First COVID shutdowns. Then shortages. Now inflation. Can the supply chain catch a break? It can do more than that. And to show us the way, Mike Jette of GEP joins Greg and Scott to discuss the six ways supply chains can combat the negative impacts of inflation while continuing to generate value. As a hint, collaboration plays a big role. Tune in to hear more about the value of joint prospering over dictating requirements, why losing a big customer isn’t always a bad thing and more.
Welcome to supply chain. Now the voice of global supply chain supply chain now focuses on the best in the business for our worldwide audience, the people, the technologies, the best practices, and today’s critical issues. The challenges and opportunities stay tuned to hear from those making global business happen right here on supply chain now.
Scott Luton (00:33):
Hey, good morning, Scott Luton and Greg White here with you on supply chain. Now. Welcome to today’s live dream, Greg, how you doing?
Greg White (00:39):
Doing quite well. How are you Scott?
Scott Luton (00:42):
Doing absolutely fantastic. What a gorgeous little bit warm who Nell out here in Metro. Atlanta.
Greg White (00:49):
Scott Luton (00:50):
But you know what?
Greg White (00:52):
The big payoff is headed back to the beach soon. <laugh>
Scott Luton (00:56):
Very nice. Very jealous. Um, Hey, we’re working on our second, uh, pot of homegrown green beans is taken
Greg White (01:05):
Oh, green beans. When you said homegrown, I had a totally different thought, but
Scott Luton (01:09):
<laugh> no, no, this stuff’s good for you, man. It’s taken a little while. It feels like the, um, pests and like the fungus that attacks vegetables are a little bit worse this summer. I don’t know. But nevertheless, they were the first pot was delicious. And who knows, Greg? I might bring you a spoonful or two.
Greg White (01:26):
Please. Do I love, I mean, if, if you gotta eat vegetables, homegrown is the best. They’re not accelerated. They’ve got all the flavor. If you can keep ’em away from the deer. Homegrown tomatoes are outstanding too.
Scott Luton (01:40):
Yeah. We’ll have to save the tomato. Talk for another shoe I’ve given up trying to grow homegrown tomatoes, but I’ll save that for another date.
Greg White (01:47):
Scott Luton (01:47):
Right? It is tough. It is tough. But Hey, today, Greg, we have a really interesting discussion teed up. We’ll keep the food theme going. It’s all about how can we get our cake and eat it too in many ways, specifically, right? In global supply chain. It’s the trillion dollar question. Now put it another way, Greg. We’re gonna be talking about how we as business leaders can effectively fight inflation while still creating supply chain value in the bigger picture. So Greg should be a great show, right?
Greg White (02:15):
Yeah. And it feels like a fight right now. Doesn’t it? I mean, what the fed just raised the us fed just raised interest rates, another three quarters of a point, which the market seems to like, by the way, and today we announced the statistics officially show that we are in a recession that the government says we’re not in <laugh> so
Scott Luton (02:36):
Well, you know, regard, we as consumers, business
Greg White (02:39):
Leaders, whatever’s expeditious for the politicians.
Scott Luton (02:41):
That’s right, right.
Greg White (02:42):
But, so yeah, it’s tough times. Right. And I think this is a particularly poignant topic for there. I said poignant for these times and yeah, I think we’re gonna talk about how you can fight inflation and increase value.
Scott Luton (02:56):
That’s right. And we’ve got an outstanding guess. We’ve had a lot of fun. Pre-show chatting with our guests. We’re not gonna let that cat outta the bag just yet.
Greg White (03:04):
Even though we’ve been promoting it for two and a half weeks,
Scott Luton (03:06):
<laugh> that’s true. So good. So true. But folks, Hey, we wanna hear from you, right. Folks in the cheap seats in the sky boxes, you know, our guests are star of the show, but Hey, you’re the other star of this show. So we wanna hear from you weigh in on what you’re hearing us, us chat through here today, as we talk about the short term and the big picture, how we can really make progress with both and, and, and get that relief and improvement. All right, we’re gonna say hello to a few folks. We got quite a crowd coming in first off, big thanks to the entire production team clay. The diesel Phillips is with us here, of course, but Katherine and Amanda, Chantel, all the folks that help make production happen. Katherine, as I mentioned, looking forward to a great conversation today, it’s gonna be a great one, Catherine, and we may just get you to talk about the best Asian restaurant in all of Birmingham, Alabama. We’ll save that though. We’ll save that Mohamed. Great to see you here today via LinkedIn, let us know where you’re tuned in from Greg. We have an all star in the sky. All of ’em are all stars, but Jeff is a, is a former guest. Right. And, and do you remember what Jeff did on his show with Kelly Barner and I,
Greg White (04:13):
Gosh, no. That was, that feels like a million years ago. Doesn’t
Scott Luton (04:17):
It? Well, it was a dial P and supply chain now classic moment as, as Jeff is, and he’s really smart guys. He was sharing his perspective in the moment he drew a, a little graphic, uh, and I can’t remember what it was, Jeff, and then showed it. And it was like, it was simple brilliance. So Jeff, it’s a simple things in life. Great to have you back here today. And he’s,
Greg White (04:38):
That’s why you won’t let me have pins or I’d be doing that the whole
Scott Luton (04:40):
Time that, and nothing’s sharp. That’s right. That’s right. But, uh, so Jeff is looking forward to being back in the us. I wanna say he’s from up in Oregon if I remember correctly, but great to have you here today. Majete from India via LinkedIn. Great to have you here. Uh, looking forward your perspective, Tanya Johnson via LinkedIn from Greg. One of our favorite cities, Chicago. Right?
Greg White (05:02):
Right. Great. Speaking of food, great food town, outstanding food town.
Scott Luton (05:08):
So right. And Tony look forward to your perspective here today. Hey Josh goody, our resident
Greg White (05:14):
Scott Luton (05:15):
Yes. Thank you. Which
Greg White (05:16):
We learned yesterday from one of your fellow Seattle lights.
Scott Luton (05:19):
So Josh, we gotta connect you. We had someone stealing your thunder, giving us Seattle weather updates. You, you name it yesterday. I cannot remember that gentleman’s name right off, but Josh, great to have you back. He says, dear killed my parents. Apples, chives and tulip harvest.
Greg White (05:35):
Yeah, but they’re sure cute. Aren’t they <laugh>,
Scott Luton (05:38):
They are cute hammer
Greg White (05:39):
Sneaky. It’s like, they can hear you. I think we’ll harvest tomorrow. And then they come that night and
Scott Luton (05:45):
That’s that’s right. Jumping over 10 foot high fences. Right. It’s remarkable. All right. Progress tuned in from, uh, Abu Dhabi via LinkedIn. Great to have you here. I like that headshot by the way. Yeah. And look forward to your perspective as we work through the conversation, uh, today, Dr. Rhonda is back with us. Oh boy. Greg reality check.
Greg White (06:06):
What is she talking about?
Scott Luton (06:07):
Greg White (06:08):
I bet she, what did I say? Oh my gosh, the heat RH. You gotta clue me in. I’m sorry. I’m not picking up what you’re laying down.
Scott Luton (06:15):
I think it might have been the heat, but
Greg White (06:17):
Regardless. Well, okay. Well she probably has very little empathy for heat for us since the temperature is probably 40 degrees, hotter, 40 Fahrenheit hotter where she is. That’s right, right. We’re complaining about 85. She’s probably got 120 hundred 25 there.
