Category: Chapter 11

Posts relating to Chapter 11

OM Podcast #43: An Interview with Mike Rich, VP of Supply Chain at American Water

In our latest podcast episode Barry and co-host Misty Blessly welcome Mike Rich, Vice President of Supply Chain at American Water, the largest regulated water and wastewater utility in the United States.

Mike Rich

Mike shares his fascinating career journey—from managing thousands of SKUs at Home Depot to driving strategic sourcing initiatives at Arizona Public Service—and how those experiences shaped his leadership approach today. The discussion dives into:

  • Building a customer-service mindset in supply chain
  • Challenges in talent acquisition and team growth
  • Negotiation strategies and risk mitigation in procurement
  • The role of AI and Agentic AI in transforming category strategy and operations

 

Read the full transcript

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Prof. Misty Blessley
Prof. Barry Render

 

OM Podcast #41: Healthcare Supply Chains

In our latest podcast Barry Render is joined by Misty Blessley, professor of supply chain at Temple University, to co-host a conversation with Jennifer Taylor, Director of Contracts at Universal Health Services (UHS).

Jennifer shares her journey to leading procurement and sourcing at one of the nation’s largest healthcare providers. The discussion covers the challenges of transitioning industries, managing purchasing across hundreds of facilities, and navigating the complexities of tariffs and product allocations in healthcare supply chains.

Jennifer Taylor

You’ll also hear about UHS’s innovative internship

Misty Blessley

program designed to build a pipeline of young talent in supply chain management—and how it’s already producing full-time hires.

 

Barry Render

 

TRANSCRIPT
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Guest Post: Cyber-Enabled Cargo Theft On The Rise

Temple U. Professor Misty Blessley shares her insights with us today.

In Chapter 11 of your Heizer/Render/Munson textbook, cargo theft is identified among many risk categories. Given tracking and tracing technologies along the supply chain, how is cargo theft possible? Because thieves can outsmart digital logistics technologies.

Victims Guy Fieri and Sammy Hagar recently had two semitrailers carrying roughly 24,000 bottles of their Santo tequila vanish en route to a warehouse in Pennsylvania. Valued at over $1,000,000, only 11,000 bottles were recovered. It was not a smash-and-grab hijacking. To manipulate the logistics process, the thieves orchestrated a high-tech ruse by creating false shipping companies, spoofing GPS signals, and sending phony mechanical breakdowns. The drivers were diverted to a fake warehouse, but believed they were following valid instructions.

In such schemes, criminals exploit fragmented and non-transparent logistics networks—double brokering loads, creating illegitimate carrier identities, and manipulating tracking data. Cargo theft incidents involving fraud are on the rise, with the food and beverage sector being a frequent target. Here are two examples:

Yogurt/Plant-based Milk Heist: A load of refrigerated yogurt and plant-based milk was stolen in a double-broker fraud. Criminals used a stolen motor carrier number and a fake email to win the job, then rerouted the load and held the broker’s reputation hostage, threatening losses unless paid off.

Energy Drink Heist: A shipment of energy drinks was stolen after criminals used email spoofing and fake carrier identities in which the fraudsters created a near-perfect replica of a trusted company. They listed themselves on online load boards, won the contract, and successfully arranged pickup of the shipment. The load was rerouted more than 1,000 miles off course following false delivery instructions.

Supply chain managers must treat theft risk as integral to their supply chain risk model. Here are three suggestions:
1. Vet every carrier who will touch your product, including subcontractors and brokers.
2. Use redundant tracking systems.
3. Protect high-value shipments by using escorts and incorporating real-time verification checkpoints.

Reducing this category of risk is increasingly essential in a world where clever cyber-enabled criminals can hijack not with force, but with deception.

Classroom discussion questions:
1. The 11,000 recovered bottles were eventually distributed for sale after being deemed in good condition. Do you agree/disagree with this decision? Why?

2. Of the risk categories identified in the textbook, which risk reduction tactics are also beneficial in reducing cargo theft? How is cargo theft different from the other risk categories?

OM in the News: China’s Rare-Earth Escalation Threatens the Global Economy

China’s newest restrictions on rare-earth materials would mark a nearly unprecedented export control that stands to disrupt the global economy and threaten the supply chain for semiconductors, writes The Wall Street Journal (Oct. 10, 2025). Chips are the lifeblood of the economy, powering phones, computers and data centers needed to train artificial-intelligence models. The rule also would affect cars, solar panels and the equipment for making chips and other products, limiting the ability of other countries to support their own industries. China produces roughly 90% of the world’s rare-earth materials.

