Richard Sherman is a supply-chain researcher and writer who edits the Global Links column for Supply Chain Management Review. Sherman's work addresses supply-network innovation and performance, including how leadership and management commitment can help organizations improve.
Supply networks and ecosystems are a senior-executive agenda for building commitment and competitive advantage.
Innovation is blocked by silos and internal contention, not by a shortage of ideas.
Sherman helped develop the first SCOR model with PRTM in 1996.
Check first: Ask for recent audience survey results or campaign outcomes for comparable supply-chain co-authored articles or webinars.
Main ideas
Supply networks and ecosystems are a senior-executive agenda · Innovation is blocked by silos and internal contention, not by a shortage of ideas · The column is a platform for other practitioners
Richard Sherman is a supply-chain researcher and writer known for editing the GLOBAL LINKS column at Supply Chain Management Review and for earlier work on the first SCOR model.
Their posts connect supply-network innovation with the leadership and cross-functional cooperation needed to turn ideas into performance improvement.
Follow their work for an executive-facing view of how supply chains can adapt and where organizational barriers get in the way.
Sherman links supply-chain strategy to the management choices that shape whether innovation takes hold.
In a post about a column co-authored with Bob Sabath, they point to silo management and conflict between functions as barriers that keep organizations from using market opportunities.
In a later post about a column co-authored with Dr.
Jack Crumbly, they frame supply networks and ecosystems as opportunities for senior executives to build commitment and competitive advantage.
Their GLOBAL LINKS editorial work also brings in other practitioners’ perspectives: they highlighted Karin Bursa’s advice on engaging CFOs to support operations innovation.
Together, these examples make their work useful to readers interested in both the design of supply-chain approaches and the leadership needed to put them into practice.
Their 2026 retrospective traces that interest back to the Supply Chain Council and the first SCOR model, which they say they helped develop with PRTM in 1996.
Richard Sherman argues that supply-network innovation depends on executive vision and management commitment, not technology or ideas alone.
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They identify silo management and cross-functional contention as barriers that keep good ideas from delivering performance, and point to shared frameworks such as SCOR and a scholarly industry journal as ways the profession has advanced. They also run the Global Links column as a platform for other supply-chain voices.
Supply networks and ecosystems are a senior-executive agenda
Richard Sherman’s column argues that opportunity and difficulty go hand in hand in supply networks and ecosystems, and that senior executives must act.
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In this framing, raising supply-network innovation, securing management commitment and moving an organization toward competitive advantage are management choices, not software features. They place this in a period of sustained disruption, referring to the 2020s as the “Roaring Twenties” and counting 2025 as Year 6 of the “Decade of Disruption.”
The January–February 2025 Global Links column in Supply Chain Management Review, co-written with Dr. Jack Crumbly, examines opportunities and challenges in supply networks and ecosystems—and how senior executives can use them to boost innovation, secure management commitment and drive competitive advantage.
The “Decade of Disruption” framing carries a theme Richard Sherman previewed in the November 2024 issue note, building on a supply-chain framework tradition they trace back to the 1990s.
Innovation is blocked by silos and internal contention, not by a shortage of ideas
Richard Sherman draws a sharp line between leaders, who have vision, and laggards, who miss the performance improvements innovation offers.
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The stated cause is not a lack of ideas, but a lack of vision to overcome silo management and intra-enterprise functional contention, which prevents organizations from using their people’s potential to pursue market opportunities.
The May–June Global Links column, written with Bob Sabath and promoted with the column PDF attached to the post, makes the case that leaders have vision, laggards miss innovation’s gains, and silo management and functional contention block associates from reaching their potential.
As Global Links editor, Richard Sherman commissions, introduces, and promotes other supply-chain writers rather than only publishing Richard Sherman's own arguments.
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A reader sees this in the choice of what gets amplified and in the handover of the column: Richard Sherman presents Karin Bursa as one of the more influential thought leaders in the field and attaches Bursa's first Global Links column as editor.
