In a livestreamed conversation earlier this year, Bart A. De Muynck, industry expert and CHAINge conference chair, described the event as offering a “goodie bag” of knowledge and tools that attendees can immediately apply to shape their supply chains. What specific actionable insights can participants of the 2025 edition expect to gain, particularly in navigating the logistics industry’s current challenges?

Abe Eshkenazi: CHAINge 2025 is all about moving beyond theory and toward concrete plans. Most importantly, the event offers a collaborative environment where attendees can learn together, finding innovative yet practical ways to enhance resilience, improve operational excellence and directly address the most pressing challenges in logistics today.

For instance, with increasing geopolitical volatility, attendees will learn how to diversify their sourcing strategies and effectively manage risks stemming from global conflicts, trade tensions and tariffs. We’ll also dive deep into technological transformation, exploring innovations such as AI, automation and advanced data analytics for smart decision-making and optimized operations.

Given the ongoing shifts in the labor market, CHAINge will also provide solutions for talent development, helping attendees address persistent shortages and adapt to the evolving demands of the logistics workforce. And of course, as the industry continues to prioritize environmental responsibility, participants will gain a clear understanding of how to implement responsible business practices in order to build ethical supply chains.

You’ve noted that supply chain roles have moved from the back office to the C suite. How is CHAINge helping logistics and supply chain professionals strengthen their strategic voice within executive leadership?

Abe Eshkenazi: ASCM has said for years — and it’s clearer now than ever — that the days of supply chain being stuck in the back office are long gone. We’ve seen a monumental shift where what we do is integral to the C-suite.

Attending CHAINge primes logistics leaders to amplify that strategic voice at the executive table. The event is specifically built to provide a broad perspective and teach professionals to sharpen their strategic edge by connecting the dots, bringing departments together and driving solutions that benefit the entire enterprise. And importantly, we know that you can’t talk strategy today without talking data and technology. ASCM has pushed for this for a long time, and CHAINge will be at the forefront, ensuring participants are fluent in the language of the modern C-suite. Attendees will come away prepared to make data-driven decisions that resonate upstairs.

Given the focus on resilience at CHAINge, what lessons from recent global disruptions, such as port congestion, geopolitical tensions, or inflationary pressures, are being directly addressed in the logistics sessions?

Abe Eshkenazi: We’re definitely tackling the hard lessons from recent disruptions at CHAINge. We’re exploring how to diversify shipping routes, boost digital visibility and build more flexible logistics networks. We’ll focus on resilient supplier networks, considering nearshoring and friend-shoring, in particular. And we’re building strategies for risk mitigation and cultivating deeper, more trusting partnerships. Our sessions also dive into optimizing costs across the board. That means smarter inventory management, leveraging technology for efficiency and using the supply chain as a strategic lever for profitability.

With AI and machine learning becoming more embedded in supply chain tech, how is CHAINge helping logistics professionals distinguish hype from truly deployable AI solutions?

Abe Eshkenazi: It’s very difficult to cut through the AI noise, but CHAINge is focused on helping attendees find workable AI solutions. We’re doing this by highlighting proven, practical applications and real-world case studies. A huge part of this is emphasizing data quality. AI is only effective with good data, so we’ll cover how to ensure your data foundation is solid. We also stress that AI should augment human expertise, not replace it, showing you how to build collaborative workflows. Finally, we advocate for a “crawl, walk, run” approach. Start small, get a win, and build from there.

Smaller logistics providers often don’t have the same resources as global players. Does CHAINge offer practical takeaways or support for SMEs trying to modernize operations on tighter budgets?

Abe Eshkenazi: Absolutely. CHAINge will focus on scalable solutions — technologies and strategies that can be implemented incrementally, growing as you see results. Optimizing existing processes and using affordable digital tools can make a huge impact without a huge investment. We’ll also emphasize collaboration and partnerships. Sometimes the best way for SMEs to gain advanced capabilities is through strategic alliances or shared services. CHAINge will feature case studies from successful SMEs that have modernized on tighter budgets, offering actionable blueprints. Innovation isn’t just for big corporations; it’s accessible and essential for every business.

The conference launched in Europe in June and heading to the U.S. in September. Have you observed any distinct regional priorities or challenges—Europe vs. North America—when it comes to supply chain innovation, logistics operations, or regulatory pressures?

Abe Eshkenazi: We’ve definitely seen distinct regional priorities between Europe and North America at CHAINge. In Europe, the big push is on sustainability and strict regulatory compliance. Think strong ESG standards and due diligence directives. The EU is also heavily focused on open strategic autonomy to build stronger internal EU capabilities.

North America, especially the United States, is leaning more into reshoring, nearshoring and strengthening regional manufacturing with Mexico and Canada. Here, the drivers tend to be cost efficiency, speed to market and mitigating geopolitical risk through proximity. Labor availability, like driver shortages, is also a more prominent ongoing challenge.

So, while both regions seek resilience, Europe is often driven by a regulatory and sustainability mandate, aiming for broader autonomy. North America prioritizes efficiency and self-sufficiency. The innovation is there in both, but the underlying motivations and specific applications can differ.

Looking ahead, what would you like the future “story” of CHAINge to be in 2026 and beyond? Is the vision to expand toward a global footprint, deepen specialization, or create ongoing, community-driven regional offshoots?

Abe Eshkenazi: Looking to 2026 and beyond, CHAINge’s will continue to be an essential, trusted partner for logistics professionals. We envision a future that strategically combines depth, community and thoughtful global reach. CHAINge will be where logistics leaders find specialized knowledge, a vibrant community and a globally informed perspective to drive their businesses forward. Our story is one of a continuous, dynamic ecosystem for supply chain excellence.