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From Pushback to Progress: Turning Digital Doubters into Believers · Speaking of Supply Chain

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  Speaker 1: You're listening to Speaking of Supply Chain, a Meeboch podcast.
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  Speaker 1: This is a show for logistics professionals looking to learn
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  Speaker 1: more about the latest innovations in supply chain. Each episode
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  Speaker 1: will feature a conversation on topics such as mitigating supply
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  Speaker 1: chain disruption and reducing risk, current automation trends, sustainability initiatives,
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  Speaker 1: and more.
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  Speaker 2: Let's dive right in.
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  Speaker 3: Hello, and welcome to Speaking of Supply Chain, where we
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  Speaker 3: explore trends, current events, and innovations impacting the logistics and
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  Speaker 3: supply chain industries. I'm your host, Ellen Wood. As we
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  Speaker 3: enter twenty twenty five, the logistics and supply chain sectors
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  Speaker 3: are navigating a landscape marked by rapid technological advancements, evolving
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  Speaker 3: customer expectations, and significant geopolitical shifts. In this dynamic environment,
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  Speaker 3: businesses must adopt forward thinking strategies to enhance their resilience
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  Speaker 3: and adaptability. In today's discussion, we will delve into actionable
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  Speaker 3: planning initiatives across one year, three year, and five year horizons,
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  Speaker 3: equipping organizations to proactively address emerging challenges and seize opportunities
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  Speaker 3: in the evolving supply chain landscape. Today, I am joined
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  Speaker 3: by Ron Crabtree and Mike Brown. Welcome, gentlemen, thank you
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  Speaker 3: for joining.
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  Speaker 2: Hello.
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  Speaker 3: So I am really looking forward to our discussion today.
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  Speaker 3: It promises to be very interesting. We are going to
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  Speaker 3: talk about planning and what is going on with organizations
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  Speaker 3: as they are trying to figure out what they're going
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  Speaker 3: to do for the next one three five years. A
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  Speaker 3: lot has been changing, so let's get into a one
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  Speaker 3: year planning horizon, so immediate adjustments. Things that they need
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  Speaker 3: to be doing right now for twenty twenty five, and
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  Speaker 3: that might be addressing short term labor shortages or adapting
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  Speaker 3: to new investments infrastructure that has come about in recent months.
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  Speaker 3: How can they address those labor needs, especially if immigration
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  Speaker 3: policies change.
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  Speaker 4: There's a lot of pieces to that. If you'd like
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  Speaker 4: me to go first.
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  Speaker 3: Knowledge, sure, why don't you start.
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  Speaker 4: Us on a lot of pieces to that. So I'll
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  Speaker 4: get it started, and then we're going to bring Mike
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  Speaker 4: in here as it happens. You know, we're actually in
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  Speaker 4: the middle of doing a study for manufacturing in general
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  Speaker 4: about how to cope with what we're calling the forever
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  Speaker 4: labor shortage and the fact that across the board and
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  Speaker 4: supply chain being the integra to that. You know, it's
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  Speaker 4: North America. The growth of the workforce is going down
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  Speaker 4: every year, it's not going up, so it's going to
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  Speaker 4: become even more acute almost every western country. And we
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  Speaker 4: kind of got started with this study. We've got sixty
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  Speaker 4: five different things. You might look at these sorts of categories,
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  Speaker 4: right being the employer of choice, workforce development strategies both
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  Speaker 4: the development and workforce planning, public private partnerships, business process outsourcing.
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  Speaker 4: You're an offshowing digitization of work, digital transformation, use of
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  Speaker 4: interim part time talent to fill the gap, and then
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  Speaker 4: traditional management consulting to plug and play in certain places,
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  Speaker 4: and then finally accelerated continuous improvement. Think about good old
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  Speaker 4: fashioned me in six sigma identify the ways and get
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  Speaker 4: rid of it as quickly as you can, which would
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  Speaker 4: be kind of a short term thing you could do.
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  Speaker 4: So those are kind of like the categories we think
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  Speaker 4: about short term. Within the next year, a few things
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  Speaker 4: popped into my head and one of the things I
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  Speaker 4: thought is really important to look at that can turn
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  Speaker 4: quickly is digitization of work. And there's a lot of
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  Speaker 4: talk about AI and in the workplace, we focus in
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  Speaker 4: on supply chain organizations and logistics. For example, I have
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  Speaker 4: on my own podcast called metapod go tomount experts dot com.
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  Speaker 4: There's a button for a metapod and I have thought
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  Speaker 4: leaders come in and talk about the three common challenges
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  Speaker 4: that tangible ghosts organizations face. So I actually had Derrek
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  Speaker 4: Brownie with uber Freight one of my guests, and he
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  Speaker 4: specifically wants to talk about the application of AI digitization
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  Speaker 4: the end the logistics industry. And one of the things
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  Speaker 4: he said that really kind of got my attention is
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  Speaker 4: you've got to look at what's consuming people's time and
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  Speaker 4: take away the non meaningful work very quickly. And there
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  Speaker 4: are technologies and they're merging quarterly that can be used
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  Speaker 4: to plug and play and tackle critical elements of what
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  Speaker 4: the workforce is tied up doing. They can free up
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  Speaker 4: the resources. Something I heard recently that was pretty cool
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  Speaker 4: is AI is going to take over all of the
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  Speaker 4: work for pledging folks, And the answer is really null.
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  Speaker 4: But then the statement was made, Okay, so it's AI
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  Speaker 4: with people is going to outperform people without AI. I
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  Speaker 4: thought that was pretty insightful. So I'll take a breath here.
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  Speaker 3: And that Mike jump in I want to jump in
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  Speaker 3: really quick. I actually went to a conference, a marketing
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  Speaker 3: conference a couple of weeks ago, and the same thing
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  Speaker 3: came up when it comes to AI and taking over
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  Speaker 3: the jobs or the tasks that need done. And as
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  Speaker 3: much as we hear that AI is going to take jobs,
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  Speaker 3: it's not going to take jobs. It's going to help
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  Speaker 3: the people do it more efficiently and effectively, and the
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  Speaker 3: people with AI experience are going to take the jobs.
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  Speaker 3: It's not going to be AI on its own. It's
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  Speaker 3: going to be the people who know how to harness
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  Speaker 3: it and get the best out of it. So I
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  Speaker 3: wholeheartedly agree. How about you, Mike, what do you think?