The November 2024 post promotes Karin Bursa's column on the perennial need for management commitment and Bursa's plan to persuade the CFO to become a supply chain "superfan" in order to spark innovation in operations — Bursa's argument, carried by Richard Sherman's editorial note. The January–February 2026 post then credits Bursa as editor and thanks the Supply Chain Management Review team for more than 25 years of giving a scholarly voice to what Richard Sherman calls "the unusual suspects."
Shared frameworks and a scholarly industry journal are how the profession advances
Richard Sherman treats durable progress in supply chain as an institutional project: agreed frameworks and a publication that reaches both practitioners and academics.
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They date their involvement to 1996, when, as research director for supply chain at AMR Research (now Gartner), they and PRTM founded the Supply Chain Council and developed the first SCOR model as a framework for supply chain innovation and performance improvement. Supply Chain Management Review is described as filling gaps in the vision of technology providers, practitioners, operations, planning and procurement staff, and academics; the effort is framed as “a journey without end.”
The January–February 2026 retrospective connects the 1996 founding of the Supply Chain Council and the first SCOR model with Richard Sherman’s years contributing feature content to Supply Chain Management Review and editing the Global Links column.
This is the strongest starting point for the historical claim and the work that makes Richard Sherman relevant in supply chain thought leadership.
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A newcomer sees both the long arc and the current editorial role.
In a January–February 2026 post, Richard Sherman writes that in 1996, while research director for supply chain at AMR Research (now Gartner), they and PRTM founded the Supply Chain Council and developed the first SCOR model as a framework for supply chain innovation and performance improvement.
The post also highlights their contributions to Supply Chain Management Review and their role as editor of the GLOBAL LINKS column, along with Karin Bursa's first column as editor.
For the linked column and PDF, ask for copies.
For brands planning a campaign
A co-authored article or webinar on supply network innovation can use SCOR and the Supply Chain Council as a historical frame, then connect that history to current supply network and ecosystem challenges.
It directly shows the collaborative thought-leadership format and the senior-executive audience.
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A newcomer can see the themes Richard Sherman develops with other experts.
A January 2025 post announces a GLOBAL LINKS column co-authored with Dr.
Jack Crumbly.
The post says the article examines opportunities and challenges in supply networks and ecosystems that senior executives can use to boost supply network innovation, create management commitment, and drive competitive advantage.
Ask for the full column.
For brands planning a campaign
For a supply chain software company, this closely matches the proposed co-authored article or webinar. The column's focus on senior-executive opportunities, management commitment, and competitive advantage can shape the outline and invitation.
It gives a clear sample of the problems Richard Sherman and collaborators address: leadership, organizational barriers, and innovation adoption.
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A May–June post announces a GLOBAL LINKS column co-authored with Bob Sabath.
The post says leaders have vision while laggards miss performance improvement from innovation, and that a lack of vision—especially around silo management and intra-enterprise functional contention—prevents organizations from unleashing associates' potential to embrace market opportunities.
Ask for the column.
For brands planning a campaign
A software partnership can focus on the organizational barriers that block adoption. The column's language can shape a webinar theme: turning vision into cross-functional supply chain execution.
It shows Richard Sherman writing, editing, and amplifying other supply chain voices.
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The column's subject matter is practical and executive-facing.
A November 2024 post highlights the GLOBAL LINKS column by Karin Bursa on the need for management commitment.
The post says the column lays out a game plan to persuade the CFO to become a Supply Chain superfan and spark innovation in operations.
Sherman attaches the PDF and points to the next column by Dr.
Jack Crumbly and Richard Sherman on the Roaring Twenties as Decade of Disruption Year 6.
Ask for the attached PDF.
For brands planning a campaign
A brand can propose a CFO- or executive-facing piece, or a moderated discussion, where Richard Sherman's editorial role adds credibility. Reuse the superfan framing only if the brand's audience matches that finance-and-operations conversation.
This is the role that ties the other selected pieces together.
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It offers a quick orientation, not a substantive article.
A short LinkedIn post announces that Richard Sherman is starting a new position as editor for the GLOBAL LINKS column at Supply Chain Management Review. Ask about the column's scope and format.
For brands planning a campaign
Partnership outreach should recognize the editorial platform at Supply Chain Management Review. A co-authored column or webinar can be positioned as work with an editor who already commissions and curates supply chain voices.