A rare-earths production site in China

Global companies that sell goods with certain rare-earth materials sourced from China accounting for 0.1% or more of the product’s value would need permission from Beijing, under the new rule. Tech companies will probably find it extremely difficult to show that their chips, the equipment needed to make them and other components fall below the 0.1% threshold.

“These rare-earth minerals and the ability to refine them are just the basis of modern civilization,” said  one industry expert. “It’s an economic equivalent of nuclear war—an intent to destroy the American AI industry,” added a second. The U.S. and other countries are pouring hundreds of billions of dollars into data centers, making AI a key economic engine. China gaining control of the technology would potentially let it catch up in the AI race and upend the world order.

The semiconductor supply chain is vulnerable to actions like China’s because large chip plants require big capital investments from an ecosystem of companies providing specialized equipment, intricate technical processes and final packaging. Companies in the U.S., Taiwan, Japan and the Netherlands all collaborate with one another.

The Trump and Biden administrations have offered subsidies and other policies to aid the process, but domestic capacity generally remains in its infancy. Some analysts said the new rules will fuel new urgency for big tech companies to invest more in these areas.

Classroom discussion questions:

  1. Why are rare earths so important?
  2. Why doesn’t the U.S. produce and process the minerals needed?

OM in the News: How AI Consumes–and Saves–Energy in Transportation

We all know AI’s dirty secret: It gobbles up a huge amount of electricity—and spits out a large volume of greenhouse gases in the process. But what if using AI can also save energy?

AI has the potential to drastically slash energy demand across a swath of industries and cut down on their carbon emissions. And it may be so effective, writes The Wall Street Journal (Sept. 16, 2025), that it will easily balance out its own power demands and carbon emissions.

In our blog today, we discuss how AI is remaking transportation, planning routes and timetables.

AI-driven route planning has helped major U.S. freight companies cut fuel use in ground vehicles—in some cases by 5% to 10%—by simply lowering the miles they travel. The whole ground-freight industry could cut its emissions by 10% to 15% by using AI-led dynamic route optimization in all vehicles.

Getting stuck in traffic adds up to a lot of pointless emissions. AI-driven route planning has cut fuel use in ground vehicles as much as 10%.

AI can analyze traffic in real time, and is starting to get better at guiding vehicles away from busy areas, reducing the fuel wasted by stop-and-go driving.  (Sitting in traffic adds up to a lot of pointless emissions: Americans wasted 3.3 billion gallons of gasoline and diesel fuel in 2022—over 215,000 barrels a day of petroleum).

 Also, e-tailers cluster deliveries together to save miles traveled. A crucial form of routing goes on behind the scenes. AI-enabled logistics predicts what goods people will be ordering, and where and when. That way, e-tailers can stock their distribution centers according to probable local demand, which means fewer miles spent on deliveries.

Further, marine freight is using AI to calculate the best times for ships to “slow steam”—lower their speed—which can greatly boost efficiency: A 10% drop in speed cuts fuel use by 20%. Improving traffic at ports can also cut down on wasted fuel. Ships burn as much as 7-10 tons a day of fuel while anchored near ports, waiting for congestion to clear. AI-assisted programs help shippers lower the waiting period by timing their arrivals at port efficiently.

The International Energy Agency says the spread of AI in the transportation sector alone could slash 900 million metric tons of carbon emissions by 2035. In comparison, the agency expects emissions from data-center electricity use to rise to 300-500 million metric tons by 2035, up from 180 million metric tons today.

Classroom discussion questions:

  1. How might AI be used in the commercial aviation industry?
  2. How else can AI be of benefit to delivery firms like Amazon?

OM Podcast #39: AI, Sustainability, Cybersecurity, & Blockchain in Operations

We’re back with another exciting episode of the Heizer Render Munson OM Podcast! Today, Barry Render sits down with Dr. Subodha Kumar, Paul Anderson Distinguished Chair Professor at Temple University and Founding Director of the Center for Business Analytics and Disruptive Technologies.

Barry and Subodha dive into the transformative role of artificial intelligence in operations management, exploring how AI is reshaping sustainability practices, enhancing cybersecurity, and driving innovation in blockchain applications. Subodha shares real-world examples from industries like retail, dairy, and luxury goods, and discusses how AI is helping companies tackle greenwashing and improve supply chain visibility.