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  Speaker 2: I think the AI is going to have an interesting
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  Speaker 2: play right, and I think it's there's going to be
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  Speaker 2: a paradigm shift in regards to the workforce related to
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  Speaker 2: the adoption of AI. Right, I think AI has got
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  Speaker 2: strong applications. I don't think it's going to be a
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  Speaker 2: huge displacement of workforce other than I say a paradigm
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  Speaker 2: shift of that workforce and their skill set. Right, jobs
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  Speaker 2: will be become quicker, more nimble, you can do more revisions,
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  Speaker 2: more automation being used towards that the one thing that
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  Speaker 2: I other than AI though, and we talk about general
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  Speaker 2: automation of work tasks. Of the things I have as
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  Speaker 2: a call out is as we look at the labor
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  Speaker 2: force today and we're continually displacing labor force with general automation.
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  Speaker 2: And for example, think about going into a home depot
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  Speaker 2: or lows today and you've got all these self checkouts, right, Well,
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  Speaker 2: we displaced a certain band of labor requirement in the workforce.
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  Speaker 2: And I would never say that those jobs that were
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  Speaker 2: being done were career type jobs, but they were stepping
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  Speaker 2: stones or they were a second monetary income to create
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  Speaker 2: some better liquidity for the family income, right so part
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  Speaker 2: time fulfillment things like that. As a working class, we're
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  Speaker 2: eliminating those jobs. And now what do people do for
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  Speaker 2: that gap right where they needed a little lecture or
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  Speaker 2: you get a college student that's trying to pay his
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  Speaker 2: way through. So I think it's going to be very
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  Speaker 2: interesting to see where we've raised the wages to now
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  Speaker 2: allow us to offset the cost of automation, and now
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  Speaker 2: automation is being placed into those manual jobs. And I
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  Speaker 2: think it's going to be an interesting what we leave
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  Speaker 2: behind now that we've eliminated those jobs in the workforce.
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  Speaker 3: It's a great point. So aside from labor, there are
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  Speaker 3: some other aspects for a one year planning horizon that
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  Speaker 3: organizations should keep in mind, especially given some recent changes
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  Speaker 3: in the US landscape, the political landscape, and that's going
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  Speaker 3: to be some environmental regulations. We've talked about that a
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  Speaker 3: few times on this podcast with some different guests. But
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  Speaker 3: given the changes from the recent election, what are some practical,
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  Speaker 3: maybe short term steps that companies can take to stay
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  Speaker 3: compliant with some of these new sustainability requirements that are
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  Speaker 3: going to very likely start imposing regulations on the way
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  Speaker 3: companies go about doing business.
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  Speaker 2: I see a couple of things there with sustainability, right.
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  Speaker 2: I think US North America is behind Europe in regards
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  Speaker 2: to sustainability efforts. And I think it's a culture change,
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  Speaker 2: right that we're looking at. But I think people are
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  Speaker 2: concerned about it, they want to do better. But yet
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  Speaker 2: companies there's a cost of business, right. I think short
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  Speaker 2: term what they're looking at is, hey, are there initiatives
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  Speaker 2: that I should be looking at that could potentially also
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  Speaker 2: have a reduction in my cost. So looking at things
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  Speaker 2: like electric vehicles, getting rid of your inside the four
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  Speaker 2: walls of your warehouse, switching from pro paane trucks to
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  Speaker 2: electric trucks and things like that, and now you've got
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  Speaker 2: newer battery technology coming out which makes those even better. Right,
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  Speaker 2: looking at supply chain management and sustainability practices there and
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  Speaker 2: starting to push a little bit on your vendors in
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  Speaker 2: regards to, hey, I need you to be a little
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  Speaker 2: bit more greener in regards to what you're doing upstream,
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  Speaker 2: because I'm going to rate myself in regards to my
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  Speaker 2: supply chain also. So I think some of those initial
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  Speaker 2: what we call immediate term things that they're going to
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  Speaker 2: look at is where can they drive and pick up
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  Speaker 2: some low hanging fruit related to cost, where the initiatives
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  Speaker 2: make sense. I think the longer term ones are going
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  Speaker 2: to be down the road in regards to what makes
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  Speaker 2: ethical sense in regards to what I need to be
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  Speaker 2: as a company moving forward. And I think we're going
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  Speaker 2: to see evolution for companies in regards to their strategies
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  Speaker 2: and things like that. But I think that's more mid term,
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  Speaker 2: long term.
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  Speaker 4: Yeah, I agree with that. That's Ron Fantur a year,
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  Speaker 4: and I would suggest that programic listening is probably important
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  Speaker 4: really in a short term listening for customers and the
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  Speaker 4: consumers of end products and what's going on in their
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  Speaker 4: minds and starting to learn how to listen for that.
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  Speaker 4: And then as you get the signals for we need
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  Speaker 4: to be addressing things, that is time to listen in
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  Speaker 4: the other direction, where you're going upstreaming into your supply chain,
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  Speaker 4: to your suppliers and saying, this is what we're hearing.
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  Speaker 4: What are you doing right to get out in front
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  Speaker 4: of this, What should we be aware of that you're
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  Speaker 4: doing for future product development. Things you're developing to feed
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  Speaker 4: the supply chain. They're going to help us address the
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  Speaker 4: needs of the market. And it's incredible. You I've heard
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  Speaker 4: some amazing stories, you know, just like some person talks
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  Speaker 4: about their experience with I think with Burger King or
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  Speaker 4: something I heard recently, and it wasn't even a paid thing.
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  Speaker 4: They just kind of showed up and made this assertion,
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  Speaker 4: you know, of the experience they had and it just
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  Speaker 4: blew the doors out, you know, with a certain kind
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  Speaker 4: of product really becoming preferred, you know, those things are
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  Speaker 4: can be very disruptive. So learning how to listen for
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  Speaker 4: short term things, you need to be prepared to address
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  Speaker 4: and respond to and using that to signal so it
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  Speaker 4: Mike said, you know, you've got to really have that
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  Speaker 4: longer term strategy. We've got to feed that with something
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  Speaker 4: and there are things you can do short term to
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  Speaker 4: be prepared and educating a workforce. People coming from the
• 10:51
  Speaker 4: contact with customers need to be continually informed about what's
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  Speaker 4: going on out there, so if they can properly respond
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  Speaker 4: as your avatar, as your representative market with the things
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  Speaker 4: that will pop in mind.
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  Speaker 3: Yeah, it's interesting how public perception and the availability of
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  Speaker 3: media and being able to put out your own content.
