Nanneke Blaak - Visscher

They describe a debate that put four developments on the table: SCM Command Center, Digital Supply Chain Twin, AI in S&OP, and Agentic Supply Chain.

• The room did not treat AI as the future by default.
• The useful questions were where tangible business value lies, what is mature enough to implement today, and what still needs to prove itself.
• Nanneke’s conclusion: the winners will not be organizations that adopt every new buzzword first, but those that can distinguish interesting technology from technology that improves decisions, resilience and execution.

The post notes that the voting boards showed both enthusiasm and healthy skepticism, and records the event’s recognition of Bas Groothedde for a pitch on local AI and graph technology.

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The examples they cite are connected workers, digital academies and GenAI-enabled manufacturing.

• Success depends on empowering people to adopt and scale new ways of working.
• Across the posts, supply-chain progress is framed not just as a technology purchase, but as a people, process and adoption challenge.

They group the speaker examples around a people-first message, rather than presenting product capabilities as the driver.

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They distinguish four types: geopolitical or geoeconomic disruptions, operational shocks, internal uncertainty that feels like a crisis to employees, and major strategic or cultural transformations.

• From leading teams through such moments, they draw a lesson: the response is less about pushing harder and more about reading the situation, tuning in and adapting.
• Sometimes an organisation needs direction, sometimes stability, and sometimes leaders who are present, listening and helping people navigate uncertainty.

They ask readers which type of crisis has most shaped their leadership, noting that crises test strategy and reveal leadership quality.

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Martijn Lofvers describes a maturity journey from Visibility to Peak Planning to Resilience Ridge, with visibility as the foundation, planning as optimisation and resilience as a long-term strategic advantage.

• Steven Van Belleghem calls on leaders to become a ‘friction hunter’, identifying and removing friction in processes, systems and collaboration.
• Nanneke presents both as lessons for supply-chain leaders and highlights Olena Vdovychenko’s account of continuing to serve communities in Ukraine as a reminder of what resilience looks like.

The post names startup challenge winner Konekti and several speakers, then asks readers whether visibility, planning or resilience will be the biggest challenge over the next three to five years.

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In a Warsaw reflection, they say they are exploring Director, VP or C-level opportunities in an international business environment.

• They highlight commercial leadership, product and go-to-market strategy, supply-chain and logistics innovation, and large-scale strategic, commercial and cultural transformation.
• The same open-to-work message appears in other posts, making it a consistent part of their public profile.

They describe visiting a friend who had just completed her first 100 days in a new role, standing atop Varso Tower and feeling renewed energy for the next chapter. They also list the executive roles and impact areas they are pursuing.

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A newcomer can see whether they push tools uncritically or ask what is implementable now—useful when deciding whether their commentary fits a buyer audience.

Nanneke Blaak - Visscher writes about an SCM Trend Diner where supply-chain leaders voted on whether four developments are real trends or hype: SCM Command Center, Digital Supply Chain Twin, AI in S&OP, and Agentic Supply Chain.

• They note there was no automatic “AI = future” consensus, and that the key questions were where tangible business value lies, what is mature enough to implement today, and what still has to prove itself.
• They name the people they debated with and note that Bas Groothedde won SCM Thought Leader of the Year for a pitch on local AI and graph technology.

For brands planning a campaign

A webinar could use this framing to help buyers distinguish implementable technology from vocabulary. The four topics make ready-made agenda sections, while the trend-versus-hype vote gives the audience an interactive format to repeat.

Readers can judge whether that lens matches their priorities.

A recap of a supply-chain event, organised around what Nanneke Blaak - Visscher chose to take away: Martijn Lofvers’s maturity path from Visibility to Peak Planning to Resilience Ridge; the role of people in technology adoption, through connected workers, digital academies and GenAI-enabled manufacturing; Olena Vdovychenko’s account of continuing to serve communities in Ukraine; Steven Van Belleghem’s call to hunt friction in processes, systems and collaboration; and Konekti winning the startup challenge. The post names many people they reconnected with and asks readers which of visibility, planning or resilience will be the biggest challenge over the next three to five years.

For brands planning a campaign

The post offers a template for co-created or post-event webinar content: choose a theme, credit named speakers, and end with a question that invites replies. The people named are also a starting list for guest or counterpoint speakers.

The four-part breakdown is the most structured argument in these posts.

After a Women in Supply Chain event, Nanneke Blaak - Visscher argues that “crisis” is not one thing, listing four kinds: geopolitical or geoeconomic disruption, operational shocks, internal moments of uncertainty that feel like a crisis to employees, and major strategic or cultural transformations.

