All Forecasts Are Wrong W/ Michael Murray

“Just-in-time inventory is great when it's working, but when it stops working, it's a huge disaster because you don't have material staged and you don't have strategic reserves." — Michael Murray, Senior Director of Global Supply Chain, DSV Inventory Management Solutions For decades, manufacturers were told to keep inventory lean, reduce working capital, and trust just-in-time delivery. Then came COVID. The Suez Canal blockage. The semiconductor shortage. And now, growing uncertainty around tariffs and trade policy. Many companies responded by swinging hard in the opposite direction, building inventory "just in case." But carrying more inventory comes with its own costs, raising an important question: How do you build resilience without tying up unnecessary capital? In this episode of Art of Supply, Kelly Barner speaks with Michael Murray, Senior Director of Global Supply Chain at DSV Inventory Management Solutions, about how manufacturers are rethinking inventory strategy in an era of constant disruption. You'll hear: -Why the pendulum continues to swing between just-in-time and just-in-case inventory -Why trade policy is becoming an even bigger driver of inventory strategy than COVID -How companies can improve resilience without simply stockpiling more inventory -Why transparency beyond tier-one suppliers is becoming a competitive advantage -How consolidated vendor-managed inventory (VMI) can reduce costs while improving availability Whether you're responsible for procurement, supply chain, manufacturing, or operations, this conversation offers practical insights into balancing cost, resilience, and supplier collaboration in an increasingly uncertain world. #SupplyChain #InventoryManagement #JustinTime