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  Speaker 3: So when it comes to those environmental regulations, the question
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  Speaker 3: for companies is it going to be top down where
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  Speaker 3: the government imposes this regulation that I have to follow,
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  Speaker 3: that I have to be in compliance with, or is
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  Speaker 3: this going to really come from a grassroots movement or
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  Speaker 3: some influencer, some individual who had an experience with my
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  Speaker 3: brand decided to talk about it and put a video
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  Speaker 3: out there on social media on YouTube, on Facebook, on Instagram,
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  Speaker 3: and then all of a sudden, this is what's driving
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  Speaker 3: the reason for changes because there's a public perception of
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  Speaker 3: either positive or negative in that regard where companies are
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  Speaker 3: going to have to react to it. They can't just
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  Speaker 3: ignore that voice of the customer. So that's a very
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  Speaker 3: interesting point and an important point, especially when it comes
• 12:00
  Speaker 3: to identifying risks to your organization from both sides. So
• 12:07
  Speaker 3: let's move into a three year planning horizon. So we're
• 12:11
  Speaker 3: looking for somewhere between twenty twenty six and twenty twenty eight,
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  Speaker 3: and I think this is where really digital transformation initiatives
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  Speaker 3: are going to have the most impact, because those aren't
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  Speaker 3: going to even if someone's starting them now, they're not
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  Speaker 3: going to be in place. They're not going to have
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  Speaker 3: an impact immediately. They may have some low hanging fruit,
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  Speaker 3: some quick wins, But how should companies approach that technology investment,
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  Speaker 3: that midterm technology investment in order to improve their adaptability
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  Speaker 3: managing some of these shifts that we talked about in
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  Speaker 3: labor due to automation, Like is that going to be
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  Speaker 3: a significant shift in this industry?
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  Speaker 2: Ron? What do you think it is?
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  Speaker 4: And it's going to share an example. I happen to
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  Speaker 4: be pretty aware of all the things going on from
• 13:00
  Speaker 4: the digitization perspective. The companies can think about. Back in
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  Speaker 4: twenty twenty, we were contracted with a large international e
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  Speaker 4: learning company to build an all new digital transformation awareness program.
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  Speaker 4: So I put together a team of our meta experts.
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  Speaker 4: These are the interim professionals would build relationships with that
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  Speaker 4: we use for projects for our customers. There were experts
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  Speaker 4: in digital transformation. We mapped out more almost thirty different
• 13:23
  Speaker 4: elements of digital transformation, AI being just one edge sensor technologies,
• 13:29
  Speaker 4: Internet of Things, blockchain, just list goes on and on,
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  Speaker 4: and then we map those two different industries and also
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  Speaker 4: different functions and organizations. And one of the things that
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  Speaker 4: really jumped out at me is we've got to aim right.
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  Speaker 4: So digitization is death by a thousand cuts. There's no
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  Speaker 4: silver bullet cure. AI is not going to sweep in
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  Speaker 4: here and solve all our problems. So I applicate that
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  Speaker 4: when you're looking at those midrange things, you have to
• 13:53
  Speaker 4: think about what is it about how we perform that
• 13:55
  Speaker 4: we need to approve. So as an example, I had
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  Speaker 4: a chance to work with a company that produces buildings. Right,
• 14:02
  Speaker 4: there's metal storage buildings that you store stuff in. So
• 14:05
  Speaker 4: everybody's familiar with that, and their issue is strategically, it
• 14:09
  Speaker 4: was taking way too long in that whole bidding ordering
• 14:13
  Speaker 4: and getting the specification they need to actually get supply
• 14:16
  Speaker 4: chains kicked off. They had to collapse that cycle of
• 14:19
  Speaker 4: taking way too much time. It was a very strategic
• 14:22
  Speaker 4: differentiator for them to figure out how to collapse both
• 14:25
  Speaker 4: the time and the effort because they couldn't hire enough engineers,
• 14:28
  Speaker 4: enough people to work in sales right to grow the company.
• 14:31
  Speaker 4: And so what do you do? How do we make
• 14:33
  Speaker 4: that better? So entervalu stream mapping and we basically mapped
• 14:37
  Speaker 4: out the process of every touch from the first contact
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  Speaker 4: with a customer to production ready, release of crawings and
• 14:43
  Speaker 4: information for ERP and sourcing and all those things to
• 14:47
  Speaker 4: kick off. And by mapping in all of the electronic touches,
• 14:52
  Speaker 4: we determined that you know, the sales side had like
• 14:54
  Speaker 4: twenty three different IT systems and data sources they have
• 14:56
  Speaker 4: to work with, and then on the engineering side they
• 14:59
  Speaker 4: had twenty three other ones they need to interface with
• 15:02
  Speaker 4: and work with. And we identified at the step level
• 15:05
  Speaker 4: the primary and secondary touches along with the human effort,
• 15:08
  Speaker 4: the delay time and the first time quality capability. And
• 15:12
  Speaker 4: with that you could do an old fashioned perredo analysis
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  Speaker 4: the eight to twenty rule of what twenty percent of
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  Speaker 4: the steps consume most of the physical clock time. Twenty
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  Speaker 4: percent of the steps were the cost and then of
• 15:23
  Speaker 4: course the quality capability, and that led us up the
• 15:26
  Speaker 4: thread clump trailing. Oh you know, we've got folks up
• 15:29
  Speaker 4: on the sales end, hurry up and pushing things through
• 15:32
  Speaker 4: toward engineering very quickly, thinking it's helping, when in fact
• 15:36
  Speaker 4: we had to go at the upfront process and integrate
• 15:39
  Speaker 4: in the CRM and the various touches at the beginning
• 15:41
  Speaker 4: of the process, some of the elements they were doing
• 15:44
  Speaker 4: much later in the engineering and actually pulling those forward
• 15:47
  Speaker 4: and creating automation. This is not a quick fix, you know.
• 15:50
  Speaker 4: Just the CRM implementation can take a year, let alone.
• 15:53
  Speaker 4: In integration with product data management functionality, it allowed them
• 15:57
  Speaker 4: to really begin to envision and what was possible, and
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  Speaker 4: that led to restructuring the work right. So in other words,
• 16:03
  Speaker 4: they needed fewer people in engineering and more people in
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  Speaker 4: sales with a different skill set, and then totality of that,
• 16:12
  Speaker 4: much less labor required, but a much faster and much
• 16:15
  Speaker 4: higher quality from a data generation perspective to be able
• 16:19
  Speaker 4: to generate right the first time drawings instructions and specifications
• 16:23
  Speaker 4: to a lot of supply chain so that, in my
• 16:25
  Speaker 4: mind be kind of that mid range of leveraging the
• 16:28
  Speaker 4: god fashion mean thinking, but modernizing it to what it
• 16:31
  Speaker 4: is we're looking for, why we're looking for that, and
• 16:34
  Speaker 4: how we use that to identify where to focus scarce time,
• 16:37
  Speaker 4: money and resources to get the biggest bang for the
• 16:39
  Speaker 4: buck for critical business processes.