Scott Luton (06:32):
That is right. Speaking of the other side, the cool side of the pillow, Sheila Phillips is back with us from cool Colorado, as she says. Yeah. Uh, via LinkedIn. Great to have you here. And yes, Dr. Rhonda, I broke out my summer themed beach themed shirt. So it’s the starfish shirt. So thank you
Greg White (06:50):
For, oh, I okay. You’re you know, very little on my monitor, so,
Scott Luton (06:57):
Oh man, we have got a full house here today. Oh gosh. I know we can’t get to everybody, but I’m gonna shoot through these really quick Russell. Great to have you back via LinkedIn from London. So great to have Russ goes by Russ, I guess. Great to have you back here, Jean pleasure from north Alabama. Great to have you back is always GP ACE from Saudi Arabia, who is an engineer, very passionate about supply chain management, all via LinkedIn. Great to have you here, man. Look at those certifications. Uh, Greg, how about that?
Greg White (07:26):
I, I wish I had the attention span to, to study that much. <laugh>
Scott Luton (07:31):
No kidding. No kidding. And finally, Jeffrey is talking about his episode with us simplified supplier management, hashtag artwork. I love it. Uh, we’re gonna have to have you back soon. Uh, but speaking of incredible guests, we have got an outstanding guest here today. We’ve again, we’ve enjoyed, uh, learning from him and, and just chat with him. Pre-show great guests. So Greg, are we ready?
Greg White (07:54):
Scott Luton (07:55):
Let’s do let’s welcome in Mike Jette, vice president consulting with G E P. Hey Mike, how you doing?
Mike Jette (08:03):
Excellent pleasure to, uh, to be with you guys.
Greg White (08:05):
Yeah. Welcome aboard.
Scott Luton (08:07):
We have really great to have you here, but we’ve really enjoyed all the pre-show conversations. We’ve talked a little bit of industry, a lot of food, maybe a little bit of travel. Uh, and so that’s really, before we get into the heavy hit topics here today, I wanna pick your brain, start with a fun topic. Cause tomorrow folks tomorrow is national lasagna day. Now there’s a story here in the Lutton household that I’ll have to save for another day. But, uh, my kids aren’t big lasagna fans, but in the greater sense, we all love Italian food. And Mike, I think you also fall in that boat, but you
Greg White (08:40):
Also does anyone not fall in that band. Oh, one day <laugh> are there people that hate Italian food really?
Scott Luton (08:45):
You know, I’ve I have come across people that aren’t fans of Italian food. They tend to talk slower and be less experienced and not travel. I’m I’m kidding. I’m kidding. I’m kidding. Everyone loves Italian food. Every
Greg White (08:58):
Human. I just don’t think the civil war is going on is what you’re
Scott Luton (09:00):
Saying. <laugh> maybe, maybe, but Mike, what we’ve also learned about you in our conversations is you not only are you a big food lover, Italian food lover, but you are a serious world traveler. So question for you, if not lasagna, where have you eaten the most delicious Italian dish in all of your journeys?
Mike Jette (09:18):
Okay, well, that’s, that’s definitely a tough one. It’s it’s even harder because I live in, uh, Hoboken, New Jersey, which if folks know the town is famous for its Italian food, shout out there’s a deli right on my block. Fioris which a lot of folks it’s famous for its uh, mozzarella and roast beef sandwich, but best Italian food experience, I’d have to say recently I was with my family. We spent a week in Tuscany. We rented a Villa and on three nights we had some, some great folks come in. They made homemade pasta in the Villa. They served it to us, uh, where we were sitting out on the veranda, watching the sunset over the olive groves, medieval kind of hill town, often the distance. I mean really couldn’t beat the ambiance. The food was amazing. Uh, we were three generations with some of my nieces and nephews, really an experience to remember.
Greg White (10:12):
Scott Luton (10:13):
That really is. That’s quite a picture. He paints there, Greg, isn’t it?
Greg White (10:17):
Yeah. I mean, and it’s a picture that’s often painted by the way at Tuscany and sunsets and, and all of that. Yeah. That, I mean, it’s great to get to see that in person, especially with all, all the folks around you. That’s cool.
Scott Luton (10:29):
And I think as you were sharing some, some aspects of the store sounds like your mom, having all the family there together and joined the background, she was like over to moon. Is that right Mike?
Mike Jette (10:38):
Oh yeah. I mean, it was, uh, it’s a dream that she’s had for a while to get the family over in a house for a full week. And we were able, it took a, a couple years. We actually had planned to go and in 2020 that didn’t materialize. So we were finally able to get it back on the calendar and everyone was able to join.
Scott Luton (10:58):
That is awesome. Awesome. All right, Rick, I’m coming to you next, but really quick. Great to have you here. See him via LinkedIn. Looking forward to your perspective here today. Josh is giving us the, uh, the update, whether update from Seattle. Thank you very much. Averaging 90 degrees by lunchtime this week. That’s pretty hot Stacy from Zambia up via LinkedIn. Great to have you here. And finally, uh, Dr. Rhonda says, sounds incredible, Mike. I completely agree with you, Rhonda. All right, Greg. Uh, speaking of great Italian food here in Atlanta, where would you suggest folks check
Greg White (11:30):
Out? Well, so the best Italian food or my favorite dish I should say is actually in Milan Italy place called Don Gio, but they have a dish that I have not had there, but this is the funny story is they say, this is the precursor to the American dish, eggplant Parmesan. So it’s called Parmesan ALA me melanzane. And it, it is not similar or not as similar as you would think, but quite delicious there. So, but my favorite in Atlanta is Meela Luna. So when anyone I know comes from Italy, they always want to and only want to eat there. <laugh>
Scott Luton (12:09):
Right. Well, I was gonna say on that, on that Milan dish, you have me at P Greg have me P but, uh, Mike, when you come down to Atlanta, we’re gonna have to get your thoughts and your ranking of, uh, the place in smart that Greg’s talking about. We’ll have to break bread all together. Not never cut the bread, break the bread. Right. All right. So Mike, as much as we wanna talk food, we’ve got you here. You’ve got a lot of valuable perspective and expertise on really like we were talking about before you join us, getting our cake and eat it too, you know, focus on the short term that we’re all feeling a lot of pain there while you’re not losing sight of making bigger picture progress when it comes to your supply chain optimization. So as we open things up, I just wanna level set a bit, a little bit. When you look at the environment, ran global supply chain right now, current state, what are a couple observations that you have?
Mike Jette (12:58):
Sure. I mean, I think it’s been a, a confusing couple of years for supply chain professionals. If you think of 20, 20 COVID shortages scramble, right. 20, 21, everyone was about resilience. Right. And how do I, uh, respond to my board about how I’m gonna do it differently in the future 2022 inflation? Right? So it’s like three years in a row. This incredibly, you know, you know, kind of hot topic that we’re all trying to focus on. And I think people are looking around saying, well, what, what should I be doing? I’d say that’s kind of the common theme that I’m hearing when I’m speaking to our colleagues, uh, in the supply chain.
Scott Luton (13:40):
Yep. Greg, is that square with what, uh, what you’re seeing out there?
Greg White (13:44):
Yeah. Big time. I mean the, you know, the way we kind of generalize it, Scott and Mike, you, you might be familiar with, this is where’s my stuff, all of those things that you just addressed all contribute to that, right. People, they, I think they feel blind a little bit and blindsided very frequently by a lot of the macro effects that you’re talking about to the supply chain. And there’s not a thing they can do about wars or inflation or right. Global shortages, things like that, or, you know, a global shutdown of the entire economy all at once. So
Scott Luton (14:19):
Well said, Dr. Rhonda, we were talking about reality checks earlier. She goes, yes. Recession and the heat, both big reality checks there.
