Beyond Visibility: What Supply Chain Leaders Need To Stop Doing — And Start Doing

Supply chain leaders need to move beyond visibility and build structural agility. Peter Rio (Uber Freight) shares how to connect insight, orchestration, and execution.

Sep 15, 2026

What should supply chain and logistics leaders stop doing — and what should they start doing instead? That’s the question at the heart of a special Talking Logistics series featuring insights from sponsors of our Logistics Leaders for T1D Cure team. We asked each contributor to identify one practice organizations need to leave behind, what they should do instead, and how technology and service providers can help accelerate the transition. The following commentary is from our Mile Marker Sponsor, Uber Freight.

Agility is one of logistics’ most common promises, and one of its least defined.

For years, the industry has equated agility with better visibility — the ability to flag disruptions as soon as they occur. But seeing a problem and solving it quickly are two different capabilities, and that is the gap where many networks get stuck.

To remain competitive over the next few years, supply chain leaders must move beyond the status quo. Here is what organizations need to leave behind, where they need to pivot, and how the right partners can accelerate that transition.

The First Half of 2026: What’s Changed, What’s Worked, and What’s Next

The first half of 2026 has been anything but predictable. Tariffs, geopolitical tensions, AI advancements, changing transportation market conditions, and other developments have created new challenges — and new opportunities — for supply chain organizations. As we reach the midpoint of the year, we’d like to understand what has had the greatest impact on your organization, what has surprised you, where you’ve made the most progress, and what priorities will shape the months ahead.

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