Latest / Speaking of Supply Chain / Shifting Gears Into Better Fleet Management (Part 1)

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Shifting Gears Into Better Fleet Management (Part 1) · Speaking of Supply Chain

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You're listening to Speaking of Supply Chain, a meboch podcast. This is a
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show for logistics professionals looking to learn more about the latest innovations in supply chain.
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Each episode will feature a conversation on topics such as mitigating supply chain disruption
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and reducing risk, current automation trends, sustainability initiatives, and more. Let's
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dive right in. Hello, and welcome to Speaking of Supply Chain, where
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we explore trends, current events, and innovations impacting the logistics and supply chain
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industries. I'm your host, Ellen Wood. Today we are doing something a
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little bit different. So I recorded this podcast with Aaron Gilchrist of in Tellershift,
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and we had such a fantastic conversation and it went so long that we've
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decided to break this up into two different episodes. It was way too much
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to try to put to other for you listeners. As a single episode,
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you would have been here all day. So this episode with Aaron, we
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discuss vehicle fleets, safety, maintenance, electric vehicles versus gas vehicles, distracted
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driving. We get into some of the industries that are really easy and early
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adopters of some of this intelligence behind these fleet vehicles, and then in next
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episode, so in two weeks when that episode is ready, we're going to
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get a little bit more into some other topics like risk and liability protection,
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driverless vehicles and the capabilities that exist there, and a little bit into public
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transit and sustainability. Hello and welcome to Speaking of Supply Chain, where we
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explore trends, current events, and innovations impacting the logistics and supply chain industries.
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I'm your host, Ellen Wood. Today I have with me Aaron Gilcrest
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and she is the VP of Fleet Evangelization at Intellishift. Hi erin, good
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morning, How are you. I'm cold, it is so cold outside,
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so I am glad that we are inside and get to have a fun conversation.
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Today we're going to be talking about fleet management. Obviously you are an
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evangelist for it. I can't wait to hear a little bit more about what
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that is all about. I'm looking forward to our topic, but first let's
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take a quick break from supply chain topics and just get to know you a
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little bit better. So our ice breaker question today is what is the best
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piece of advice you've ever been given? I have kind of two that go
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hand in hand. If you judge people, you have no time to love
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them. It just edges out the love the judgment. So that's a big
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thing. And the other one from the same person both mother Teresa, is
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that we can all do great things. So, like, you know this
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idea that we're confined to what we're capable of, well, I think if
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you even define it, then you're limiting your capabilities. So and just like
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seeing all the amazing things she did with her feeble, humble, little tiny
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self changed the world. So yeah, so those are the two things I
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love to share because yeah, if we just all thought that way, the
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world'd be a better place. Oh of course I love it. Well,
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mine is not quite as philanthropic as yours, but it is up there.
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So one of my professional mentors that he was a supervisor in a previous position
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at a previous company, but he did so much to help me in my
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professional advancement. And one of the things that he even he told me and
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he was like, and you have to call me on this. What you
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allow is what will continue. And that is absolutely critical I think when it
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comes to our personal lives, when it comes to our professional lives, is
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whatever behavior we allow other people to get away with is what they're going to
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continue doing. So when yeah, I've heard that said, it's what we
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permit, you know, it's kind of it's giving people permission to keep doing
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that, and you're telling them that's okay with me, when maybe it is
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inner shouldn't be exactly. And so like when he would when he would call
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me or email me and say I need this now, I'm like, sorry
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that you need to give me enough time to do it, enough notice to
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do these things, and he's like, dang it, I shouldn't have told
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you that advice. So I used it against him. He's like, I'm
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eating my words right now. Love it. But that's a good one.
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Thank you for sharing that. All right, So getting into our conversation today,
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tell me a little bit about being a fleet evangelist. What does that
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consist of? Yeah, I know, I it's so funny because when I
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say it out loud, it's so funny. But what preface is that is
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VP of fleet right, fleet evangelism, and so I am super passionate about
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fleet and more specifically fleet safety, fleet sustainability. So I think that you
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know, the evangelism part is just that I get to do this right.