Supply-network innovation and ecosystems for senior executives1
Management commitment, framed around the CFO1
Leadership vision versus silo management1
Founding-era credentials: SCOR and the Supply Chain Council1
Supply-network innovation and ecosystems for senior executives
In the January–February 2025 Global Links column for Supply Chain Management Review, written with Dr.
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Jack Crumbly, Richard Sherman examines opportunities and challenges in supply networks and ecosystems. The column offers senior executives ways to advance supply-network innovation, build management commitment and move organizations toward competitive advantage.
Co-authored column for Supply Chain Management Review, promoted through a LinkedIn post that directs readers to the full edition at scmr.com.
For brands planning a campaign
This is the closest match to a supply-chain software brief: a co-authored article or webinar on supply-network innovation fits the column’s coverage, and its stated executive audience suits a thought-leadership placement.
As Global Links editor, Richard Sherman introduced the November 2024 column by Karin Bursa, which argues for sustained management commitment and lays out a plan to turn a CFO into a supply chain “superfan” to speed innovation in operations.
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This post promotes a contributor’s column rather than Sherman’s own writing, showing editorial taste and framing more than original argument.
For brands planning a campaign
A partner can reach decision-makers through the column’s editorial channel, while its recurring theme of management commitment offers a ready hook for executive-facing content.
Richard Sherman took over as editor of the Global Links column at Supply Chain Management Review, announcing the role in a short LinkedIn post.
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Sherman later handed the column to Karin Bursa, describing Bursa as one of the field’s more influential thought leaders.
Editorial stewardship: commissioning and introducing contributors such as Karin Bursa and Dr. Jack Crumbly, and co-writing some columns.
One post is a brief position announcement, documenting role and continuity rather than a supply-chain argument.
For brands planning a campaign
Working with Richard Sherman offers both authorship and access to an established editor’s pipeline; a brand could appear as a co-author or as a subject of the column.
Founding-era credentials: SCOR and the Supply Chain Council
Richard Sherman dates their involvement to 1996, when they were research director for supply chain at AMR Research (now Gartner) and, with PRTM, founded the Supply Chain Council and developed the first SCOR model as a framework for supply-chain innovation and performance improvement.
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A historical, reflective post tied to Supply Chain Management Review’s 25-plus years and framed as “a journey without end.”
For brands planning a campaign
Long-running framework work lends a partnership borrowed authority on supply-chain standards and maturity, useful for a software vendor’s credibility content.
The visible output is a steady cadence of LinkedIn posts, each attached to a Supply Chain Management Review issue or column PDF and directing readers to scmr.com for the full issue.
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Recurring framing includes the “Decade of Disruption” and “Roaring Twenties” series.
Issue-by-issue promotion: attach the column, name collaborators and the publisher, and direct readers to the full edition.
For brands planning a campaign
Distribution follows SCMR’s publishing calendar, so a campaign should plan around column deadlines and agree in advance how the sponsor will appear in post copy and attachments.
Richard Sherman's posts document their editorial role at Supply Chain Management Review and earlier supply-chain affiliations.
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Ask for disclosure of any current sponsor, affiliate, client, investment, or commercial partnership.
Supply Chain Management Review
Employment
Sherman says they started as editor of the GLOBAL LINKS column at Supply Chain Management Review, later contributing feature content and serving as column editor.
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Posts reference the November 2024 issue, the January-February 2025 issue, and a January-February 2026 issue.
Sherman says they were research director for supply chain at AMR Research, now Gartner, when they helped found the Supply Chain Council and develop the first SCOR model.
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They describe this as a historical employment relationship.
Richard Sherman's work offers a view of the executive side of supply chain thinking: why supply-network innovation stalls, and how management commitment and shared frameworks such as SCOR can unblock it.
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Explore it issue by issue.
Start with the Supply Chain Management Review Global Links columns they co-wrote with Dr.
Jack Crumbly and Bob Sabath, then follow the column they edit and assign to other writers such as Karin Bursa.
Reading the contributors they commission is as informative as reading the posts, since the editorial choices show which practitioner arguments are put before senior supply chain audiences.