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  Speaker 2: So yeah, right, I got to concur with you on that.
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  Speaker 2: I mean the s and OP or the sales and
• 16:47
  Speaker 2: operations planning component that companies are going through today. We're
• 16:51
  Speaker 2: seeing it today is companies are starting to really focus
• 16:55
  Speaker 2: on that and like, how do we lean out this processes?
• 16:58
  Speaker 2: How do we get into it? Because we have the
• 17:01
  Speaker 2: capabilities now to really use data, right, And that's really
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  Speaker 2: where I think the evolution is is we've got all
• 17:09
  Speaker 2: this data coming from all these systems. What does it mean?
• 17:13
  Speaker 2: So the data analytics that companies are getting into today
• 17:16
  Speaker 2: to understand it say hey, look here's this time window
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  Speaker 2: which you explained in your example, and we've got all
• 17:25
  Speaker 2: this going on. How do we lean this process out?
• 17:29
  Speaker 2: How do we create a better conduit from our sales
• 17:32
  Speaker 2: to our operation planning and get rid of the noise?
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  Speaker 2: And I think that's huge in regards to what companies
• 17:38
  Speaker 2: are looking at today. We're seeing it that companies are
• 17:41
  Speaker 2: really looking at that, and I think that's where the
• 17:45
  Speaker 2: digitalization is really creating, this evolution of how lean companies
• 17:49
  Speaker 2: can get and understanding who they are today, right, and
• 17:52
  Speaker 2: then being able to make a better mousetrap in the future.
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  Speaker 4: Yeah, I completely agree with that. And another element which
• 18:00
  Speaker 4: I'm sure Mike's familiar with, is you think about the
• 18:02
  Speaker 4: supply Chain Operations reference model developed by this Supply Chain
• 18:05
  Speaker 4: Council years ago and then apex ASCM required it and
• 18:09
  Speaker 4: I think their sunsetting it now it's kind of freeware
• 18:11
  Speaker 4: out there on the internet, but they're finding you upside
• 18:15
  Speaker 4: and downside adaptability, right, what percentage of impact can you
• 18:19
  Speaker 4: change a shorter term change within the next six to
• 18:22
  Speaker 4: twelve months, you know, a big impact to command both
• 18:25
  Speaker 4: upward and downward? Can we cope with without undoe costs? Right,
• 18:30
  Speaker 4: and disruption to the supply chain? And that creates a
• 18:33
  Speaker 4: Breadcromb trail. And another thing I'd like to encourage the
• 18:36
  Speaker 4: organizations to think about. We're thinking that midtern that's one, two,
• 18:40
  Speaker 4: three years or maybe further it'say, what kind of organization
• 18:43
  Speaker 4: would put us out of business. If I was going
• 18:46
  Speaker 4: to design a competitor that could eat our launch, what
• 18:51
  Speaker 4: would they be doing differently? What's their supply chain network,
• 18:54
  Speaker 4: what are the capabilities they would bring, what are the
• 18:57
  Speaker 4: technologies they'd be using, whether they exist not in beginning
• 19:01
  Speaker 4: to map those out, what could happen then using that
• 19:04
  Speaker 4: to fuel what you're focusing on as an organization. So, Mike,
• 19:07
  Speaker 4: I don't know if you're seeing that.
• 19:09
  Speaker 2: I think we're seeing a lot of companies that are
• 19:12
  Speaker 2: looking at they're really trying to evolve, and one thing
• 19:15
  Speaker 2: that we see is it's their supply chain and like,
• 19:17
  Speaker 2: are they almost looking at it from the standpoint of
• 19:20
  Speaker 2: let's greenfield what we've done for the last fifty years
• 19:23
  Speaker 2: and how would we be doing it today? And then
• 19:26
  Speaker 2: you take that and say, how do we move forward?
• 19:29
  Speaker 2: Because I need to brownfield and I can't greenfield it.
• 19:32
  Speaker 2: So what is the lesson learned here from looking at
• 19:35
  Speaker 2: what we should be? This is what we are today
• 19:39
  Speaker 2: and can we bridge that? And what will it take
• 19:41
  Speaker 2: us to bridge that?
• 19:42
  Speaker 4: I like that a lot.
• 19:43
  Speaker 3: That's really good interesting. So in other three year midterm horizons,
• 19:50
  Speaker 3: what besides I mean, we've talked about technology and a
• 19:54
  Speaker 3: little bit about labor. What else is really going to
• 19:58
  Speaker 3: impact that cup years for our organizations.
• 20:03
  Speaker 4: We can't avoid thinking about what's changing in the world.
• 20:05
  Speaker 4: We mentioned that earlier Ellen regulatory changes, things coming down
• 20:10
  Speaker 4: the pike with the Republican control apparently for all for
• 20:14
  Speaker 4: three branch using the United States coming up. You know
• 20:16
  Speaker 4: there's going to be big ships and tariffs and things
• 20:18
  Speaker 4: like that. And one of the things that has been
• 20:21
  Speaker 4: big in the last under the Biden administration was Defense
• 20:24
  Speaker 4: Production Act and then also the part of energy funding
• 20:27
  Speaker 4: that was pushed off their impact industries. But what most
• 20:30
  Speaker 4: people don't know is a lot of moneys out there
• 20:32
  Speaker 4: and just general supply chain and collaboration amounts supply chain
• 20:35
  Speaker 4: best practices. Well, there's funding and money out there. What's
• 20:39
  Speaker 4: important about that? That I learned the hard way. I
• 20:42
  Speaker 4: actually had some panelists at one of my podcasts that
• 20:45
  Speaker 4: if you want to be positioned to actually take advantage
• 20:47
  Speaker 4: of and tap into federal funding and be able to
• 20:50
  Speaker 4: get inside tracked to who's doing what out there to
• 20:52
  Speaker 4: leverage going forward, that's not oh let's do that next
• 20:56
  Speaker 4: week or next month. That could be a year or
• 20:59
  Speaker 4: two into make You've got to get started today, like
• 21:03
  Speaker 4: this is as we're recording this podcast. If a year
• 21:06
  Speaker 4: from now, you want to see some benefit and some
• 21:08
  Speaker 4: real traction from tapping into those sorts of programs. So
• 21:12
  Speaker 4: if you haven't started that, that's something you better be
• 21:15
  Speaker 4: putting on the radar. Mike, have you been seeing that
• 21:16
  Speaker 4: at all?