They also discuss the evolving threat landscape in cybersecurity, especially in logistics and supply chains, and how AI and IoT are both part of the problem—and the solution. Subodha also shares some powerful advice for students preparing for a future where AI will be central to every workplace.

 

Transcript
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Prof. Subodha Kumar
Prof. Barry Render

Guest Post: Teaching Supply Chain Risk Management Through the Risk Matrix

Dr. Andy Hill and Dr. Rosie Cole are both Senior Lecturers at the University of Surrey in the UK.

 

Supply chain risk management (Chapter 11) is critical, but often difficult for students to grasp. Risks can range from supply delays and demand shocks to extreme events like pandemics. A risk matrix is a visual tool to help firms prioritize  and understand potential risks, and then make informed decisions about how to manage them. Plotting likelihood against impact offers a simple way to see these uncertainties. Its color-coded heatmap (see Module G) makes it an engaging teaching tool.

But risk matrices are riddled with three problems:(1) mathematical compression. Because the scales for likelihood and impact are simplified, rare but catastrophic events often get downplayed. The extremes are squeezed into narrow categories, which means the true scale of a severe event is not represented accurately; (2) presence of ambiguous categories. The labels “low,” “medium,” and “high” are not always clear-cut, and the boundaries between them often overlap. Different managers could look at the same scenario and classify the risk differently, leading to inconsistent decision- making; and (3) false objectivity. Many risk matrices attempt to turn qualitative judgements into numbers, for example by multiplying likelihood and impact scores. While this looks precise, the numbers are often arbitrary and can give a misleading sense of accuracy.

Here are two straightforward fixes for supply chain risk managers: (1) drop the semi-quantitative version and stick with qualitative categories: (2) align categories with probability–impact logic. Using orders of magnitude for likelihood and clearer thresholds for impact makes the tool more reliable. As a classroom exercise, you could ask students to critique a flawed risk matrix, or redesign one so categories are consistent and meaningful.

Perhaps the bigger lesson is that people, not algorithms, make decisions. Managers often rely on heuristics and intuition when assessing risk. This makes risk perception an important teaching point. Why do some managers ignore low-probability but catastrophic risks? How does education or experience shape perceptions? These questions move students beyond the tool itself into understanding decision-making behavior.

For teaching OM, the risk matrix remains a useful entry point into supply chain risk management. It should be framed not as a perfect solution, but as a way to sort risks into acceptable, unacceptable, and “needs more analysis.” Educators can use the risk matrix to teach critical thinking about tools, not just how to apply them.

Guest Post: Building Resilient Supply Chains Through Sourcing Risk Management

Temple U. Prof. Misty Blessley shares her insights with our readers monthly.

In Ch 11 of your Heizer/Render/Munson textbook, the importance of buyer-supplier collaboration is discussed. In collaborative relationships, firms manage risk by working jointly to anticipate and address sourcing challenges, thereby fostering resilient supply chains. 

Hershey, the iconic American confectionary company, offers a compelling example of collaboration in action. Confronted with unprecedented cocoa market volatility, Hershey strengthened its partnerships with farmers, NGOs, and governments. Through its Cocoa For Good initiative, the company committed $500 million to improving sustainability and stability in the cocoa supply chain. This includes investments in farmer livelihoods, agronomic training, and expanded market access. Hershey’s desire to collaborate is rooted in the belief that a resilient supply chain starts with a resilient farming community.

Global coffeehouse chain, Starbucks, employs a similar collaborative model in the coffee industry. It’s Coffee and Farmer Equity practices enable direct engagement with producers across Latin America, Africa, and Asia to improve sustainability, productivity, and income generation. Starbucks operates regional farmer support centers, provides pre-harvest financing, and integrates ethical sourcing into its procurement decisions. These long-term collaborations help Starbucks secure a dependable supply while positively impacting over 400,000 farming families.

In contrast, Taylor Farms, a major North American producer of fresh-cut fruits and vegetables, exemplifies a different risk management strategy– backward vertical integration. Rather than relying on external suppliers, Taylor Farms owns and operates its farms in addition to its processing, packaging, and distribution facilities. By controlling the key upstream stages from seed selection to harvest, the company reduces dependency on independent growers. Its farm-to-shelf model demonstrates how owning the supply base can offer long-term resilience.