• They say they have led teams through all of these and that the response is less about pushing harder than reading the situation and adapting—sometimes giving direction, sometimes stability, sometimes simply being present and listening.
• They add that crisis tests strategy and exposes leadership, and ask readers which crisis most shaped their own leadership.

For brands planning a campaign

The four crisis types give a transformation-and-resilience webinar a clear segment structure, while the closing question offers an audience prompt for a live session.

A personal post about a weekend in Warsaw, visiting a friend who had just completed her first 100 days in a new role, and standing at the top of Varso Tower. They also say they are exploring senior leadership roles at Director, VP or C-level in an international business, and list the areas where they want to create impact: commercial leadership, product and go-to-market strategy, supply chain and logistics innovation, and large-scale strategic, commercial and cultural transformation.

For brands planning a campaign

Their stated strengths—go-to-market, commercial transformation and supply-chain innovation—fit the proposed webinar theme. Before committing budget, ask them to confirm their current affiliation, availability and whether they will speak as an independent voice.

That pattern offers a useful signal of how open they may be to collaboration.

A pre-event post announcing attendance at inNOWvate 2026 in Amsterdam, built around the theme “Which Mountain to Climb?”. Nanneke Blaak - Visscher describes the theme as a reminder that success is about choosing the right challenge, with the visibility, resilience and planning to get there, and invites other attendees to connect and exchange ideas.

For brands planning a campaign

Event-adjacent collaborations—pre-event commentary, live posting or a joint session—fit how they already use LinkedIn. Their habit of tagging a wide professional network could also extend an event tie-in beyond their own followers.

The room did not automatically treat AI as the future.

• Nanneke focused on where tangible business value lies, what is mature enough to implement today, and what still needs to prove itself.
• The conclusion: winners will not be the organizations that adopt every buzzword first, but those that distinguish interesting technology from technology that improves decisions, resilience, and execution.

Event debate and voting-board format, followed by a written LinkedIn synthesis.

The post reports a discussion among attendees, not vendor-specific product evaluations or implementation evidence. Ask for those before using it to support product claims.

For brands planning a campaign

A supply-chain software company can use Nanneke as a panel moderator, webinar guest, or commentator, balancing AI enthusiasm with implementation skepticism.

• Their content would help buyers assess practical value, maturity, and readiness rather than repeat product categories.
• This suits a campaign urging supply-chain leaders to distinguish durable capability from short-lived hype.

Examples: Source 1

The recap highlighted Martijn Lofvers' maturity framework — Visibility, Peak Planning, Resilience Ridge — as a journey from foundation to optimization to strategic advantage.

• It also captured the event's people-first message, resilience stories, and startup challenge.
• The format is repeatable: attend an industry event, synthesize its main themes, credit speakers and organizers, and invite further conversation.

Pre-event promotion and post-event synthesis, with named speakers and themes.

The posts describe the event from Nanneke's attendance perspective; they are not independent conference reports or transcripts.

For brands planning a campaign

A brand can sponsor or co-create event-linked content, using Nanneke for conference recaps, panel moderation, or LinkedIn posts that translate event themes into buyer-relevant lessons.

• This suits top-of-funnel thought leadership for supply-chain, logistics, manufacturing, and transformation audiences.
• The event-specific framing gives a brand a concrete reason to engage beyond a generic leadership post.

Examples: Source 1 · Source 2

The post identifies four types: geopolitical or geoeconomic disruptions, operational shocks, internal uncertainty that feels like a crisis to employees, and major strategic or cultural transformations.

• Nanneke says the response depends on the situation — sometimes direction, sometimes stability, sometimes presence and listening.
• The central claim: crises test strategy and reveal leadership quality.

Categorization of crisis types, drawn from Nanneke's stated leadership experience, followed by a reader question.

The post says Nanneke has led teams through these moments but gives no employer names, dates, or independent verification. Ask for those details if they are material to the engagement.

For brands planning a campaign

A brand can use Nanneke for supply-chain resilience, change-management, or leadership content that helps audiences diagnose the crisis they face and the leadership response it requires.

• This is especially relevant to campaigns targeting women in supply chain, transformation leaders, and managers navigating disruption.
• The framework gives a webinar or article a practical structure instead of a generic 'resilience matters' message.

Examples: Source 1 · Source 2

Examples included connected workers, digital academies, and GenAI-enabled manufacturing.

• Success depended on empowering people to adopt and scale new ways of working.
• Across these posts, the recurring theme is that supply-chain progress is not just a technology purchase; it is also a people, process, and adoption challenge.

Event recap grouping multiple speaker examples under a common adoption theme.

The post summarizes conference presentations rather than presenting original research or measured adoption outcomes.

For brands planning a campaign

A software or transformation brand can position Nanneke as a speaker or author on adoption, workforce enablement, and change management.