Greg White (14:27):
Yes. The recession. Right. Sorry, I didn’t catch the timing of that comment. So yeah.
Scott Luton (14:31):
Me and you both. Yeah. All right. So Mike, anything else before we get into kind of the main dish here today, uh, any, any other observations come to mind as you, as you survey this, this current state?
Mike Jette (14:40):
Yeah. I mean, I think, you know, those three themes, we talked about kind of shortages resilience, inflation. I, in my mind, they’re not three distinct things that, where there’s distinct strategies, it’s really a similar set of actions. And this is what we’re gonna talk about. This is gonna help you be more responsive and more effective in the face of all those challenges and kind of the overarching theme of those actions is what I’d call convergence. Right? Yep. And when I say convergence, this is really supply chain professionals, working arm and arm with their sourcing and procurement professionals and also arm and arm with their trading partners, both upstream and downstream mm-hmm <affirmative> to solve these issues. Right. So, you know, how are we gonna address inflation shortages be more resilient. It is about having more convergence in our supply chain and with our trading partners.
Scott Luton (15:35):
Yep. Well said, uh, Hey, really quick to all the folks in cheap seats and sky boxes, let us know what you’re seeing, what your senior organization’s doing, what, how you’re leading again, fighting inflation currently, while also making progress in the bigger picture. We’d love to hear from you. Okay. So Mike and Greg, we wanna dive into really the six point action plan to fight inflation while creating supply chain value, right? The, the, the title of today’s live stream. So what I wanna do, Mike, let’s go ahead and jump into all six. Let’s hit all six of these items, and then we’re gonna specifically dive into two, but, but walk us through briefly all six first.
Mike Jette (16:12):
Sure. So first I’m gonna start with, uh, you know, data and analytics. All of these actions that we wanna take are about sensing and having visibility, right? With enough time horizon, to maybe exercise some options. So you need to have good quality data. You need to have the analytics that allow you to take those actions. So that’s the first one. The second is, you know, we need to understand the critical commodities that go into the product or services, whether it’s packaging, uh, whether it’s ocean freight, whether it’s, uh, you know, some type of semiconductor inputs. And we need to understand those categories and have intelligence, cuz that’s gonna allow us again to see the trends and be able to act. The third point is again, kind of a riff on that visibility theme, but more about inventory. So understanding our inventory positions across the entire value chain, right? Both kind of inbound in my four walls and also outbound so that we can unlock greater flexibility. So we need that visibility into inventory. The fourth, I think
Scott Luton (17:21):
If I can put in really quick and I wanna say C a first off, loves convergence with partners. Your point there I’ll get to Jeff’s comment in just a second, but Greg, before we continue with the second half of this on the first three data analytics category, intelligence, inventory visibility, your quick comment.
Greg White (17:38):
Yeah. I think there’s a lot, you know, there’s a lot that we can do now a as Mike to what you’re speaking to that we couldn’t do in the past and data and analytics are the entry point for that. We didn’t have the amount of data that we have available. Now there’s so much robust data available now that that’s really gives us so much better, uh, insight into what’s happening and where we stand. Um, and of course understanding the, the complexities of your supply chain. I like that in out and, you know, inside and outside of your four walls, even outside of your enterprise, right along with your trading partners. That’s right. And of course, you know, one of the visibilities that’s critical is to know what the heck you have and what your network has, you know, more and more companies are trying to figure out what their players have or what their customers have and, and build a more Congress supply chain through that.
Scott Luton (18:31):
Yep. Well said, so Mike, feel free to respond to that or we can keep driving with supply chain flexibility.
Mike Jette (18:37):
Yeah, no, I think Greg is, Greg’s points are spot on. It’s all about, we know that we need to potentially make different decisions. And those first three items are all about having enough intelligence and sense of what’s going on out there in the world so that we can explore alternate strategies.
Scott Luton (18:56):
Yep. Well said. All right. So we’ve tackled the first three parts of the six point action plan. Let’s pick up with number four, Mike.
Mike Jette (19:03):
Sure. So supply chain flexibility. This is really reconfigurations of potentially where you’re manufacturing, how you’re distributing, whether you have single source or multi-source engagements, a big topic that I think is worth diving deep into mm-hmm <affirmative> Greg alluded to technology and tooling. So actually having the tools to facilitate planning and to facilitate planning where supply chain and sourcing and procurement are working together. But also you have inbuilt technology driven collaboration with your trading partners. Number five is really a, a key theme, I think for all the technology providers in the space. And the last one kind of, again, building on that technology capability is we need to take a step back and really think about, are we collaborating and what does collaborating mean? And what value can we get out of that, that we’re not unlocking today?
Scott Luton (19:59):
Well said not collaboration to cliche, but collaboration with real meaningful action and outcomes behind it, where you all said, okay, so folks, just a minute, we’re gonna take a couple of your comments, but we’re gonna really dive in deeper with Mike and with Greg on 0.4 and six, right. Supply chain flexibility, and that supplier collaboration that Mike was just talking about. In the meantime, we’ve got some great comments here going with Jeffrey says, uh, historically in an inflationary market, there tends to be app pause on widespread tendering events in lieu of more targeted negotiations, where it makes sense. He continues your organizational growth outlook also plays a key input, inflationary market widespread, but with a strong overall activity outlook, it does give some very strong ammo to have more strategic, disruptive conversations. And I think that was part of one of your last points you were just making there. Uh, right. Mike?
Mike Jette (20:52):
Yeah. I mean, I think, you know, one phrase we hear a lot is never let a good crisis go to waste mm-hmm <affirmative> right. I think, you know, we, as supply chain professionals have a lot of times seen things that will allow our organizations to be more effective, but it’s been hard to get bandwidth. Right? Yep. So now I think now there is an opportunity to seize on some of those more disruptive ideas and say, you know what, we’ve always done it this way. And it it’s been tough the last two or three years. Yep. Let’s start exploring some different strategies that could be where we manufacture that could be whom we’re buying from. That could be how we contract and how we measure success. So I think that is a, a great point.
Scott Luton (21:33):
Excellent. Greg, before I share Rhonda and Stacy’s comments and a few others, your quick take on what Mike and Jeffrey been been talking about.
Greg White (21:41):
Yeah. I think one, you know, one of the things that’s fascinating about this current environment is I actually, one of the first tech companies I worked for was built in the early eighties when we had rampant inflation and to which this now finally can compare, but one of the strategies that they undertook was forward buying hedging with inventory. But think about that, that was in an, an environment where you had plentiful stock. So you would buy the next 3, 6, 12 months worth of inventory to Jeff’s point, knowing that your, your enterprise could burn through it. Right. You can’t do that with fashion goods or short life cycle things, but, but you could do that with the items, kind of the staple items that you knew you could burn through and offset the cost of that, you know, hoping that the cost or inflation slowed or went or, or ended by the time you needed to restock again. But this time around, we have the double edged sword of inflation and lack of availability, or at least lack of timely availability. So even a strategy like that has pretty much been undermined in this environment. That’s honestly what that segment of Jeff and Mike’s conversation really made me think about it’s, it’s tough. It’s a unique unprecedented Scott,
Scott Luton (23:01):
Greg White (23:02):
Not to say since 2020 years.