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I get to talk about my passions. I get to share my knowledge and
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experience. I get to talk to people with lots of knowledge and experience and
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spread the love so that fleet and safety and operations leaders can think about how
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they could run the safest and most efficient fleets. At the very same time,
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those go hand in hand. So I just get to do this,
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I get to talk about it. And so in my role at Intel Shift,
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there's kind of three facets. The one is I get to talk about
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it right. So I host a podcast called straight Talk on Fleet, and
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I do some keynotes. I have guests just like you, and we talk
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about everything fleet management. And it's so great. We're building this community where
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we can all grow and learn to get other. And then the second part
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of my job is I'm an inside sort of consult in the voice of the
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customer and Tellershift, I get to serve as you know, our in house
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fleet manager. So I'm running a fleet. I'm a fleet manager without a
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fleet, which is like a lot less stressful. And I get to advise
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like you know, sales and product and product marketing and product development and say,
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okay, here's how fleet managers need to work with data. See data,
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look at analytics and reporting. What alerts do we need? What do
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we want our interface to be like so UX and UI and CX and all
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the things inside. And then I also get to do that within for our
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prospects and our customers as like a free consultant to them, to you know,
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sit and talk about all things fleet with them and help them bring some
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of their visions to life, whether those be safety or efficiency goals, whatever
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they are. I get to help them do blueprints and write policies and social
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new tools and technologies inside their orgs. So loads of fun. Again,
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fleet manager without a fleet, it's the bomb, my favorite job and my
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other favorite job, so very fun. So what exactly are we talking about
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in terms of fleet management? You mentioned safety? Oh yeah, So I
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mean if you think about what a fleet is, right, So, any
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organization that has vehicles or equipment that performs jobs for them and helps them be
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successful in any way, shape or form, that's a fleet, right,
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And so properly manage a fleet, you need to think about that entire life
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cycle of the equipment, the asset, the vehicle. So from the design
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elements of that asset and how it's going to work for your business all the
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way through until you're going to retire everything in between. So think safety,
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fuel maintenance. You know, how is that vehicle legal on the road,
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So registrations and tolls and all the fun things that it takes to operate a
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vehicle, well anywhere in the world, but certainly here in the US on
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our roadways. So big job. And some fleet managers are managing parts of
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that. Some are managing all of that with their team. Others are even
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in charge of managing the drivers or operators of those assets, which really really
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gets into the whole safety and ergonomic aspects of that job. So I have
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been lucky enough to do kind of all of that in my past for a
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long time with a large fleet, and just developed a real passion for this
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whole idea of fleet management. So I have a little bit of a unique
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perspective. My husband used to work for a utility company and drove a fleet
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vehicle, so I've seen this on the personal end, or I guess on
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the user end, on the driver end, of all of the things that
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he had to do to maintain his vehicle to make sure that it was in
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compliance with you know, tire pressure or anything involved. You know, they
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had ladders on top of the vehicle, so he has to make sure that
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all of the equipment, the add on equipment that is built into the vehicle
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for its functionality was maintained properly and working properly, you know, taking it
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in for oil changes when that was due, and a lot of that was
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left up to the individual drivers and it sure it happens and it gets done,
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and he was very diligent about making sure, you know, the oil
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light came on, I need to get an oil change or it's been so
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many thousands of miles that this needs to happen. But having that as an
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app or a functionality within the business that keeps track of it ahead of time
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means that they don't have to, you know, get surprised with that notification
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that morning of him saying, hey, my vehicle says it's due for this
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service. Pull me out of scheduling for today. I need to go take
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care of it. It's more proactive. That should never be the case,
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right, So, you know, I think I love you know a lot
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about Fleetmatch. You're selling yourself story here. I think, you know,
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especially with utility. There's so much focus around safety because of the nature of
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their work, and so you think about if we could just make that is
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intuitive or as innate on the vehicle operation side as it is for that operator
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on the vocational side, you know, So when that comes together, that's
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really where I think fleet managers and organizations excel is when they can make it
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so easy for the operator or driver to be compliant with all those mission critical
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vehicle fleet to dos because that means safety and efficiency for the driver and for
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the organization and reduce risk and there's a whole list. And then if they
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could make that so easy so that that becomes second nature to the operator,
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then they can really focus on their vocational work and do that service for the
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organization and the best way possible and then get there every day on time,
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safely, and more importantly, get home hopefully in better shape than they started
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the day. And so that, you know, you definitely get it.