Pair that with older material on the founding of the Supply Chain Council and the first SCOR model for the longer view of where these arguments come from.
Eva Ponce works the same profession-facing territory from a teaching angle, running MITx MicroMasters webinars in supply chain management and drawing on the same shift from analytics toward generative and agentic AI that supply chain leaders are being asked to plan around.
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The audience overlaps with the practitioners and academics Richard Sherman's column addresses.
Ponce teaches through academic programs and webinars, often with a named guest, and surveys the field with poll data from a large live audience. Richard Sherman works through an edited industry journal, framing arguments for senior executives rather than running an educational program.
Kevin Parkerson is a close format and subject match on the practitioner side: a host and organizer who produces interview content on global logistics and supply chain technology, and invests directly in bringing the next generation into the industry rather than only commenting on it.
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Parkerson's output is a podcast built on vendor and operator interviews, plus hands-on work taking students through industry events and career preparation. Richard Sherman's output is written column editing and co-authored executive-facing argument.
Carly Macmeikan covers supply chain transformation for large enterprise audiences, tying generative AI to specific supply chain processes and industry settings such as aerospace and defense.
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The subject matter overlaps with Richard Sherman's interest in what actually moves supply chain performance.
Macmeikan writes from inside a large consultancy, so the content centers on the firm's research, demos, and event presence, largely for regulated and industrial sectors. Richard Sherman's material is editorial and cross-industry, aimed at executives through a journal rather than a service provider's point of view.
For a supply-chain thought-leadership partnership, the available audience signal supports a niche professional placement, not a broad consumer campaign.
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The only measured audience figure published is Richard Sherman’s LinkedIn following: 8,756 followers as of October 9, 2026.
Their posts show a consistent editorial focus on supply-network innovation, leadership, and management commitment through the Global Links column at Supply Chain Management Review, suggesting relevance to supply-chain executives and practitioners.
Before committing, ask for recent audience survey results or campaign outcomes for comparable supply-chain co-authored articles or webinars, including reach, engagement, and any available job-title or seniority breakdowns.
A supply-chain software company wants a thought-leadership partnership, beginning with a co-authored article or webinar on supply network innovation.
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This is a strong fit, subject to two checks.
Why it fits.
Richard Sherman’s most recent collaboration described in the posts is the January–February 2025 Global Links column in Supply Chain Management Review, co-written with Dr.
Jack Crumbly.
It examines opportunities and challenges in supply networks and ecosystems that senior executives can use to lift supply-network innovation, build management commitment, and drive competitive advantage.
The topic, format, and audience match the campaign.
The May–June Global Links column with Bob Sabath offers a second editorial spine: leaders have vision, while laggards miss innovation’s performance gains; silo management and intra-enterprise functional contention keep organizations from using their people’s potential.
For a software vendor, that gives a product story a change-management context rather than making it a straight product pitch.
The January–February 2026 retrospective adds a credibility frame: Sherman writes that in 1996, as research director for supply chain at AMR Research (now Gartner) and with PRTM, they founded the Supply Chain Council and developed the first SCOR model as a framework for supply chain innovation and performance improvement.
A vendor selling supply-network planning or maturity work can use that history to open a standards-and-maturity conversation.
What the partnership buys.
The posts show Sherman co-writing columns and editing and introducing other contributors, including commissioning Karin Bursa.
A collaboration could reach an established editorial pipeline, not just one byline.
The promotion pattern is a LinkedIn post attaching the column or issue PDF and directing readers to scmr.com for the full edition.
Plan around Supply Chain Management Review’s issue calendar and agree in advance how the sponsor will appear in post copy and attachments.
Conditions.
First, audience scope: the only measured figure mentioned is Sherman’s LinkedIn following of 8,756, observed 9 October 2026.
That supports a niche professional placement, not a broad-reach campaign.
Ask for recent results from comparable co-authored columns or webinars before committing budget.
Second, review the underlying work: the posts cover five short LinkedIn posts, not the columns or attached PDFs.
Obtain the full January–February 2025 column with Dr.
Jack Crumbly and the May–June column with Bob Sabath to assess the original argument and writing.