Scott Luton (23:05):
Alright. What’s up to find different way, what to find different way. Yeah. Um, really quick. I’m Mike, I’m coming back to you in just a second. I wanna share two quick comments. Rhonda says she’s seeing a freeze in many hiring positions, but I’m doubling down on the sales team hiring to help with revenue streams and a hang in there, mentality team mentality. As we work through the challenges. I love that Rhonda. And then finally here and I’ve got some more, we’ll get to here. A little later on. Stacy says the challenges have really pushed us to be critical thinkers and literally where superhero capes and more data analytics and just thinking what the heck will hit us next. Stacy, I, I,
Greg White (23:45):
A supply chain. I wanna see photographs of a supply chain organization with capes on <laugh> richly deserved unquestionably.
Scott Luton (23:51):
That’s right. Yeah. All right. So getting back to the two aspects of the six point action plan we really focus in on today. Uh, let’s start with encourage supply chain flexibility now as with any great discussion. Mike, I’d love for you to define that first and then get into the how to, to attain it. So tell us more.
Mike Jette (24:11):
Sure. I mean, so I think flexibility is, you know, I like to say degrees of freedom, right? I have different ways of getting things done to, you know, to fulfill demand in my supply chain right now we’re probably operating in a 10 or 15 year period where we’ve focused on narrowing those degrees of freedom in, in the hope of a very efficient supply chain. So a lot of it’s about opening that up and it opening it up. We will have better ability to recover, right? So that’s kind of the resilience objective, but also where we have optionality, we’re gonna be able to steer a little bit to try to address cost issues, inflationary issues. So this is really about creating more degrees of freedom in the supply chain.
Scott Luton (24:58):
Yep. Well said, Hey, quick question. I’m gonna, I’m gonna put this graphic back up here. Jeffrey says number four should be a key part of everyone’s business continuity planning. Would you agree with that?
Mike Jette (25:09):
Yeah, certainly. I mean, I think this is, I think more and more we’re seeing people not just as, Hey, I need to have this in case something goes wrong, but I need to have a kind of a multi-channel supply chain. Maybe some that services my markets a little bit more locally and maybe some where I have maybe my primary supply chain that satisfies 60 or 70% of my demand, but a, a single supply chain that is multi-step and kind of distant. I think a lot of folks are saying that’s not gonna solve for the, uh, the objectives that I need.
Scott Luton (25:45):
Yep. Well said, well said, okay, Greg, get you to comment on supply chain flexibility and some of Mike’s thoughts there.
Greg White (25:52):
Yeah. I think the multi-sourcing opportunity. So there have been industries that have had to have done this even before the pandemic, right. That strangely I worked with a windshield and an automotive glass supplier and, and they couldn’t always get the right quality of glass from a particular vendor. And they would actually undertake to, to order at all times 80%, let’s say from their primary vendor and 20% from another vendor. And that’s a strategy that I think particularly now Mike is, is really valuable. You keep someone running the lines and seeing you as a client, even if they’re getting less demand and they know that there’s upside if their competitor stumbles. Right. And that gives you an tremendous amount of either flexibility or optionality. Honestly, Mike, I can’t distinguish, but both probably right. Yeah. That’s one thing. And the other is to recognize what your critical path elements are. It could be a washer on a conveyor line that stops the entirety of your production or distribution. And, and you have to know what those elements are and you have to provision for the worst in, in those cases because it doesn’t matter if it’s one washer that goes bad, as long as it stops the line, nothing moves. So I, I think that awareness of, of what your supply chain is about and where those, those, uh, critical path elements lie is, is a critical part of what Mike’s talking about.
Scott Luton (27:21):
Yep. Mike, I’ll give you the final word on supply chain flexibility. And I gonna share a couple more comments here.
Mike Jette (27:26):
Yeah. I, I think those are great points, Greg, and that was kind of the last I wanted to talk about kind of Debo collecting your supply chain, but specifically we’re seeing a lot of companies look at their bill of materials and trying to identify that washer mm-hmm <affirmative>. If we think about the automobile industry and, you know, obviously chips really, you know, you looked at any earnings report from all of the real manufacturer. It was all about the impact of chips and what that meant in terms of revenue. A lot of folks are looking at that and they have relied on chip technology that is seven or gen seven or eight generations old. And then there’s very limited people who wanna manufacture that because it’s just not very profitable. You know, I think whether it’s chips or like, like components of your bill materials, people are saying, you know what, I might need to change my bill of materials, even if it’s not cost advantaged, because I’m gonna get myself in that same bottleneck two years from now. And I can’t be there. Mm-hmm <affirmative> uh, so we’re seeing a lot of folks, I think putting renewed energy into, you know, it’s, it’s a bit value engineering from a cost standpoint, but it’s very much about trying to come up with a more resilient mix of goods and services to produce product
Scott Luton (28:38):
Well said. All right. So again, that is the first of two deep dives. So we’re, we just wrapped up supply chain flexibility. What means how to start achieving that? And we’re gonna focus on supplier collaboration in just a moment before we do, let’s talk about Joey’s comment here. Joey says, Joey, great to have you back. I think he was with us yesterday as well. Uh, he’s made a couple of guest appearances, uh, Greg. Yeah. Who knows he may have his own dressing room soon here at supply chain. Now he says, great dialogue collaboration with results is key maximizing potential through proactive visibility is key. The consumer mindset is now altered, which impacts all areas of how we operate collecting data to score card or trading partners sets up both parties for success. Excellent point, Joey and Mike you’re nodding your head that seems to square with you as well, too, right?
Mike Jette (29:28):
Yeah. I mean, couldn’t be a more perfect lead in for the, kind of the next topic about the supplier collaboration.
Scott Luton (29:34):
Let’s let’s go. I wanna share really quick cm. <laugh> see. I love data, honestly, as long as it isn’t collected just to have it. I think all of us can feel that pain at some point in our journey. Okay. So let’s use Joey’s perfect segue there and let’s, let’s move into kind of taking a deeper dive, assessing the current state of supplier collaboration and really optimizing that for the future to give us some of your thoughts around number six there Mike.
Mike Jette (30:00):
Sure. So I think for a lot of people, collaboration is, is sort of a bad word <laugh> right. And collaboration 1.0 has been a negative experience. Uh, you know, what we see in a lot of industries is a more powerful trading partner, just forces requirements and punitive contractual arrangements onto the, the, the partner that maybe doesn’t have as much leverage in the organization. And doesn’t listen. Right. <laugh> I would say if you talk to, you know, 75% of the folks, their experience with kind of collaboration and setting up those models, they will often see it as being very one-sided and something that didn’t deliver on any of the promises as to why they got into these types of arrangements.
Scott Luton (30:47):
Greg White (30:48):
I’m gonna say what Mike can’t Walmart <laugh>, but I mean, it ha and that’s a really good point. Collaboration has really been a, a euphemism of dominance of, of a strong trading partner on their lesser trading partners. And, and I think the truth is that power of the consumer power. Um, was it Russell, uh, mentioned
Scott Luton (31:11):
Jeffrey, I think it’s or Joey, Joey, sorry, Joey.
Greg White (31:14):
Yeah, the, the consumer power has disabled any member of the supply chain supply network, whatever you wanna call it from blaming, you know, blatantly blaming someone else for the fault, because there’s always a way that that one trading partner can contribute to the success of another be they the client customer or the, the vendor supplier. Yep. There’s always a way to improve that. And that kind of collaboration Mike is I think what you’re talking about and it’s becoming more and more prevalent.