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And I think that leaving it up to the driver, gosh, it's just
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that those are ways of old, is what I like to say. I
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think, you know, it's there's so much opportunity again to make that really
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easy and really successful for organizations, so that aspect of the fleet manager,
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that human element and how we socialize these things is critical to whether they'll be
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successful or not sure well, And I think to some extent, and this
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may just be me personally, because as professionals, we know how busy we
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are and how many things are on our to do list. If I had
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to keep track of, you know, every time my car needed an oil
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change or my company vehicle needed an oil change and all these other things,
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that's extra things on my to do list, extra things to keep track of,
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and so, and they might not get done on time exactly, they
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might not get done on time, and then that puts the company at risk,
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not just the individual and their employment, but the company at risk if
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the vehicle is not maintained properly. So I know that there are probably organizations
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where they're thinking, Okay, if we put this particular piece of software in
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place to track all this, everyone's going to feel like it's big brother watching
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or that we're micro managing this process. But truly it's I don't have to
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think about this anymore. It's the alert that's going to come automatically, and
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it's going to alert the supervisors or the management. You know, these are
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the vehicles that need service this month, and these are the vehicles, this
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is how long they're going to have to be out of service, So how
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are we going to adjust scheduling, how are we going to adjust the workload.
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It really allows for that more strategic planning of the maintenance that needs to
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take place. And I mean, so far we're only talking about utility vehicles.
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Really we haven't even gotten into like long haul vehicles, where you've got
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to keep track of how many hours they've been driving and whether you know that
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got eaten up because they were stuck in a traffic jam for two hours.
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So there's so much at stake here when it comes to the management of vehicles
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out on public roads. Technology and data play a critical role in all of
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that. And I think that this day in the life of anyone driving a
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vehicle, it doesn't matter what they're driving, what their vocation is, what
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type of asset. If you build for safety first and think about that as
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an organization, I mean overall, culturally and certainly with the vehicle fleet,
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then all of the other things that we're talking about fall into line. Because
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the technology that we use to develop better drivers to avoid accidents, to get
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exonerated for things that are not our fault. All those beautiful things that the
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safety technology does, it also generates amazing data, and with that data you
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can do everything well. You can make sure that drivers are fueling where and
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when you want them to fuel. You can make sure that they're going not
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just getting things maintained, but getting it maintained at the right time, maybe
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at a shop that you need or want them to go to at a price
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that was negotiated by you ahead of time. So if you think about how
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all of this data can play into your day to day operations as a fleeter,
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safety or OPS leader, it can be very prescribed, and I think
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for a lot of fleet leaders it feel so out of control because the data
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isn't consolidated in one place, right, And when it's in one place,
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it can all speak to each other and it can tell you all those three
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to five things you need to know at any given time, sort of from
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a reactive point of view, like maybe I need to go talk to Ellen
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because last night she was speeding excessively and today I want to talk to her
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about that. Or it can be as per dayive and proactive as that never
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happened, You've never done that. But it can also be that data can
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also be used to develop some really predictive analytics to say, Okay, so
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I've got a fleet of pickup trucks and we're seeing these trends happen. These
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vehicles are built, you know, to last, and I've got you know,
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x percent of them failing at sixty five thousand miles this particular thing.