• 21:17
  Speaker 2: I've be aware of from the federal funding standpoint, and
• 21:20
  Speaker 2: that there's things available for companies, but even the companies
• 21:23
  Speaker 2: that are going through evolutions and their self funding, like
• 21:27
  Speaker 2: you're looking at that medium two to three year term
• 21:30
  Speaker 2: to do any major right sizing in regards to your
• 21:34
  Speaker 2: operational flows, your supply chain initiatives, automation, Like you don't
• 21:39
  Speaker 2: pull the trigger on an automated DC and have an
• 21:42
  Speaker 2: operational in thirty days. You're talking eighteen twenty four months
• 21:47
  Speaker 2: before realization and then stabilization of that operation. You're probably
• 21:51
  Speaker 2: looking at six months past your goal live date. So
• 21:55
  Speaker 2: that becomes some mid term steff in regards to companies
• 21:59
  Speaker 2: being able to reevaluate where they're at looking at if
• 22:03
  Speaker 2: they're looking at levels of automation, how that automation gets
• 22:07
  Speaker 2: applied into their business strategy, and what that roadmap looks
• 22:10
  Speaker 2: like over the next two to three years while they
• 22:12
  Speaker 2: wait for realization.
• 22:14
  Speaker 3: Great, all right, moving on to slightly longer timeline. So
• 22:18
  Speaker 3: if we're going to look at a five year planning horizon,
• 22:21
  Speaker 3: then we're looking at the supply chain as a whole.
• 22:24
  Speaker 3: We're not looking for quick wins anymore. We're looking for substantial,
• 22:28
  Speaker 3: overarching changes. And so one of the ways to do
• 22:33
  Speaker 3: that not only with technology, but also collaborative relationships with
• 22:37
  Speaker 3: other businesses, whether upstream, downstream, or horizontally. What types of
• 22:42
  Speaker 3: partnerships or ecosystem investments should companies think about in order
• 22:48
  Speaker 3: to build those resilient and future proof supply chains.
• 22:52
  Speaker 4: Look up Poppy in on that one for a couple
• 22:54
  Speaker 4: of minutes. So one of the podcast guests was Alan
• 22:58
  Speaker 4: Weiller a company called Exceptional Difference, and talk about this
• 23:01
  Speaker 4: wisdom gap and the phenomena that the baby boomers are
• 23:06
  Speaker 4: retiring out, we haven't developed the future workforce, and he
• 23:09
  Speaker 4: advocates that this is a longer term thing. This is
• 23:12
  Speaker 4: the years in the making, right, It's a company culture
• 23:16
  Speaker 4: thing of putting it out there. Look, we need to
• 23:18
  Speaker 4: have an actual, functionally robust mentorship program. So as we're
• 23:23
  Speaker 4: we're bringing new people into the supply chain workforce. We're
• 23:25
  Speaker 4: actually putting them into the responsibility of making some of
• 23:29
  Speaker 4: those critical decisions under control, under mentorship, allowing them to
• 23:34
  Speaker 4: get the body knows and do some builder things in
• 23:36
  Speaker 4: a control of fashion and learned by the mistakes. Because
• 23:39
  Speaker 4: of certain things you can't learn vicariously, You've got to
• 23:42
  Speaker 4: experience them. So I found that pretty interesting. And then
• 23:45
  Speaker 4: the other one that I think doesn't get nearly enough
• 23:48
  Speaker 4: press is i'll call it public private partnerships. And I've
• 23:52
  Speaker 4: seen some cool stuff isolation. Heard a story about an
• 23:55
  Speaker 4: inner city organization focused on bringing in German trades skills
• 24:01
  Speaker 4: and training up inner city children to be able to
• 24:04
  Speaker 4: enter skilled trades both to maintain buildings and the like
• 24:08
  Speaker 4: within that municipality in the city, but also to be
• 24:12
  Speaker 4: people that can go into the maintenance and operations departments
• 24:14
  Speaker 4: to keep manufacturing plans running. I think that's brilliant. So
• 24:17
  Speaker 4: I think organizations that are thinking longer term is you know,
• 24:21
  Speaker 4: do I have a chief I'll call it people officer?
• 24:25
  Speaker 4: Is that aligned at the board level? And I really
• 24:29
  Speaker 4: thought about our basis for competition five ten or even
• 24:32
  Speaker 4: fifteen years in the future, and where are the people
• 24:35
  Speaker 4: that going to come from to fill those jobs. Because
• 24:37
  Speaker 4: the factors, you're still going to need somebody to turn
• 24:38
  Speaker 4: a ranch on those machines. I'm sorry, You're still going
• 24:41
  Speaker 4: to need to pipe things through, You're still going to
• 24:43
  Speaker 4: need wire. Machines are going to break, They're going to
• 24:45
  Speaker 4: have to be this basic infrastructure would be a great
• 24:48
  Speaker 4: thing to think about. There are not enough people are
• 24:50
  Speaker 4: in the workforce in those trades. They're not okay, So
• 24:54
  Speaker 4: it's going to if the problem's going to get worse.
• 24:56
  Speaker 4: So what are we doing to create the environment. So
• 24:59
  Speaker 4: our organization are community. This is why I talk about
• 25:01
  Speaker 4: the public private partnership. Is are we tapping into available funding?
• 25:07
  Speaker 4: Help us fund kindergarten grade school, beginning to introduce children
• 25:11
  Speaker 4: to the notion that manufacturing and supply chain and engineering
• 25:14
  Speaker 4: their professions they should aspire to. Whether they're being astronauts
• 25:18
  Speaker 4: or lawyers or doctors. The fact is we need those people.
• 25:21
  Speaker 4: So you've got to get stigmatized. Well, if you're not
• 25:24
  Speaker 4: going to be a doctor, there must be your afailure.
• 25:26
  Speaker 4: That's just playing wrong. We've got to stop that kind
• 25:29
  Speaker 4: of social dialogue and retool the dialogue around what are
• 25:32
  Speaker 4: the meaningful jobs to keep this world humming. In the future,
• 25:36
  Speaker 4: you can in fact be a contributed society without being
• 25:39
  Speaker 4: some fancy degree professional. So I'm on a rant. I'll
• 25:43
  Speaker 4: take a breath here, right.
• 25:45
  Speaker 2: I love the rant because I think we come out
• 25:48
  Speaker 2: of the school where hey, you need to go to college,
• 25:51
  Speaker 2: get a four year degree, then go get your cushy
• 25:54
  Speaker 2: job and make big bucks and that's your career path.