• This angle suits campaigns explaining why implementation and people readiness matter as much as features.
• It also supports content for HR, operations, and supply-chain leaders bringing teams along with new systems.

Examples: Source 1

Nanneke describes visiting a friend who had completed her first 100 days in a new role, standing atop Varso Tower, and feeling renewed energy for the next chapter. The post says Nanneke is exploring senior leadership opportunities at Director, VP, or C-level in an international business environment, focused on commercial leadership, product and go-to-market strategy, supply chain and logistics innovation, and large-scale strategic, commercial, and cultural transformation.

Personal narrative combining professional reflection with an explicit search for an executive role.

The post includes an open-to-work message and repeated campaign-style sign-offs; it documents Nanneke's stated availability, not a confirmed appointment.

For brands planning a campaign

Brands considering Nanneke for a thought leadership webinar should account for their public narrative of an executive job search.

• The transition and reinvention framing can make a campaign feel authentic and current, but job-search posts are not evidence of a current employer or an established corporate platform.
• The strongest fit is a campaign about leadership transitions, transformation, and supply-chain career reinvention, where Nanneke's lived experience is central.

Examples: Source 1

They described the event topics, pitches and conversations they took part in; no fee, sponsorship or commercial agreement is stated.

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No commercial terms or ongoing relationship are stated.

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Burton White focuses on capturing experienced supply-chain judgment in AI systems and answering operational queries in TMS, WMS, and rate tools. Nanneke's posts synthesize industry themes and leadership or crisis lessons drawn from events.

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Natalia Dubnyak focuses on demand and supply planning, drawing on CPG examples such as Kraft Heinz, PepsiCo, and Coca-Cola Europacific Partners, and reflects on personal operations leadership. Nanneke's material covers broader event themes and transformation leadership.

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Carl Kallen's posts focus on traceability, RFID, the EU Digital Product Passport, and compliance architectures. Nanneke's commentary takes a broader view of supply-chain leadership and trends, with less regulatory and technology detail.

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White writes in the first person about four decades in logistics and sets out K³ — structured data, trusted analytics and the unstructured judgment that turns numbers into decisions — plus a three-part article series arguing that AI is the first tool able to capture what experienced supply chain people carry.

• A software company whose product claim is capturing expert judgment, succession of know-how, or making a new planner's first year look like a senior planner's fifth gets a tighter subject match than with Blaak - Visscher's event-framing material.
• The finished series also supplies three promotional assets and an established writing voice to reuse.

The work is tied to the RapidCanvas "Real AI Transformation" series, so the vendor-adjacent frame is already set and product claims need careful handling.

• The subject is narrower — knowledge capture and AI layered over existing systems — with no crisis taxonomy, maturity path or evidence of moderating or hosting a room.
• For a campaign focused on transformation-and-resilience framing at leadership-response level, this is a narrower substitute, not an equivalent one.

Examples: Source 1 · Source 2

Dubnyak's planning post starts with a plain question — where does AI fit when companies already run SAP IBP and comparable forecasting tools — and answers it with named CPG examples (Kraft Heinz, PepsiCo, Coca-Cola Europacific Partners) and five concrete planner benefits: detecting demand shifts earlier, predicting supply risks, optimising inventory, prioritising exceptions and evaluating scenarios faster. For a vendor selling into demand and supply planning, that is closer to buyers' daily work than a trend-versus-hype debate, and the closing audience question can be reused as the webinar poll.

The material is thinner on resilience and cultural transformation; the operations post is a reflective career update that cites The Goal rather than a tested framework.

• The company examples come from research rather than implementation work, so the presenter can describe what those firms are doing but cannot add firsthand detail beyond what the vendor's buyers could already read.
• There is no event-hosting or facilitation evidence, so the host company would need to carry more of the live-format work.

Examples: Source 1 · Source 2

Kallen's material covers the EU Digital Product Passport, cross-border audit readiness, RFID and real-time visibility, and turning compliance into competitive advantage.

• It is backed by a documented industry panel on the topic and a partner webinar on connected factories and asset utilisation.
• A vendor whose product is traceability, serialisation or operational visibility gets a specific, regulation-anchored webinar subject and a presenter already used to sharing a stage with partners.

The subject is narrower and more technical, so a campaign focused on resilience and leadership would need to drop that half or rebuild it around regulatory risk.

• The posts are tied to named vendors — Lyngsoe Systems and Beontag — and partner events, making it harder to keep the boundary between the host company's claims and the presenter's material clean.
• If a campaign needs a general audience of transformation leaders rather than compliance and operations specialists, this is a different webinar, not a substitute for the same one.

Examples: Source 1 · Source 2