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Okay, then you can be proactive. You can talk with your OEM and
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say here's what we're seeing, here's the data, and then have them help
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you get those vehicles in for service, do a fix, maybe replace the
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assets all together. You can recover warranty costs. So there's just we could
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talk about all the ways that data and analytics help, but I think the
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key is when fleet managers have an environment where the data is in one place
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and it talks to each other, and it provides this outlook of what's important,
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now, what's important, and then what do I need to focus on
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the long term to meet my sustainability goals? For example. So many fun
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things to think about as you think about how tech safety technology might totally transform
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the way that you manage your fleet. So what does the new popularity of
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hybrid and e vehicles, how is that playing into this? Because I mean,
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obviously we were talking about you know, maintenance and gas costs, but
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now we've got battery life and charging stations, and it's a different animal.
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It's the same animal, but slightly different because you're not going to find a
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charging station at a gas station or charging stations as frequently as you find gas
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stations, at least not in the US infrastructure. Yet we're not there are
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vehicles being evaluated or not evaluated? Are they being tracked? Are they being
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maintained with this fleet management as well? Is it able to keep up with
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the newer vehicle technology. It is and all of that is being built in
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the vehicle where some of us have run or today manage fleets where we have
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to add additional equipment to our assets to do certain things, maybe track the
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temperature because it's a refrigeration truck right for the speed, or someone wearing their
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seatbolt, or all the fun things you can do literally almost everything, or
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you know, as someone idling. These vehicles are coming with onboard technology that
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can help to track all the things, especially when you think about evs and
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hybrids. You know what drivers I'll say fear the most is range. Can
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I get to where I'm going throughout the course of my day, Can I
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get back home ultimately charge, or can I get back to my depot where
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I'm going to charge and then drive my own vehicle home. These things are
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just a couple considerations as fleet managers dive into this, and again I'll go
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back to data. Fleet managers are using data from telematics to build the case
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for or not evs in their fleet. They're looking at where am I operating,
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how many miles am I driving? Who is stopping and going so batteries
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depending on the type of technology, you know, how can I run this
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vehicle and be operable and efficient in the same way I could with a gas
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vehicle or some other type of vehicle, And how can I be as efficient?
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And can I make it to all my customers? And can I make
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it through the day and not just make it through the day, but do
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that efficiently and safely with this type of assets. So they're looking at all
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the data from their assets they have today. They're evaluating that data and saying,
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okay, they can really hand pick the assets that are best to start
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their EV journey with. Right, they can say, this driver operates in
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this area, and so that is going to allow for a successful EV integration.
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There's places where they can charge, or they can get around in the
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day and get back home where they're going to charge, whatever the case may
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be. So fleet managers are in their toe in the water by using data
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from telematics on their current fleet to find the assets that are best suited for
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those replacement to EV type of scenarios. And that's how they're getting started.
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And then they're partnering with people in their cities, smart cities like here in
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Columbus, Ohio. They're partnering organizations are partnering with smart cities. So we're
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kind of creating this environment where people can share and learn together on how to
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make this transition. And it's not going to be for everyone, and it's
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not going to be now for everyone. Right, It's going to take a
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long time. And so those who think that this switch can happen quick even
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with government mandates, are can I say delusional? I can? They're mistaken.