Mike Jette (31:46):
Yeah. I mean, I think the good, you know, there’s a silver lining to, you know, the challenges we’ve had over the last 30 months is that I think there’s more willingness to listen to those trading partners cuz everyone realized where I worked well with my trading partners. Things went well where I didn’t have a strong relationship. Even if I thought I could make ’em do stuff. It didn’t happen. Yeah. The problem did not materialize. Uh, so I think there’s momentum. And I think what people are realizing is that a lot of those requirements and you know, what we thought were smart contractual arrangements with penalties, well, it just caused more friction and extra cost. Right. So it didn’t help us from, uh, a resilient standpoint and it may have increased our cost basis. So I think, I think there’s a, a market change in attitudes and it’s something that I’m super excited to see.
Scott Luton (32:37):
Mm real collaboration, again, outcome driven where all parties, uh, there’s something in it for everybody and worth the extra work or the extra, you know, framing up the relationship or what, what have you,
Greg White (32:49):
Uh, and, and preemptive rather than responsive. I think that’s one of the things we’re starting to see more and more is the goal of collaboration is not to collaborate on solving the problems it’s to collaborate on preventing ah, problems in the first place. And I think nice that accrues to the value of both enterprises, regardless of whether things go right or wrong.
Scott Luton (33:10):
Yep. Well said. All right. So Mike, you wanna speak to, uh, any final thoughts on again kind of collaboration? I think you called collaboration 1.0, kind of burned a lot of folks, but we’re talking collaboration 2.0, I don’t know. Maybe we’re already at 3.0, but, but how can folks also achieve it or maybe what’s the right approach to, to building those really successful collaborative partnerships.
Mike Jette (33:33):
Yeah. I mean, I think you could boil it down to sort of a tagline of partners prosper. Dictators. I, I don’t know if D is too strong for it, but it at least has the, the, the same beginning consonant, but definitely partners prosper. And that’s what collaboration too, or 3.0 is about, is partnership and joint prospering versus dictating requirements, uh, to your trading partner.
Scott Luton (33:59):
Yeah. Well said, okay. Uh, in a moment we’re gonna move to getting some of my spinal thoughts and then some resources. But before we do, we got, we got a bunch of great comments here today. Let’s see here, Josh goody solo supply chain is the unicorn of the past two years. If you don’t have an alternative for a rainy day, little Seattle pun there, you’re setting yourself up for a headache. Hey, I’m with you with,
Greg White (34:23):
I was stunned by how many companies and I bet you too, Mike, how many companies did not have alternative provisions built into their supply chain? I just, you know, having dealt with so many supply chains over the years, I just assumed that it was part of everyone’s design. Right. But it’s not, and not by a long shot.
Scott Luton (34:45):
Mike, can you, can you comment there observations?
Mike Jette (34:47):
Yeah. I mean, I think, um, unfortunately, you know, the, the tide went out and we, we sort of saw who was wearing, uh, their bathing suit, uh, as you know, where buffet says and a lot of us were, and this is, oh, you, this is all of us. A lot of us were out there and we were covering up because we
Scott Luton (35:04):
Skis. Yeah. Uh, Mike, what a great, I love that Warren buffet, uh, quote, I’m so glad you brought it in cause Hey, it’s still, it’s still beach weather. Right. We’re still in July. Some folks are still sneaking in some vacations. So I love that, but you gotta be careful what you’re sneaking in is what you’re saying. Hey, see, and says, I guess O ringings is one of the things that she, she manages almost had an emergency there, but she says for this conversation, she’s in heaven, we’re talking bombs and more so great to have you here as always, uh, Russ says one important thing at this moment in time to tackle the inflation effects should be to define a purchasing strategy, EG identifying critical parts, key supplier pressures, fact based supplier negotiation, mic your shaking in your head. Quick thoughts.
Mike Jette (35:49):
Yeah, definitely. And in this kind of, uh, it goes to supply supply chain and sourcing and procurement working together. You know, sometimes we’re addressing whether it’s that O Rigg shortage or what we’re gonna do for this bottleneck part separately, and that never leads to the outcome. So that kind of more integrated approach to those key functions working together, uh, super important.
Scott Luton (36:13):
Yep. Agreed. Uh, Greg, your quick thought,
Greg White (36:17):
Um, yeah, I couldn’t help, but go here. And that is while we are accepting price increases because inflation is going up, we have to be careful to watch as inflation goes down to benefit, go in the other direction. I, I still think back to the temporary, very temporary fuel shortages of the late 2000 naughties and, and the search fuel surcharges that went on to transportation that never went away even though fuel prices came back down. So right. You know, while we must trust, we must verify with our trading partners that we’re getting equal treatment went as things start to slow, which will eventually happen in the future.
Scott Luton (37:00):
Excellent point in the greater sense, Greg, I love your call out there. There’s gotta be a mechanism for, uh, the valleys as much as of the peaks, uh, uh, from, for, from a pricing standpoint to take care of all parties. Mm-hmm <affirmative> right. And if you can put that in place preemptively as you and Mike, both are speaking about, you’re not in there in the moment, you know, fighting about, uh, price increases and, and, and that’s burning trust in the relationship, all that stuff. If you can be really smart about, uh, parentally putting in those good for all parties mechanisms where it’s truly focused on the markets. I think Mike, uh, a lot of folks can win and, and that, it sounds like to me is a, is, is one of the key elements in collaboration, 2.0 3.0, right.
Mike Jette (37:40):
Definitely. You got it. Okay.
Scott Luton (37:42):
All right. Couple quick comments. And then we’re gonna get Mike’s final take here. Rhonda says as a consumer watching my pocketbook more. So now I’m more interested in investing in our hospitality industry and traveling after years of isolation, maybe you and, uh, Mike can compare notes here. <laugh> less home projects focused mm-hmm <affirmative> and more focused on face to face, social networking, traveling, and exploring new places and experiences. Hey, I think we’re all are with you there. Yeah. Um, and then Alex points to Mike, you and Greg talking about that power imbalance when it comes to supplier relationships and how that definitely resonates with some of his recent experiences, Alex, feel free to expound on that. We’d love to learn more. Okay. So Mike, when it comes down to it again, we’ve walked through these six, the six point action plan for fighting inflation while creating supply chain value. We’ve took a deep dive on items four and six. So give us your, you know, kind of your final observation. You wanna leave with folks when it comes to the here and now and the bigger picture?
Mike Jette (38:42):
Sure. So when we think about our challenges supply shortages, how do we become more resilient? How do we deal with inflation? These challenges are the same set of techniques, help us make progress on all three of those challenges. So, uh, definitely encourage folks to look at the techniques that we’ve talked about and not to think of these as mutually exclusive objectives. I think it’s thinking about them as the same set of challenges, the same set of techniques that will get companies in their supply chains in a healthier place to deal with whatever next year, uh, throws at us
Scott Luton (39:23):
Because next year, as we all know is definitely gonna throw some new and old things at us. Fight continues. Mike well said, Greg, your quick comment, and then we’re gonna move into some resources that GP team has brought to the table here.