Ask Sherman directly for commercial terms and whether they have webinar or live-event experience; the posts do not describe sponsorship or production offerings or mention webinar or live-event work.
When to choose a specialist
A last-mile delivery app wants a paid multi-channel creator campaign: short-form video, a newsletter sponsorship, and a driver-recruitment push aimed at gig-economy workers.
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This is a poor fit for specific reasons.
Format mismatch.
The posts show text-based editorial work tied to a print and online trade journal: five LinkedIn posts promoting Global Links columns and SCMR issues.
They do not mention video, podcasts, newsletters, short-form social content, or production credits.
The posts provide no evidence to source a video campaign or host-read newsletter.
Audience mismatch.
The subject matter is executive-facing supply-network strategy: opportunities in supply networks and ecosystems, management commitment and winning over a CFO, silo management, and functional contention.
It does not speak to gig drivers or a consumer delivery audience.
The only audience figure is 8,756 LinkedIn followers, with no occupation, seniority, geography, engagement, or viewership data.
Ask for an audience breakdown covering drivers or operations staff before considering a driver-recruitment campaign.
Editorial-role conflict.
Sherman is described as editor of the Global Links column, commissioning and introducing contributors.
A paid recruitment push through that role would place commercial solicitation alongside the editorial curation shown in the posts.
Ask how the editorial and commercial roles would be separated.
Commercial terms are unknown.
The posts do not mention sponsorship formats, rates, or an inquiry route.
Establish terms directly with Sherman; the posts provide no basis for pricing, deliverables, or timeline.
Before reconsidering the campaign, ask for examples of video or short-form work and a prior commercial campaign with measured reach or conversions.
A worked campaign example
A worked campaign angle for a supply-chain software company’s thought-leadership partnership: a co-authored Global Links column plus a companion executive webinar, built around the title theme “From vision to execution: closing the silo gap in supply-network innovation.”
Thesis.
Use the two Global Links arguments described in the posts as the article’s spine.
Open with the leaders-versus-laggards contrast and the silo-management barrier.
Move to the senior-executive framing of supply-network and ecosystem opportunities: boosting innovation, creating management commitment, and driving competitive advantage.
Close the historical loop with the 1996 founding of the Supply Chain Council and the first SCOR model as a standards frame for measuring maturity.
The vendor’s subject-matter expert supplies one concrete implementation example; Sherman serves as co-author and editorial guide.
Webinar.
A 45-minute session moderated by Sherman with the vendor’s expert and one practitioner.
Draw questions from themes in the posts: why management commitment stalls, how functional contention blocks adoption, and what executive sponsorship looks like in practice.
The CFO-focused “supply chain superfan” framing comes from a column by Karin Bursa, which Sherman introduced as editor.
It signals editorial taste and audience rather than Sherman’s own argument; attribute it accordingly.
Distribution.
Follow the promotion pattern in the posts: a LinkedIn post attaching the published piece and directing readers to the full Supply Chain Management Review edition, timed to the journal’s issue calendar.
Agree in writing how the sponsor will be named in the post copy and attached file.
The posts show Sherman editing and commissioning the column but do not describe placement terms, so do not promise guaranteed column placement.
Measurement and next steps.
Ask for outcomes from comparable co-authored columns or webinars—reach, engagement, and any job-title or seniority breakdown—and set the vendor’s baseline before launch.
First obtain the full January–February 2025 column with Dr.
Jack Crumbly and the May–June column with Bob Sabath to assess voice and argument quality.
Ask Sherman directly for sponsorship terms and any prior webinar work; the posts do not mention either.
For a supply-chain software vendor weighing a thought-leadership partnership on supply network innovation, Eva Ponce is the better choice when the deliverable is a live, registered webinar and the value is a built-in learning audience rather than a trade-journal column.
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The posts describe a MITx MicroMasters Program in Supply Chain Management webinar, “From Supply Chain Analytics to Agentic AI,” held with Vijay Sankararaman, described as Chief AI Officer at Novant Health and a former technology leader at Lowe’s and Walmart.
The post reports close to 900 live attendees and two audience polls: 482 responses on the most critical skills for future supply chain professionals (critical thinking 75%, creativity and problem-solving 65%, technology and AI literacy 57%, analytical skills 55%, adaptability 49%) and 538 responses on where professionals currently use AI (general productivity tasks 67%, data analysis and decision support 60%).
