make the process more resilient.

Joseph F. Coughlin writes: COVID-19 is shaping Gen Z's attitudes toward all institutions, government, employers, experts & brands. The contagion is also forging Gen Z's view of traditions, having children, retirement even globalization. COVID-19's impact isn't in a year or two, it will be in decades, and Gen Z is its vector. My daughter stares into the screen. This is not just another TikTok moment. She is in her high school English class; this is education, COVID-19 style.