Greg White (39:36):
Yeah. I, I think we have to recognize this, uh, as importantly as any of these operational or strategic discussions that Mike has brought us, and that is that there is no place to hide in supply chain or procurement anymore. We asked for a seat at the table 2020 gave us that seat in spades. It also exposed the supply chain and procurement to the awareness of customers and consumers of all ilks and they can’t unsee it and they can’t become unaware of it. And now, you know, other than the collection of, of disruptions that were caused specifically by the pandemic, a lot of this are disruptions that supply chains have been through before, but now everyone is aware of it. So we have to acknowledge and accept that we got exactly what we asked for, which was a awareness, a seat at the table, uh, you know, and the respect. I think we do finally have the respect, if not yet, the budget for a lot of the things that supply chain needs to do and procurement needs to do to improve
Scott Luton (40:38):
That’s right. Uh, Mike, I bet when you went into Tuscany, enjoying all those meals and making small talk with your family members, I bet. Once you said supply chain, they understand, uh, some of the things you do these days, right?
Mike Jette (40:50):
That’s for sure. Uh, I have more heads nodding than I did three years ago.
Greg White (40:55):
<laugh> yeah, they don’t, they don’t turn around and start talking to somebody else immediately when you say supply chain, right,
Scott Luton (41:00):
Right. Sheldon. Great. To have you back with us, the Shakespeare of supply chain, sometimes the role of supplier qualities is coming more into focus. Companies must now assign a budget to the supply chain to accomplish, accomplish their strategic objectives. Well said there, Sheldon and I love Stacy’s comment next year. We still need to be superheroes, Greg. We still need to have those capes. Yeah. I love that Stacy so well said. I’m so glad you’re here with us here today. Okay. So Mike, you did not come without gifts for everyone. Uh, resources, really folks, just like your perspective here is gonna help many people probably gonna trigger a few Eureka moments and, and hopefully drive new action, right. Doing business differently. So our team, and again, big, thanks to Catherine and Amanda Chantel helping to make production happen. See, we’ve got first up, we’ve got a white paper on the three essential supply chain tools to combat inflation. So we’re gonna drop that there. So white paper folks can download. Secondly, we’ve got a blog on seven important things that supply chain leaders should focus on, uh, probably attack in the blind spot that we all have from time to time. Uh, so we’re gonna drop that in the links. And then finally, Mike, I want, want you to, um, we also have a webinar that you were on here recently entitled supply chain collaboration as a counterbalance to inflation. Why should folks check without Mike?
Mike Jette (42:27):
Sure. So I, I think, I think all three of us are passionate about collaboration. It’s one of the, the most untapped assets in our supply chain. So, uh, the focus there I think is really important. And this particular webinar is, you know, speaking specifically to the most urgent challenge that we’re all facing and that’s inflation. So I think as you’re trying to get your organization to do things differently, to adopt some new approaches, collaboration should be one of those approaches. And maybe one of the best ways to sell that into your leadership is about how this is gonna help you to, uh, address inflationary trends
Scott Luton (43:04):
Well said, great resources, and we’ve dropped those links in there. Uh, Greg, get you to comment and then I wanna make sure folks know what G P does and how, how the, uh, organization can help Greg, your quick
Greg White (43:16):
Thoughts. I wish I could do a meme of what Mike looked like virtually coming in here, like with an armload of stuff for people. <laugh> <laugh> there you go. It’s like, it’s like he’s coming to a housewarming party. I mean, that’s, that’s, that’s so incredible amount of valuable information. I think particularly valuable is how to deal with inflation without upsetting all of the other value added aspects of your supply chain. Right? I mean, you can’t just focus on supply chain and I think you also have to acknowledge, you’ve said this to an extent is that dealing with inflation is not a zero sum game, you know, in terms of other improvements or, uh, affirmations of your supply chain. So, um, I think it’s important for folks to think of think multi-threaded yep. Right. Well, and I think that’s the message here.
Scott Luton (44:10):
Yep. Well said there really quick Alex says, I think going back to those power imbalance imbalance relationships, Alex says he worked for a supplier for a big box. They recently removed their business from the company I worked for no warning or reason given they had lowered, uh, comps over the prior months, but went from even with 2021 to zero, our suppliers on the flip side have used their size to bully increase in prices. So a lot of dynamics going on there, Alex, and sounds like you’ve got quite a, a new chapter to write to the book, uh, from your journey. But,
Greg White (44:47):
Uh, so can I tell you that losing a big customer like that is not always a bad thing. Mm
Scott Luton (44:52):
Greg White (44:53):
We did. We were the second largest auto parts chain at one time. And now Riley automotive, which I believe is the largest and WD 40 got tired. The one product that every auto parts chain must have, right? WD 40, they got tired of the low margins that we forced them into, even though we were by far their biggest customer. And they just pulled their product from our shelves. Wow. And their gross, we thought, oh, they’ll collapse. They’ll fall under the pressure. Their gross margins went up because our, because our method of collaboration was to bully them into lower and lower prices because of our higher and higher volumes. And wow. It wound up being us who, who came. So, and I’ve seen a lot of companies, um, gain margin by losing big box business, by
Scott Luton (45:42):
The way. Well, Mike, as we all know, with duct tape and WD 40, you can just about do whatever you want to and fix anything. Right. That’s it’s
Mike Jette (45:50):
True. That’s that’s for sure.
Greg White (45:52):
And a fry
Mike Jette (45:52):
Bar and it’s, it’s been used a lot over the last three years,
Scott Luton (45:55):
But thank oh man.
Mike Jette (45:57):
Mike Key solutions.
Greg White (45:59):
It feels like it’s been used on the supply chain. Mike certainly.
Scott Luton (46:02):
Yeah, no true words, Mike. I love that. I set you up and yes, spiked it down by Tom cruise and the top gun you’ve seen. Um, okay. So Mike, you know, we like to really offer some clarity when it comes to what companies do, how they can help. So tell us a little more about G P big powerful organization and, and how they can help some of our listeners.
Mike Jette (46:23):
Yeah. Our, our mission is, is pretty simple. I mean, we help companies optimize their supply chains, right? That’s, that’s a hundred percent of what we do that is our passion. We do that three ways. Uh, so one we offer technology. So we have SAS solutions for both sourcing and procurement, which we call GP smart and broader supply chain, collaboration, planning, inventory management. We call that GP next. Those are integrated convers capabilities, kind of per the importance that we’ve talked about there, we also provide consulting, helping companies define, prioritize, align on what changes need to happen and then implement those changes. And finally, uh, we have a lot of customers where we’re a part of their team. We’re offering managed services where we’re helping operate and continuously optimize their supply chains on an ongoing basis. So optimizing supply chains, technology, and services, uh, that’s what GDP is about.
Scott Luton (47:21):
Mm. Love it. Very simple. Easy to follow there, Greg, your thoughts on the, some of the ways that GP can help.
Greg White (47:28):
Yeah. They give you the tools to do it or do it for you. It sounds like. And, and I think more and more, by the way, as these newer enterprises, some of these niche brands are created. They don’t want to run a supply chain. They wanna run a, a brand and they want someone to, if not completely largely operate it on their behalf. And I think it’s a good business to have it’s Mike, by the way, it’s something I have contended for a long time. Retailers are really good at retailing. They’re really terrible in for the most part, saving some real exceptions like tractor supply. They’re really terrible at supply chain. And, and I think this gives them the, these kind of services, give them the opportunity if they want to, you know, get the economies of scale of having trained professionals. If that, if you wanna call it that tackle it, they can, they got the option.