A vendor seeking measured participation and a clear frame—start with the business problem, not the technology, and build on analytics foundations rather than replace them—can use that structure rather than invent one.
The tradeoff is format and topic.
The documented channel is education tied to an MIT program, not a journal’s editorial column, so a vendor would enter a course-and-webinar agenda rather than a publication’s issue calendar and editorial pipeline.
Visible subjects include analytics-to-agentic-AI, forecasting, inventory, procurement, and workforce skills.
The posts do not cover supply networks and ecosystems, management commitment, or silo management—the specific territory of a campaign on those topics—and there is no equivalent of an editor who carries a byline, commissions other contributors, and reaches subscribers through a journal.
Ask for commercial terms; none are published, and no prior vendor collaborations appear in the posts.
For a supply-chain software vendor seeking an interview-format podcast or a talent-pipeline story rather than a co-authored article, Kevin Parkerson is the better choice.
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The strongest recent example is Episode #72 of Kev Talks Podcast: Real World Global Logistics, recorded live from the Gnosis Freight RV at TPM26.
Gnosis executives discuss container lifecycle management, data fragmentation, demurrage and detention, why visibility is now table stakes, and why data quality matters for AI.
It offers a concrete template a software vendor can reuse: a named company in the guest seat, a host who frames the conversation, and distribution across YouTube, Apple, Spotify, Amazon, and iHeartRadio.
The second post describes a scholarship day for five University of Central Arkansas students, including a morning preparation session, the NWA Supply Chain Trends Expo, and follow-up conversations with named industry people—a fit for campaigns aimed at early-career supply chain talent.
The tradeoff is control and audience.
An interview follows the host’s questions and closing takeaway, so a vendor’s message is shaped and interpreted rather than written and edited jointly; in the Gnosis episode, the published takeaway belongs to the host, not the sponsor.
The posts cover freight and logistics technology, visibility and execution software, and student career development, not the executive supply-network strategy themes of building management commitment, overcoming functional contention, and driving competitive advantage.
Repeated student-pipeline work also points to an early-career audience, unlike the senior executives a supply-network innovation program should reach.
Ask for sponsorship formats and rates; they are not published in the posts.
For a buyer needing an enterprise-consultancy voice on generative AI in supply chain, or whose vertical is aerospace and defence, Carly Macmeikan is the better choice.
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One post cites Accenture research that generative AI could automate or augment 58% of supply chain processes across design and engineering, planning, sourcing and procurement, production, and fulfilment, framing the finding as validation of long-held work in the area.
The other describes Accenture’s Farnborough International Airshow showcase, with live demonstrations of generative AI for supply chain resilience, engineering and manufacturing, aftermarket operations, and business development.
A vendor selling into aerospace, defence, or aftermarket operations gets an established industry event and a large consulting firm’s framing for its own product story.
The tradeoff is independence and recency.
Both posts promote Accenture’s research and events, so a partnership would read as corporate promotion carried inside another firm’s marketing rather than an independent editorial byline.
For a vendor that competes with or sells alongside consulting firms, resolve that structural conflict with the employer before any agreement.
The posts date from June and July 2024, the oldest in this comparison, and show the employer’s research and showcase rather than a track record writing about supply-network strategy.
Ask for current work and employer clearance; the posts do not establish whether Carly Macmeikan’s AI positions have shifted or whether commercial collaboration is permitted.
There is no published editorial role or third-party publishing pipeline for a vendor’s article.
Richard Sherman's five LinkedIn posts published from 2024 through January 2026, alongside posts from three comparison accounts, place the work alongside other supply-chain voices.
The posts describe or attach Supply Chain Management Review GLOBAL LINKS columns, issues, and PDFs rather than reproducing them, so statements about column content reflect what the posts themselves say.
The underlying columns and attachments are not included in the posts.
A LinkedIn follower count of 8,756 was visible on 9 October 2026.
The posts do not state audience composition, engagement, sponsorship terms, or whether Richard Sherman does webinar or video work; these remain open questions.