• 25:58
  Speaker 2: And I'm so in favor of the traditional trades and
• 26:03
  Speaker 2: things like that, Like people don't necessarily understand like those guys,
• 26:07
  Speaker 2: if you get your certifications of things like that, you're
• 26:10
  Speaker 2: in demand and you're making a very nice living. And
• 26:14
  Speaker 2: I think that's one of the things that needs to
• 26:16
  Speaker 2: be understood more and pushed more, and from the school
• 26:20
  Speaker 2: levels up from coming out of high school. The vocational
• 26:23
  Speaker 2: learnings redeveloping some of that I think is huge. On
• 26:26
  Speaker 2: the other piece of that, we were kind of talking
• 26:29
  Speaker 2: about the digitalization, right, and the one thing that I
• 26:32
  Speaker 2: really liked it where you're hitting home on around was
• 26:34
  Speaker 2: that mentorship. Right. As we get into this digitalization, it
• 26:38
  Speaker 2: creates a lot of quantitative analysis, right, and what people
• 26:43
  Speaker 2: are not going to have is numbers. They say, don't life,
• 26:47
  Speaker 2: but numbers lie, they don't necessarily paint the true picture.
• 26:51
  Speaker 2: And without having a qualitative mindset to understand when data
• 26:56
  Speaker 2: is telling me something and do I react to it
• 26:59
  Speaker 2: one way or the other. That is the gap that's
• 27:02
  Speaker 2: there because the baby boomers are leaving the workforce, that
• 27:05
  Speaker 2: thirty years of experience of understanding, hey, this is how
• 27:08
  Speaker 2: this runs well and the data starts to flip out
• 27:11
  Speaker 2: differently and saying no, no, no, this is we need
• 27:14
  Speaker 2: to me jerk react to what's happening. It's like, now
• 27:17
  Speaker 2: you need to kind of slow down and understand what
• 27:20
  Speaker 2: this is because it's cycles, right. So I think some
• 27:23
  Speaker 2: of that that's going to get lost is the qualitative
• 27:27
  Speaker 2: reasoning that people have to have when they're looking at
• 27:30
  Speaker 2: quantitative data, because that's going to be lost in the workforce.
• 27:33
  Speaker 2: It's all the baby boomers exit.
• 27:35
  Speaker 4: Yeah, I completely agree with that, and I'd just like
• 27:38
  Speaker 4: to add on to expand on that for a second.
• 27:40
  Speaker 4: Mind is, Yeah, urge organizations really think about what's that
• 27:44
  Speaker 4: workforce of the future look like in supply chain and elsewhere.
• 27:47
  Speaker 4: Supply chain is kind of our topic here, but what's
• 27:50
  Speaker 4: the nature of work look like ten years from now?
• 27:53
  Speaker 2: Okay?
• 27:54
  Speaker 4: Yeah, and then it kind of come down to, let
• 27:56
  Speaker 4: one say, so, who are the individuals are really impacted
• 27:58
  Speaker 4: by that? It's going to be different, the nature of
• 28:02
  Speaker 4: the work they're doing is going to be different. So
• 28:03
  Speaker 4: what's our strategy to develop that workforce of the future,
• 28:07
  Speaker 4: the mentorship program, prepare the leaders of the future to
• 28:09
  Speaker 4: work in that environment, and then what is the soft
• 28:12
  Speaker 4: landing that we're prepared to invest in for the people
• 28:16
  Speaker 4: that would be displaced. I'd love your example of the
• 28:17
  Speaker 4: folks funding the cash regisers, you know at the home
• 28:20
  Speaker 4: depot or the costco or whatever. I think those organizations
• 28:23
  Speaker 4: probably have a plan for those folks. They're not disclosing.
• 28:26
  Speaker 4: It's probably because it's part of their secret sauce, part
• 28:29
  Speaker 4: of their company culture. But you've got a bet they've
• 28:32
  Speaker 4: given us and thought. So we're all kind of challenged
• 28:35
  Speaker 4: as leaders in our organizations for what is it that's
• 28:38
  Speaker 4: going to be different from those folks. And I'm going
• 28:40
  Speaker 4: to tell you right now.
• 28:41
  Speaker 2: I work with.
• 28:41
  Speaker 4: Organizations that are attempting to digitize and they keep finding
• 28:44
  Speaker 4: out over and over again the number one barrier is
• 28:48
  Speaker 4: people because they're scared. They don't understand they're going to
• 28:51
  Speaker 4: actively or passively disrupt and fight you all the way.
• 28:56
  Speaker 4: That's because we haven't done a good job at all
• 28:58
  Speaker 4: as leaders of what the future of work looks like
• 29:02
  Speaker 4: and then equipping them to do that work, or failing that,
• 29:06
  Speaker 4: how are we going to retool those people so if
• 29:09
  Speaker 4: they can a go into a different industry altogether, maybe
• 29:12
  Speaker 4: they're not even working for us anymore, but we're enabling
• 29:14
  Speaker 4: them to be able to go into a different industry
• 29:16
  Speaker 4: as part of our greater good strategies in organization. Let's
• 29:20
  Speaker 4: face it, if we need five people to produce an
• 29:22
  Speaker 4: unit today and we're going to need two three years
• 29:23
  Speaker 4: from now, then we have an obligation to think about
• 29:27
  Speaker 4: how we're going to prepare people for that.
• 29:30
  Speaker 2: Yeah, and jail on that. Right. A client to that
• 29:32
  Speaker 2: we've been working with on a current project is we
• 29:35
  Speaker 2: were having these discussions in regards to automation, right, and
• 29:38
  Speaker 2: it's its displacement of certain jobs, and they were adamant
• 29:44
  Speaker 2: that might we do not want you to say job reduction.
• 29:49
  Speaker 2: We will repurpose these people because these are valuable people
• 29:53
  Speaker 2: in the organization. We will take them and give them
• 29:56
  Speaker 2: another opportunity. But we're not getting rid of people because
• 29:59
  Speaker 2: we're having a tough time finding people, and they have
• 30:03
  Speaker 2: a backlog of what they're trying to do, and like,
• 30:05
  Speaker 2: we'll take somebody that is currently driving a forklift that
• 30:08
  Speaker 2: has been with us for ten fifteen years, and we
• 30:11
  Speaker 2: will put training into them to allow them to do
• 30:13
  Speaker 2: like a next level job up. But we want the
• 30:16
  Speaker 2: people that are fitting the culture, that have the mindset,
• 30:19
  Speaker 2: that want to be here and that if worked hard
• 30:21
  Speaker 2: for the company, and we're going to make sure that
• 30:23
  Speaker 2: we find a place for them. So that was a
• 30:25
  Speaker 2: strong message that at least from that company that hey,
• 30:28
  Speaker 2: we value the people and I don't want to lose them.