Scott Luton (48:19):
Yeah. Well said. All right. So Mike and Greg Sheldon says going back to, I think, uh, Greg’s story, high margins and high volumes. <laugh> like all in water <laugh> they just don’t
Greg White (48:31):
Scott Luton (48:33):
So Mike ton, I appreciate your, the perspective you dropped today. And, you know, we’re, we’re, we’re big here at supply chain. Now we’re big suckers for numbered lists. So it’s so it’s, so it’s just easier to fall along. Right. But folks, we’ve got the, the links to all three resources and the comments, if you’re listening to this via audio podcast replay, you’ll find them on the episode page beyond all that though. Mike, how can folks connect with you and GEP and learn more on their own?
Mike Jette (49:00):
Yeah. So certainly encourage folks to visit, uh, gp.com. You know, this is a sample of some of the great resources that we have there, and you’ll be able to learn more about our mission of me personally, LinkedIn, or other social media platforms. I’ve got a, a presence on all those. I’m always excited to, to network and connect with other leaders out there.
Scott Luton (49:20):
Wonderful. And, uh, let’s see here, Rhonda appreciates the opportunity to learn a lot, uh, here today, especially from you, Mike. I appreciate, we all appreciate that. Uh, see him says, GP sounds like a fascinating company. Is that the, is that the label you’d put on? Uh, G there Mike?
Mike Jette (49:36):
Yeah, I think that’s a good ad adjective. I like that one. <laugh>
Scott Luton (49:40):
So one final question for you here today, Mike, uh, before we wrap and thank you for your time, what’s being a big traveler, right? And, and you don’t have to let anything out, any cats outta the bag unless you want to, but what’s one of your big, next trips that, uh, you’ll be taking.
Mike Jette (49:56):
I always usually have three or four trips in advanced plant, so I nice, always have things on the calendar. I have a trip with one of my sons to go skiing in the Dolomites, uh, in Italy, Northern Italy. Wow. In February. And I have a trip on, on the calendar for April to go to India with my whole family. I, I get to go fairly frequently for work. It is somewhat contingent on Russian airspace and whether that is available to American carriers, cuz I prefer the nonstop flight, but those are, those are two of the items that I have out
Scott Luton (50:30):
There. Okay. So we’re gonna the check back in, after you get some of these incredible trips knocked out and uh, we’ll have to check back in with you and get your next round of observations on how to, how to navigate to the obstacle course. That is global supply chain these days. So really appreciate your time here today. Mike jetty with G
Mike Jette (50:48):
P thank you so much. I had a great time.
Greg White (50:51):
Scott Luton (50:52):
Greg man. Mike, just he’s he’s so matter of fact about dropping this knowledge here, right. Really enjoyed his perspective, enjoyed, you know, I always, as you know, um, I’m so practical that I once gave my wife at umbrella for on Valentine’s day. So I like a good <laugh>. I like a really good practical discussion, but Mike dropped some things been there, done that perspective and some, some thoughts and resources that can really help folks. Right?
Greg White (51:18):
Yeah. And unlike an umbrella, Mike seems to, seems to have ideas for companies that will help them stay married to their trading partners. So
Scott Luton (51:28):
Greg White (51:31):
No, fortunately you have a very forgiving wife, but, but our trading partners, all aren’t always so forgiving, but nice. I think,
Scott Luton (51:39):
Sorry, you’re getting, this is like the here at the end, huh?
Greg White (51:43):
About you. But I think, you know, there were a couple of really good insights there and, and the one you just mentioned is that it is so matter of fact, I imagine Mike has done this once or twice or a hundred or 200 or 500 times. And I think what companies need to realize is that they need to have somebody inside or outside their organization to which supply chain is. So matter of fact, that even, you know, globe catastrophes and global recession, except for the United States, apparently the whole world is in recession except the us and inflation thing, you know? And, and some of those things hitting you all at once are still just another day at the office for people like Mike and his team. And I think that’s, that’s something that you have to recognize because so many companies don’t know where to turn.
Greg White (52:31):
Right. They don’t know where’s my stuff. They don’t know how to find where’s my stuff. They don’t know what to do when they do find my stuff. Right. And that’s right. And because it is so matter of fact, he and the folks at G G E P that, that it’s a great resource to have people like that. Like I said, either in or outside your organization to help you deal with what’s coming. Because as I said before, consumers, executive management, trading partners, even politicians can’t unsee the supply chain now, and you are under the microscope. Like you we’ve never been before.
Scott Luton (53:09):
Greg White (53:11):
In the, in the last two years, supply chain has mentioned, has been mentioned as often as sales. Wow. In, you know, quarterly and annual statements of, of public companies and sales is the thing that people have focused on at companies in the past. And, and now they realize that it’s a symbiotic relationship between sales and, and supply chains. So that will continue and that’s right. Pressure has been ratcheted up. So, you know, if you, if you feel lost, find a partner. Yeah. And you know,
Scott Luton (53:43):
And if you don’t get help,
Greg White (53:44):
Whom it is just another day at the office, all of this disruption,
Scott Luton (53:48):
Right. If you don’t get help with Mike, a GP get help somewhere.
Greg White (53:50):
That’s right. Like
Scott Luton (53:51):
Charter hospital, eighties commercials where right. Folks to make it easy, you know, whether or not you, you reach out to Mike to make it easy to consume some of the resources, we’ve dropped all those links and here and to chat. And that’ll be on the episode page like this one here on the webinar. Uh, and Stacy, I really appreciate your comment here. Good relevant conversations. But then she says about <laugh> the umbrella, Scott. I hope you did not wrap that umbrella. Now look, as we wrap here, just to, just to clarify things, I saw my wife as I dropped her off at her job one day running through a rainstorm, cause you didn’t have an umbrella. And that was like two weeks before Valentine’s day. So that’s what triggered me to problem, you know, problem meet solution, hammer, meet nail. But I think she did cry when she unwrapped. Well, I know she did. She unwrapped that, uh, at dinner. So Hey, we have, we love phone that he
Greg White (54:40):
Has learned people. He has learned
Scott Luton (54:42):
20 years later. We have
Greg White (54:43):
He’s he’s made up for big
Scott Luton (54:45):
Time. That’s right. Way folks. I hope you’ve enjoyed. Appreciate all the great feedback. I hope you’ve enjoyed. Today’s chat with not only with Greg, but Mike jetty, man, Mike, uh, make sure you connect with him on LinkedIn. Make sure you check out what GPS up to really enjoy his perspective today. And we’ll have to have him back, uh, as we, as he works through all these global travels, but whatever you do, folks, deeds, not words. You gotta take action. We gotta do business differently on behalf of our entire team here at supply chain. Now Scott Luton signing off challenging you to do good to give forward and to be the change that’s needed. And we’ll see you next time. Right back here on supply chain now. Thanks everybody.
For being a part of our supply chain. Now community check out all of our firstname.lastname@example.org and make sure you subscribe to supply chain. Now anywhere you listen to podcasts and follow us on Facebook, LinkedIn, Twitter, and Instagram. See you next time on supply chain now.