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They're mistaken. I can say that because I can back that up,
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So I think again, it takes time and effort, but it can be
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done. And there are certain applications probably within every fleet around there, around
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the nation doing different types of work where Evie has a place or has a
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part in them. So we've talked about a couple different industries. We've talked
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about utilities, We spoke briefly about you know, long haul and some of
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those things. Now we're talking about you know, inner city or urban,
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you know, maybe last mile delivery. Are there any particular industries that have
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Obviously there are some that are big adopters that I could see utilities being one
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of them that it makes perfect sense for this to be something that they need
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to be in control of. When it comes to three pls and transport companies,
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obviously they're doing some sort of you know, collection of data and maintaining
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these vehicles. But what are some holdout industries that you're trying to get into
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that makes perfect sense and you're just banging your head against a wall trying to
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convince them that this is necessary, it's going to be beneficial, and at
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some point you're going to lose money if you're not doing this, if you're
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not keeping track of what's going on with your vehicles. Yeah, that's a
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great question. There definitely were some early adopters, you know, service fleets
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and what we're calling last mile now with service fleets that have always been operating
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in a very specific area, kind of doing consistent and repeatable things all the
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time. That's kind of how last mild delivery works. But when you think
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about industries thinking about making transitions to EV and to safety technology, this has
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been going on for a really long time. And to say that there are
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some that are holding out, absolutely, but I think it's more about they
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they're worried about a few things. It's hard to hire people and these last
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I mean name it. It's been five or six years maybe plus really challenging
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times finding drivers and vocational workers. And so there are organizations and there are
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industries I won't name them specifically who are holding out because they believe they're going
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to lose people. I would argue that that is a myth. I've been
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there, I've done it. We had that same fear in the organization I
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work for. But I think my story then and it's the same now,
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and I think it always will be. It's all about positioning, right,
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If you're genuine about what you're doing, and that's really around safety. If
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you care about safety and safe operation and you say it in the right way,
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the people that work for you will believe you. They have to know
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what's in it for them, and so the organizations that are doing that the
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best. I just interviewed Sharon Etherington. She's from Roach Industries. She gets
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it. They socialize things with their community of drivers in a great way.
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They have town halls. They're getting on calls and talking to drivers. If
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they hand someone an EV, it's not like Okay, good luck, No,
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it's let's talk about the technology we're giving you. It's a vehicle.
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It is tech. The vehicle's the most dangerous tool you'll give any worker in
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the world world. I don't care what their job is. If you give
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them a vehicle that is the most dangerous tool, and it's becoming more and
23:06
more dangerous because of distracted driving. So again, delusional if you think that
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safety technology is doing if your lack of adoption of safety technology is doing anything
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but hurting you, it's not about if. It's about when you're going to
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get railroaded by something that you should have expected, you know, I mean
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or been able to prevent been able to prevent. And it's like if you
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do the math, and the math's out there, but I can tell you
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that, Like, let's just talk distracted driving for a second. If you
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think about what's reported today, we believe that only about half of the accidents
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that are a result of distracted driving are actually being reported that way. So
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anyone who's listening, if you're like, I'm not sure we shef telematics or
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cameras, you need to talk about it. Another thing that's driving this Alan
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is insurance companies are going to their insured and saying we are not going to
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renew your fleet, or we're going to renew your fleet and at much higher
24:06
cost because you don't have safety tech in your vehicles. So the hand is
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being forced because the writing has always been on the wall, and it continues
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to be a more and more dangerous place to do business is on the roadways.
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So you know there are holdout industries not for long. We work with
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a lot of industries that intellishift and we have seen some of our customers in
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construction, utility, electric, hvac, et cetera. They're coming to us
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and telling us so maybe they have telematics with us, and they're using fuel
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and maintenance and they're using our big data platform. They're coming to us and
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saying, my insurance company is asking me to put cameras in my vehicles.
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Can you help me write a policy? And I'm like, I can,
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I can help you with that. And then it's about taking this policy and
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saying, hold on, we do need to write a policy and people need
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to understand it and sign it. Okay, that's no brainer, but it's
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more about you need a communication strategy so that the people that work for you
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will know that you're doing this. Not because the insurance guy said so,
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it's because the insurance guys what do they know? They know what they're paying
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for, and they're paying for accidents that could have been avoided, so or
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crashes, don't call them crashes. I don't even use that word accident anymore.