• 30:31
  Speaker 4: We're going to repurpose them. I agree with that what
• 30:34
  Speaker 4: I'm hoping for. At this dinnerate discussion last night with
• 30:39
  Speaker 4: some really cool people in Detroit, and we were lamenting
• 30:42
  Speaker 4: that publicly traded organizations are driven to the court as
• 30:45
  Speaker 4: a results run private accruiting investment or organizations driven to
• 30:49
  Speaker 4: the next flip of ownership. They really are not willing
• 30:52
  Speaker 4: to invest in that three to five even ten year approach.
• 30:56
  Speaker 4: So how do we make that call it for how
• 30:58
  Speaker 4: do we imbed that into the psyche of the future organization?
• 31:02
  Speaker 4: At dinner last night, they asked me, who's the company
• 31:04
  Speaker 4: you really admire? And I had to sit there and
• 31:07
  Speaker 4: really think hard about that, because I'm telling you, I
• 31:09
  Speaker 4: have kind of a job just view of corporate behavior
• 31:12
  Speaker 4: and we're really serious about three, five, seven, ten years?
• 31:17
  Speaker 4: Are we really serious? And then what are we doing
• 31:19
  Speaker 4: to make that fill of proof? That's a challenge I've
• 31:21
  Speaker 4: put out there that corporate America, in my mind, is
• 31:24
  Speaker 4: just not able to in the current state. I think
• 31:27
  Speaker 4: that way as much as we would like at least,
• 31:29
  Speaker 4: that's my opinion. Yeah, that's a big ying yang right now,
• 31:33
  Speaker 4: right is how do you maintain stackholder equity for short
• 31:36
  Speaker 4: term gains versus how do I project my company long
• 31:39
  Speaker 4: term to be successful? And they those two compete against
• 31:42
  Speaker 4: each other all day long.
• 31:44
  Speaker 3: All right, So, reflecting on the growing role of sustainability,
• 31:48
  Speaker 3: we've talked about it in a couple areas here today
• 31:51
  Speaker 3: and over the next five years, some of those policies
• 31:54
  Speaker 3: that are coming into play are going to be at
• 31:57
  Speaker 3: that point enforced. How can companies set sustainability as just
• 32:02
  Speaker 3: a core organizational operational principle, building it into every aspect
• 32:08
  Speaker 3: of their supply chain. Because we have some deadlines coming up,
• 32:11
  Speaker 3: you know globally and even regionally, some deadlines on those
• 32:16
  Speaker 3: sustainability goals with the Paras Accords and other legislation. How
• 32:21
  Speaker 3: can they be ready for those and set themselves up
• 32:24
  Speaker 3: for success. We've only got a few years to do it.
• 32:27
  Speaker 2: I think what we're going to see here is companies
• 32:31
  Speaker 2: have to have a cultural change from the top. They
• 32:35
  Speaker 2: need to look at their overall strategies. How these strategies
• 32:39
  Speaker 2: are applying down and filtering through the organization. But it
• 32:43
  Speaker 2: needs to be a top down approach that the company says, hey,
• 32:47
  Speaker 2: we want to beat this type of company. Now you
• 32:51
  Speaker 2: all need to get on board, and we need to
• 32:53
  Speaker 2: start looking at things a certain way. And until that happens,
• 32:58
  Speaker 2: they're crossing the ts in the eyes to meet the
• 33:01
  Speaker 2: mandates that are coming through.
• 33:03
  Speaker 4: I completely agree with that, and now we'd add to
• 33:05
  Speaker 4: that that the second piece of the Caauzolia is as
• 33:08
  Speaker 4: to the top leaders finding out what.
• 33:10
  Speaker 2: We need to focus on.
• 33:12
  Speaker 4: And so every industry, the basis of competition is going
• 33:16
  Speaker 4: to be a little different. You're early in the growth curve,
• 33:19
  Speaker 4: you mature, you decline. Is it an industry that's going
• 33:22
  Speaker 4: to be fundamentally changed through technologies and things that are
• 33:25
  Speaker 4: coming from the legislation perspective, And it really comes down
• 33:28
  Speaker 4: almost on a company by company basis of drawing that down.
• 33:31
  Speaker 4: If here's the longer this I mentioned. You know, the
• 33:33
  Speaker 4: sixty five things you can do to deal with a
• 33:35
  Speaker 4: forever labor shortage. You can't do all sixty five. You're
• 33:38
  Speaker 4: not going to So you've got to get really precise
• 33:41
  Speaker 4: around what are the the key things we want to
• 33:43
  Speaker 4: learn bad in our culture, the basis of competition in
• 33:47
  Speaker 4: the future, the reality we're going to be in, and
• 33:49
  Speaker 4: draw it down to, Okay, what do we need to
• 33:52
  Speaker 4: be listening for, like I said it really well, and
• 33:55
  Speaker 4: what are the leading indicators we need to be paying
• 33:57
  Speaker 4: attention to to tell us when to pull the trigger?
• 33:59
  Speaker 4: Uns one of the things that have a high and
• 34:02
  Speaker 4: likelies that are occurring that we should be prepared. And
• 34:05
  Speaker 4: so I'm just piggybacking up. I can't just say and
• 34:07
  Speaker 4: just drawing attention to It really comes down to almost
• 34:10
  Speaker 4: like a personal thing, you know, like a corporation is
• 34:12
  Speaker 4: really like a person, and it's got life some cycles.
• 34:16
  Speaker 4: It starts everything as an amateur, and it's got to
• 34:18
  Speaker 4: learn how and blah blah blah, blah blah sect people.
• 34:21
  Speaker 4: So it's the same thing. It's a very personal thing
• 34:23
  Speaker 4: at the corporate level around what are we focusing on why,
• 34:27
  Speaker 4: and then embedding that in the psyche so that it's
• 34:30
  Speaker 4: bulletproof and doesn't change with the next CEO or the
• 34:33
  Speaker 4: next owners even and has it's a life of its
• 34:36
  Speaker 4: own that can be sticky in the fabric how the
• 34:39
  Speaker 4: company operates just basically an operating system. It's integrated so
• 34:43
  Speaker 4: deeply into how they do business and what they are
• 34:46
  Speaker 4: that it can't it can't undo it very easily.