Transactional buyer–supplier relationships often reflect a zero-sum mindset, where one party’s gain comes at the other’s expense. In contrast, the strategies employed by Hershey, Starbucks, and Taylor Farms showcase the value of moving beyond transactional interactions in pursuit of win-win partnerships/ownership to manage sourcing risk and assure resilient supply chains.

Classroom discussion questions: 

  1. Hershey and Starbucks manage upstream risk through collaboration, while Taylor Farms does so through backward vertical integration. Both strategies aim to strengthen supply chain resilience. What unique challenges do the two approaches pose for supply chain managers?
  2. Transactional supplier relationships often focus on short-term cost savings rather than long-term stability. Based on the strategies used by Hershey, Starbucks, and Taylor Farms, what specific risks do transactional relationships present in building resilient supply chains?

Guest Post: Returnless Refunds–Cutting Reverse Logistics Costs and Building Loyalty

Prof. Jon Jackson

Prof. Jon Jackson at Providence College raises an interesting logistics issue.

In the evolving landscape of e-commerce returns, major retailers such as Amazon, Target, and Walmart are increasingly adopting “returnless refunds”—granting customers a full refund while letting them keep the item. Though quietly deployed, this strategy addresses operational inefficiencies and builds customer loyalty.

For retailers, traditional online returns impose heavy costs: shipping back, inspecting, restocking or disposing of items, and managing the reverse logistics infrastructure. By eliminating the return flow, retailers cut reverse logistics expenses, simplify operations, and reduce strain on reverse-channel storage and processing staff. Many retailers now use decision-making algorithms to determine return eligibility, factoring in item value, customer return history, resale potential, and handling cost.

According to a recent study cited by the Wall Street Journal (July 24, 2025), the benefits of returnless refunds go beyond just reducing logistics cost. It can also encourage positive reviews, repeat purchases, and stronger brand loyalty—especially when the retailer frames the decision around convenience or sustainability motives.

Despite its promise, returnless refund policies must be carefully calibrated against the risk of return abuse. In 2023, it was estimated that customers returned $743 billion worth of merchandise (or 14.5% of the products they purchased). Of those returns, roughly 14% were fraudulent, costing retailers $101 billion in losses. If customers believes they will receive a returnless refund, it could lead to significantly more fraudulent returns.

In summary, returnless refunds offer retailers a strategic, cross-functional tool that enhances both reverse logistics (a topic in Chapter 11 of your Heizer/Render/Munson text) and customer experience. However, to realize their full value, they must be guided by data, aligned with brand strategy, and protected against abuse.

 Classroom Discussion Questions:

  1. How do returnless refund policies affect different parts of the supply chain, and what trade-offs must companies consider when choosing to implement them?
  2. Should companies be transparent with customers about when and why they are offering returnless refunds? What are the ethical and strategic implications?

OM in the News: AI and The Last Mile

The final mile—the last leg of the delivery process where goods are transported from a distribution center or store to their ultimate destination—is one of the most critical and cost-sensitive components of the modern supply chain. A package could end up at the wrong address, shipments could be late due to traffic, or a thunderstorm could damage a parcel left out in the rain.

Now AI and machine learning are playing a greater role in predictive analytics, helping companies anticipate delivery issues before they occur and proactively adjust.  AI can design more efficient delivery routes, improve accuracy and the customer experience, and predict errors before they might happen, writes Material Handling & Logistics  (July 22, 2025).

A new McKinsey report found that in the last decade, about $80 billion in venture capital went to logistics startups, with on-demand last-mile delivery platforms getting the greatest share of those funds.

Last-mile routes typically involve multiple stops and individual small packages — rather than one truck delivering pallets to a single warehouse — making this supply chain segment difficult to manage efficiently and expensive for the businesses involved. Last-mile delivery makes up an estimated 41% of all logistics costs in the supply chain.

AI can be  used to plan routes based on factors such as traffic, delivery windows, estimated time per stop, and driver capacity, reports Business Insider (July 15, 2025). More efficient routes can lower fuel costs, improve density, and enable more deliveries in a day, increasing revenue for providers.  Amazon just announced Wellspring, which uses AI to analyze satellite images, apartment building layouts, street imagery, consumer instructions, and photos from past deliveries. It can recommend which parking spot or apartment building entrance a driver should use to drop off a shipment.

AI can also forecast the likelihood of issues for specific routes or deliveries. Then it can make decisions based on the patterns, like moving packages to different facilities or increasing rates on a certain route, so drivers will be incentivized to pick them up earlier in the day. UPS created AI-based DeliveryDefense to analyze historic factors such as loss frequency and delivery attempts. The AI then spots areas that could be targets for porch pirates in the future.

