The year was 1894, and London had been dealing with the "Great Manure Crisis" for years, and the Times had predicted that every street would be buried under nine feet of manure. Urban planners needed help with what to do about the situation. New technologies in the form of motorized vehicles started to make a difference. Introduced on a massive scale, they allowed for easier transportation of goods and people throughout the city and reduced waste accumulation in public areas. Still uncertain about how this new technology would affect their society, urban planners decided to give it a chance and began introducing motorized vehicles into the city streets little by little until, eventually, enough cars were running around that the Great Manure Crisis finally came to an end in 1912. Little did anyone know then that this invention would continue to shape our world for centuries more to come — from Charles Lindbergh's first solo flight across the Atlantic Ocean in 1927 up until
Throughout history, humanity has strived to make our lives easier. We have gone from manual work to mechanic and analog processes to digitalized ones. Now, we are entering a third revolution that will change global trade and supply chain management as we know it: the transition from dissonance to resonance – or collaboration, as I would call it. Global trade and supply chains are essential to a business's operations, but they face several significant challenges today. The processes involved in managing these operations have traditionally been linear and one-dimensional. This has led to a silo-focused approach to planning and execution, with a singular focus on cost and quality provided by highly fragmented service and solution providers. This fragmented dissonance has severe limitations regarding agility, resilience, and sustainability – three factors crucial for global trade success in the 21st century. The current mindset of supply chain management is linear and one-dimensional;