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But so they know and they're coming to you because it's inevitable that someone
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in your fleet is going to get in an accident, and whether they're a
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fault or not, how do you know? You have that tools and tech
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that can prove that. But it's the organizations who take that tart and say
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why are we really doing this. It's because we care. We want not
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only do we want to keep the workforce that we have, it is we
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want to attract. I think people look at it the wrong way. I
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think they're like, I'm going to lose people, we're going to quit.
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No, actually, you're going to keep them longer term, and you're going
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to attract more people to come and work for your organization because they will know
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that what you're doing is top of the line, state of the art,
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to make sure that they are safe, and they are safe from all the
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other crazies out on the road who are putting on mass scara, curling their
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hair, shaving, reading a book. I mean, go up, get
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a passenger and drive and tell me what you see. My kids used to
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say we used to count the people. We'd say, who's on their phone?
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You know what we do now is we count the people who are not
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distracted by something. And they are very few. And it doesn't matter old
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or young, just anyone. Everyone is. When they get in their vehicle,
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they're not thinking I need to just drive, so I mean, yeah,
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usually it's a commute or you know, an expected trip and they're trying
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to figure out what can I do to entertain myself during the time that I
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have to be in the car or in the vehicle. How about just like
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not kill themselves or someone else. That's that's a good goal. Let's do
27:07
that. It's true. And and to your point, you know, when
27:15
these policies are coming into play, when this is something new, it's reasonable
27:19
for the employees to think this is punitive. This is a punishment. I'm
27:25
being tracked, I'm being babysit, I'm being micromanaged. Why don't you just
27:30
trust me? And to your point, you know, it's not about trust.
27:36
I could trust those employees implicitly. But if and when something goes wrong,
27:41
whether it's that driver's fault or whether it's the fault of another person who
27:48
crashed into them, having the ability to say with certainty, my driver was
27:55
not at fault, this should not hurt their personal ability to get insurance.
28:00
This should not hurt their ability to maintain employment. This should not be something
28:07
that they are held personally liable for in the event of legal action. All
28:12
of these things show that, you know, we're able to protect these employees
28:18
from all of those outside potential influences. As you said, when it's inevitable
28:22
when an accident happens. We'll have everything in place to show that we were
28:27
doing exactly what we were supposed to do. We were not distracted drivers.
28:32
We were you know, maintaining the speed limit. We were in an appropriately
28:36
maintained vehicle, you know, for the driving conditions, and you know,
28:41
the seat belt was in place, there was you know, they weren't playing
28:44
on their phone, they were doing the driving. And so you've you've eliminated
28:49
all possibility of you know, legal action or retribution because you can prove it.
28:56
It's not a he said, she said anymore, right, And drivers,
29:00
guess what. Fleet managers don't have time to watch videos. Ever,
29:03
the AI and the technology only tells us what we need to know and only
29:08
when we need to know. And what we're seeing with our client base is,
29:12
I mean, people are from eighty five percent to thirty five percent plus
29:18
is how they're reducing their percentages by which they're reducing accidents. So the big
29:22
story here is for drivers is guess what, we're going to help you this
29:26
many more times. We're going to exponentially impact your chances of getting in an
29:33
accident in a positive way. So kind of like if and when that accident
29:37
happens, you know't we're covered. But it's more about you know again,
29:41
for some of our clients sixty percent, you know, we've reduced accidents by
29:47
sixty percent. Who can say that? What? People who adopt tools and
29:51
technology that help them do that. So again, it's a it's a shift,
29:53
it's a mindset. It really starts with organizations thinking about safety culture the
29:59
whole person, send vehicle fitness and driver and operator fitness. When they're thinking
30:03
about it in that way, it will span every aspect of their organization,
30:07
people sitting in chairs, people driving vehicles, name it. When you have
30:11
a safety culture, you'll start a true safety culture. You start to really
30:15
think about all those things collectively, more naturally and organically. And that's when
30:22
drivers and employees start to trust you and count on you as a partner in
30:27
their own safety and their own getting home from work safe every day. And
30:32
that's just to me, it's like a no brainer. Is it easy?