Companies that can balance cost efficiency with delivery accuracy will be best positioned to thrive in today’s environment of volatility and heightened customer expectations.

Classroom discussion questions:

  1. How can AI be used in last-mile delivery?
  2. What are the complicating factors in last-mile deliveries?

OM Podcast #37: Global Supply Chain Vulnerabilities

We hope you’re enjoying summer!  In our July podcast, Barry Render interviews Darrell Edwards, professor of supply chain at University of Tennessee Knoxville. Prof. Edwards has decades of industry experience, including at La-Z-Boy, a leading provider of home furniture, where he was Chief Operating Officer.  In this podcast Barry and Darrell discuss vulnerabilities in global supply chains.

Transcript

A Word document of this podcast will download by clicking the word Transcript above.

Dr. Darrell Edwards
Prof. Barry Render

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Good OM Reading: Successful Strategies to Deal with Supply Chain Disruption

In today’s volatile global environment, geopolitical upheaval has emerged as a defining threat to supply chain resilience — on par with natural disasters and the lasting effects of the COVID-19 pandemic. From shifting trade policies and tariffs to rising political tensions and regulatory unpredictability, these forces are disrupting global operations, raising costs, and reshaping supplier networks.

A new study conducted by Supply Chain Dive (July, 2025) reveals the
true cost of this disruption — and what leading companies are doing to manage it. The clear consensus: geopolitical risk is rising fast, and most organizations are not fully prepared. Seventy-eight percent of companies studied expect that the risk of geopolitical events will increase in the next two years, with the median revenue loss from supply chain disruption at 5%.

The findings challenge conventional thinking. The most widely used mitigation strategies aren’t necessarily the most effective. In fact, some of the highest-performing tactics are the least adopted — despite being relatively simple to implement.

The report explores the gap between strategy and success, offering a detailed look at how forward thinking companies are building geopolitical agility through smarter partnerships, more proactive policy engagement, and better use of data and technology.

Key takeaways include:
1. Geopolitical disruption is a major, growing threat to supply chains.
2. Financial and operational costs are substantial, as disruptions lead to higher shipping costs, material price volatility, and reduced supply chain efficiency.
3. Many organizations are underprepared for changes like tariffs and other trade policy shifts.
4. Top-performing strategies are often underutilized, these include relocating operations for geopolitical advantage, board-level compliance elevation, and policy-influencing activities.
5. Supply chain adjustments are underway, with half of the companies actively adjusting their supply chains to avoid countries impacted by tariffs, and 79% re-evaluating nearshoring strategies in response to geopolitical shifts.

Guest Post: Shipping Risks in the Supply Chain

Prof. Howard Weiss shares his insights with our readers monthly.

Table 11.3 in the Supply Chain Management chapter in your Heizer/Render/Munson textbook discusses supply chain risks and tactics to minimize the risks. One of the risks that is mentioned is that distribution containers can be damaged, delayed or lost at the following points:

  • Sitting at a container yard
  • Handling at a container yard
  • Loading or unloading onto/from truck, train or ship
  • Enroute on truck, train or ship

Consider the three major modes of shipping – sea, rail and road and their associated risks. Many trillions of dollars in goods are transported via all modes annually.

Maritime Shipping. Currently there are about 6,000 container ships in operation globally. The largest of these can carry 24,000 twenty-foot containers or 12,000 forty-foot containers.

During the last decade an average of 1,300 containers were lost at sea. In 2022, 661 containers were lost. In 2024,  576 containers that were lost. A notable cause of container loss is severe weather. In the 2024, three incidents off the Cape of Good Hope resulted in losses of 99, 44, and 46 containers, respectively. The region is known for its rough seas. However, due to Houti terrorists in Yemen, more ships are rerouting around Africa instead of passing through the Red Sea, increasing exposure to such risks. (About 1/3 of lost containers are eventually recovered).

Trucking. Every year in the U.S., 3.5 million truckers travel 200 billion miles carrying $720 billion worth of goods. This is more than any other mode of shipping. Shipping containers by truck presents a different risk profile. While containers are rarely lost entirely, they are susceptible to damage and may be involved in traffic accidents, potentially causing property damage or hazardous material spills. There has been an average of 100,000 truck crashes per year.