• 34:50
  Speaker 2: Hey, Ron, And I think to add to that too,
• 34:52
  Speaker 2: is where companies look at change management and how do
• 34:56
  Speaker 2: they go about making these changes and making them stick?
• 35:01
  Speaker 2: And that is one of the toughest things I think
• 35:03
  Speaker 2: that organizations have is managing that change management component of
• 35:08
  Speaker 2: how do I get from point A to point B
• 35:10
  Speaker 2: and not upset the apple cart and make everybody run
• 35:13
  Speaker 2: with their hair on fire and were nun scared? Right?
• 35:16
  Speaker 2: So I think that is a huge initiative there.
• 35:19
  Speaker 4: Yeah, that's the subject of an entire podcast in and
• 35:22
  Speaker 4: of itself.
• 35:23
  Speaker 2: Yeah, for sure, I got people to talk about that,
• 35:28
  Speaker 2: all right, gentlemen.
• 35:28
  Speaker 3: So some final thoughts on achieving the right balance between
• 35:32
  Speaker 3: that short term flexibility and a sustainable long term vision.
• 35:37
  Speaker 3: What are some of the key indicators that supply chain
• 35:40
  Speaker 3: leaders should be monitoring to make these informed decisions and
• 35:44
  Speaker 3: to adjust their strategies over time.
• 35:48
  Speaker 4: I would just kind of repeat something I said earlier
• 35:50
  Speaker 4: is get good at listening for the short and long
• 35:54
  Speaker 4: term indicators, Listening to the market, listening to the governments
• 35:57
  Speaker 4: that you do business, where do you sell, what's going
• 36:01
  Speaker 4: on in those geographies politically, economically, et cetera. Learning how
• 36:05
  Speaker 4: to listen toward both the short and long term indicators
• 36:07
  Speaker 4: of certificate change, and then becoming skillful at moving that
• 36:12
  Speaker 4: upstream into your organization. What are we hearing? What does
• 36:14
  Speaker 4: that mean to us? What do we rationalize from that?
• 36:17
  Speaker 4: And then better at going upstream to the listening and
• 36:20
  Speaker 4: engagement of supply partners upstream for okay, what do you
• 36:24
  Speaker 4: hear it? Because guess what, I might be selling ten
• 36:27
  Speaker 4: percent of my products into this market. We probably have
• 36:29
  Speaker 4: suppliers that live there every day in that market. They
• 36:33
  Speaker 4: know a whole lot about it. We're never going to learn.
• 36:36
  Speaker 4: So how do we engage and create the collaboration across
• 36:40
  Speaker 4: the value chain? So we can have this active dialogue
• 36:42
  Speaker 4: of both the medium, short and long term strategy. Now
• 36:46
  Speaker 4: it's just kind of a both short and medium term
• 36:48
  Speaker 4: and then a bigger picture perspective. What is the basis
• 36:51
  Speaker 4: to compete five, ten, fifteen years in the future, What
• 36:55
  Speaker 4: does that workforce look like in that future, what markets
• 36:58
  Speaker 4: are we in, and what are the technologies look like
• 37:00
  Speaker 4: that we're dealing with, And have those scenarios out in
• 37:03
  Speaker 4: front of them, and basically have in your roadmap thought
• 37:05
  Speaker 4: through is as we get these indicators, what path does
• 37:09
  Speaker 4: that suggest and do we have the right things in
• 37:11
  Speaker 4: place so that we can move in that direction. So
• 37:13
  Speaker 4: if we're going to button it up, let's people process
• 37:16
  Speaker 4: the technology, but using the market and market forces and
• 37:19
  Speaker 4: political forces, we can anticipate shape what we commit to.
• 37:24
  Speaker 2: I would agree with that around one hundred percent. And
• 37:26
  Speaker 2: I think it's also the companies are looking at it
• 37:29
  Speaker 2: and if they're in the forefront of this and they
• 37:34
  Speaker 2: look at the different things they can do for sustainability,
• 37:37
  Speaker 2: can they be an early adapter to those technologies or
• 37:41
  Speaker 2: strategies that would be applied, and does it create a
• 37:45
  Speaker 2: cost benefit for the company, right, because if they can
• 37:49
  Speaker 2: monetize it, they will implement it exactly and they will
• 37:53
  Speaker 2: gain traction faster. There's the ones that you have to
• 37:57
  Speaker 2: do that are going to cost you, right. I think
• 38:00
  Speaker 2: there are things out there that companies can do in
• 38:02
  Speaker 2: regards to hey, what do we do in regards to
• 38:05
  Speaker 2: renewable energy sources? Again, can we invest in that that
• 38:09
  Speaker 2: pays us back in that five to ten year window.
• 38:12
  Speaker 2: That's a great example, a great example. I think some
• 38:15
  Speaker 2: of those type of initiative in designing lean and designing
• 38:19
  Speaker 2: clean products, right, like how do we create and use
• 38:23
  Speaker 2: more recycled content, even though that's a benefit to us,
• 38:27
  Speaker 2: and it's a benefit to the customers and it's a
• 38:28
  Speaker 2: benefit to the environment. Right. So, I think as they
• 38:31
  Speaker 2: get better at looking at some of these sustainable efforts,
• 38:34
  Speaker 2: they can become the early adopters in that technologies or
• 38:38
  Speaker 2: the strategies that they're applying. I think it does create
• 38:41
  Speaker 2: that cost benefit for them long term, but they've got
• 38:45
  Speaker 2: to probably pay the piper up front to get there,
• 38:47
  Speaker 2: all right.
• 38:48
  Speaker 3: That brings us to the end of this episode. Thank you,
• 38:52
  Speaker 3: gentlemen so much for your insights. I know that our
• 38:56
  Speaker 3: listeners are going to really enjoy this this episode, so
• 39:01
  Speaker 3: I look forward to getting some feedback from our listeners
• 39:04
  Speaker 3: out there of what they thought about these one, three
• 39:08
  Speaker 3: and five year planning horizon tips, tactics insights for our listeners.
• 39:13
  Speaker 3: If you have a suggestion for a topic or would
• 39:16
  Speaker 3: like to be a guest on our show, please reach
• 39:19
  Speaker 3: out to me. We'd love to hear from you. You
• 39:20
  Speaker 3: can contact me at podcast at meboch dot com at
• 39:24
  Speaker 3: any time. As always, thank you for listening to Speaking
• 39:28
  Speaker 3: of Supply Chain. If you've enjoyed this episode, please rate
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• 39:45
  Speaker 1: Meeboch Consulting is one of the largest and most globally
• 39:48
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• 39:53
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