30:36
No? No, it's not. But is it a must right now?
30:40
Yet? It was a must a long time ago, but more so now
30:44
because the roadways are incredibly unsafe due to people who don't just get behind the
30:48
wheel and focus on the one thing they need to do at that time,
30:52
which is driving well. And another thing you had mentioned was that companies are
30:57
afraid that they will lose employees or not be able to attract employees. But
31:03
I think by having these protocols in place, it not only can attract employees
31:08
to your point want to make it home at the end of the day safely
31:12
and in one piece, but it attracts the right kind of employees. It
31:17
attracts the employees who you want to have on your team, who are conscientious
31:22
enough, who are able to focus on the job at hand, who are
31:25
not easily distracted, who are able to get the work done in the time
31:30
that they're supposed to get it done. It really is a matter of bringing
31:34
in the people and cutting out the ones who were trying to just you know,
31:40
have employment or get a job because of the paycheck. You want the
31:44
best people on your team, so you need to again, what you allow
31:48
is what will continue. That is the perfect advice that you shared earlier that
31:53
applies to everything that we're talking about today, especially when you think about like
32:00
organizational safety. It's like, you know, if you're not doing anything about
32:04
it, then what you're saying to your workforces, It's okay, it's okay
32:07
for you to drive like that too, it's okay for you to endanger yourself
32:13
and then and company property. Yeah exactly. And then the organization is saying
32:17
to themselves, we're like just throwing money, you know, if you want
32:22
to think about it that way. They're just they have a big bonfire going
32:25
all the time, and they're just tossing money into it, feeding the fire.
32:30
So yeah, it's like for me again, not easy, necessary now,
32:36
always has been. But I get excited. Of course. I know
32:38
my passion is undeniable. You know. When I say things like people have
32:44
their head in the sand and they're just delusional, I really mean that,
32:46
because it's just a matter of time, you know. And it was cool
32:52
I did. I was talking to a pest control person recently and this guy
32:57
had a very tiny fleet. I think he had like two or three vehicles,
33:00
and we were chatting about safety, and I loved his whole idea of
33:04
like whether I have one vehicle or I have ten thousand. He totally got
33:07
it. He was like, for me, the guy with three, I'm
33:10
doing great. I'm making it to my customers whatever. But if I didn't
33:15
have anything there to protect myself, I could have the kind of accident that
33:19
could put me out of business. Absolutely, and organizations need to think that
33:22
way as well. It's flip that. Now you get the guy with three
33:25
trucks who has a bad one and he's done, he's done, he's filing
33:29
for bankruptcy. Then you have the large fleet that is driving two hundred million
33:35
miles a year, the fleet that I managed drove plus that, you know,
33:37
hundreds of millions of miles a year, and then you just take that
33:42
risk and you multiply it, multiply it. Yeah, so doesn't matter where
33:46
you are, folks on your journey, now's the time I think for efficiency
33:51
and safety tech in your vehicles. Thanks and tune in next time for the
34:00
second half of our episode with Aaron and Intelishift, and we will be talking
34:06
a little bit more about what this looks like in terms of the oversight from
34:10
the driver's perspector. We're going to talk a little bit about risk and liability
34:15
protection. We talk about driverless vehicles and some of the capabilities there, and
34:20
public transit and sustainability and what information can be gleaned through all the data that's
34:24
collected, so stay tuned and we'll see you next week. Meeboch Consulting is
34:34
one of the largest and most globally recognized supply chain consulting, engineering, and
34:38
advisory firms. For nearly fifty years, we've helped clients achieve supply chain excellence
34:44
and sustainable competitive advantage across the entire spectrum of the supply chain by delivering improvements
34:51
and innovation strategically, tactically, and digitally. To learn more, visit meeboch
34:55
dot com. You've been listening to Speaking of Supply Chain, a meboch podcast,
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