Train Transport. Rail freight in the U.S. accounts for $210 billion worth of goods each year. The risks when using rail transportation are very similar to those with trucks. The key risks are derailments leading to significant damage and delays, cargo damage or release of hazardous materials and logistical disruptions due to infrastructure failures or collisions. The average number of rail accidents over the past decade has been 1,850.  

Regardless of the mode of transportation, most containers are insured against loss and salvage operations will be conducted especially when hazardous materials are involved.

Classroom discussion questions:

  1. What was the most expensive shipping disaster in the past decade?
  2. What can be done to lessen trucking losses?

OM in the News: How China’s BYD Is Squeezing Suppliers in the EV Price War

China’s electric vehicle-makers are locked in a spiraling price war, writes The Wall Street Journal (July 14, 2025). Their suppliers say they are bearing the brunt.

The country’s biggest automaker, BYD, recently lowered the price of a starter EV to less than $8,000. To hit such low prices, suppliers say the company is squeezing them by demanding lower prices and dragging out payment periods.

BYD, or Build Your Dreams, often pays suppliers at first with an electronic IOU it calls D-chain (after the Dreams in its name). The suppliers may wait for the better part of a year before the notes can be cashed in. Such payment methods are a nightmare for cash flow. But suppliers fall into line, desperate to keep orders coming. Suppliers can sell the D-chain to a broker or bank, but that typically means losing percentage points of the face value to fees.

Overcapacity and lackluster consumer demand are driving the trend. China’s car business is one of many industries hit by a deflationary wave that threatens its economy.

The Chinese phenomenon is known by the word neijuan, which refers to a situation in which people work hard and compete fiercely without anyone getting ahead. Suppliers say they are now asked for price cuts as often as once a month. Carmakers like BYD are tightening their audits and demanding information on what suppliers pay for materials. They ask suppliers to submit electricity bills, worker records and other cost data to justify their prices. And carmakers go to the suppliers’ factories to check whether the reported number of workers on production lines is accurate.

“Market competition will grow fiercer in 2025, ushering in a final showdown, a knockout round,” BYD wrote, calling for a “concerted effort from our entire supply chain to achieve sustained cost-cutting.”

But the chairman of one large Chinese parts supplier penned an open letter  which went viral for capturing their concerns. “I have a dream that one day in China’s auto industry, leading automakers and large suppliers will have a social conscience,” he wrote.

Classroom discussion questions:

  1. Why is BYD using the D-chain system?
  2. What can suppliers to BYD do in response?

Guest Post: Bees in Supply Chains

Professor Howard Weiss, retired from Temple U., is the developer of the POM and Excel OM software that we provide free with our text.

In late May, a truck carrying beehives crashed and overturned in Washington state near the Canadian border. The crash resulted in the unintended release of 14 million bees. The truck was transporting roughly 450 hives with bee colonies in them with a collective value of roughly $160,000.

Following the accident, two dozen master beekeepers were employed in a coordinated effort to help with the recovery by reconstructing roughly 300 beehives one by one and capturing many of the honeybees. There was not a total loss of the $160,000 but there were significant losses due to the costs of labor for cleanup, restoration of the beehives and capture of the bees.

There was a loss of income for the bees’ services because the accident caused a delay in the supply chain for several different industries. The good news is that the bees that were not recaptured will form hives in the area and re- pollinate in northern Washington. In addition, the accident prompted authorities to create a bee response plan to be written into emergency management protocols.

The Food Supply Chain.  Bees are essential for several reasons. The obvious use of bees is in making honey. All the bees on this truck were to be used in the supply chains for food. Some of the bees on the truck were to be used to produce honey and some hives were to be rented out to farmers to be used to fertilize crops.
Bees are critical for pollinating over 90% of the world’s top crops including nuts, coffee, cocoa, tomatoes and almonds. Without bees, crops would not grow as well, which would mean lower yields and less availability. Crops that feed livestock would also be affected. Without bees, food availability and prices would rise.

The Medical/Pharmaceutical Supply Chain.  Bees and bee-related products have also been used medically for antioxidant, antimicrobial, and anti-inflammatory properties. Some of these uses have documented scientific support whereas others do not.

The Clothing Supply Chain. The textile industry would be affected since bees help with cotton production.

Other Supply Chains.  Beeswax, the wax bees secrete to build honeycombs, has been used for waterproofing, fuel, cosmetics, kitchen wrap, cooking, furniture polish, lubricant, sealing envelopes, bug bite balm and candles.