Mike Jette is a proven leader with more than 25 years of experience in procurement, supply chain consulting and technology delivery. Mike leads the Telecommunications, Media & Technology (TMT) industry vertical at GEP. During his tenure with GEP, Mike has more than tripled GEP’s business in the TMT vertical, been cited in The New York Times and The Economist, and contributed a number of industry-specific white papers. Prior to joining GEP, Mike was a partner with Accenture, managing accounts for leading TMT providers including NBCU, Hearst and Time Warner Cable. Along with his expertise in supply chain and procurement consulting, Mike has experience in delivering high-value SaaS- and ERP-based transformation programs for clients. He has also worked with leading consulting firms, including Huron Consulting, Verticalnet & Tigris Consulting. Mike graduated with a B.S. in Chemistry (Summa cum Laude, Phi Beta Kappa) from Boston College. He has authored several articles in leading chemistry journals and his research was highlighted on Discovery’s Modern Marvels TV show. Connect with Mike on LinkedIn.
Host, Supply Chain Now en Espanol
Demo Perez started his career in 1997 in the industry by chance when a relative asked him for help for two just weeks putting together an operation for FedEx Express at the Colon Free Zone, an area where he was never been but accepted the challenge. Worked in all roles possible from a truck driver to currier to a sales representative, helped the brand introduction, market share growth and recognition in the Colon Free Zone, at the end of 1999 had the chance to meet and have a chat with Fred Smith ( FedEx CEO), joined another company in 2018 who took over the FedEx operations as Operations and sales manager, in 2004 accepted the challenge from his company to leave the FedEx operations and business to take over the operation and business of DHL Express, his major competitor and rival so couldn’t say no, by changing completely its operation model in the Free Zone. In 2005 started his first entrepreneurial journey by quitting his job and joining two friends to start a Freight Forwarding company. After 8 months was recruited back by his company LSP with the General Manager role with the challenge of growing the company and make it fully capable warehousing 3PL. By 2009 joined CSCMP and WERC and started his journey of learning and growing his international network and high-level learning. In 2012 for the first time joined a local association ( the Panama Maritime Chamber) and worked in the country’s first Logistics Strategy plan, joined and lead other associations ending as president of the Panama Logistics Council in 2017. By finishing his professional mission at LSP with a company that was 8 times the size it was when accepted the role as GM with so many jobs generated and several young professionals coached, having great financial results, took the decision to move forward and start his own business from scratch by the end of 2019. with a friend and colleague co-founded IPL Group a company that started as a boutique 3PL and now is gearing up for the post-Covid era by moving to the big leagues.
Sales Support Intern
Alex is pursuing a Marketing degree and a Certificate in Legal Studies at the University of Georgia. As a dual citizen of both the US and UK; Alex has studied abroad at University College London and is passionate about travel and international business. Through her coursework at the Terry College of Business, Alex has gained valuable skills in digital marketing, analytics, and professional selling. She joined Supply Chain Now as a Sales Support Intern where she assists the team by prospecting and qualifying new business partners.
Joshua is a student from Institute of Technology and Higher Education of Monterrey Campus Guadalajara in Communication and Digital Media. His experience ranges from Plug and Play México, DearDoc, and Nissan México creating unique social media marketing campaigns and graphics design. Joshua helps to amplify the voice of supply chain here at Supply Chain Now by assisting in graphic design, content creation, asset logistics, and more. In his free time he likes to read and write short stories as well as watch movies and television series.
Director of Communications and Executive Producer
Donna Krache is a former CNN executive producer who has won several awards in journalism and communication, including three Peabodys. She has 30 years’ experience in broadcast and digital journalism. She led the first production team at CNN to convert its show to a digital platform. She has authored many articles for CNN and other media outlets. She taught digital journalism at Georgia State University and Arizona State University. Krache holds a bachelor’s degree in government from the College of William and Mary and a master’s degree in curriculum and instruction from the University of New Orleans. She is a serious sports fan who loves the Braves. She is president of the Dave Krache Foundation. Named in honor of her late husband, this non-profit pays fees for kids who want to play sports but whose parents are facing economic challenges.
Vicki has a long history of rising to challenges and keeping things up and running. First, she supported her family’s multi-million dollar business as controller for 12 years, beginning at the age of 17. Then, she worked as an office manager and controller for a wholesale food broker. But her biggest feat? Serving as the chief executive officer of her household, while her entrepreneur husband travelled the world extensively. She fed, nurtured, chaperoned, and chauffeured three daughters all while running a newsletter publishing business and remaining active in her community as a Stephen’s Minister, Sunday school teacher, school volunteer, licensed realtor and POA Board president (a title she holds to this day). A force to be reckoned with in the office, you might think twice before you meet Vicki on the tennis court! When she’s not keeping the books balanced at Supply Chain Now or playing tennis matches, you can find Vicki spending time with her husband Greg, her 4 fur babies, gardening, cleaning (yes, she loves to clean!) and learning new things.
Ben Harris is the Director of Supply Chain Ecosystem Expansion for the Metro Atlanta Chamber. Ben comes to the Metro Atlanta Chamber after serving as Senior Manager, Market Development for Manhattan Associates. There, Ben was responsible for developing Manhattan’s sales pipeline and overall Americas supply chain marketing strategy. Ben oversaw market positioning, messaging and campaign execution to build awareness and drive new pipeline growth. Prior to joining Manhattan, Ben spent four years with the Georgia Department of Economic Development’s Center of Innovation for Logistics where he played a key role in establishing the Center as a go-to industry resource for information, support, partnership building, and investment development. Additionally, he became a key SME for all logistics and supply chain-focused projects. Ben began his career at Page International, Inc. where he drove continuous improvement in complex global supply chain operations for a wide variety of businesses and Fortune 500 companies. An APICS Certified Supply Chain Professional (CSCP), Ben holds an Executive Master’s degree in Business Administration (EMBA) and bachelor’s degree in International Business (BBA) from the Terry College at the University of Georgia.
Host, The Freight Insider
Prior to joining TeamOne Logistics, Page Siplon served as the Executive Director of the Georgia Center of Innovation for Logistics, the State’s leading consulting resource for fueling logistics industry growth and global competitiveness. For over a decade, he directly assisted hundreds of companies to overcome challenges and capitalize on opportunities related to the movement of freight. During this time, Siplon was also appointed to concurrently serve the State of Georgia as Director of the larger Centers of Innovation Program, in which he provided executive leadership and vision for all six strategic industry-focused Centers. As a frequently requested keynote speaker, Siplon is called upon to address a range of audiences on unique aspects of technology, workforce, and logistics. This often includes topics of global and domestic logistics trends, supply chain visibility, collaboration, and strategic planning. He has also been quoted as an industry expert in publications such as Forbes, Journal of Commerce, Fortune, NPR, Wall Street Journal, Reuters, American Express, DC Velocity, Area Development Magazine, Site Selection Magazine, Inbound Logistics, Modern Material Handling, and is frequently a live special guest on SiriusXM’s Road Dog Radio Show. Siplon is an active industry participant, recognized by DC Velocity Magazine as a “2012 Logistics Rainmaker” which annually identifies the top-ten logistics professionals in the Nation; and named a “Pro to Know” by Supply & Demand Executive Magazine in 2014. Siplon was also selected by Georgia Trend Magazine as one of the “Top 100 Most Influential Georgians” for 2013, 2014, and 2015. He also serves various industry leadership roles at both the State and Federal level. Governor Nathan Deal nominated Siplon to represent Georgia on a National Supply Chain Competitiveness Advisory Committee, where he was appointed to a two-year term by the U.S. Secretary of Commerce and was then appointed to serve as its vice-chairman. At the State level, he was selected by then-Governor Sonny Perdue to serve as lead consultant on the Commission for New Georgia’s Freight and Logistics Task Force. In this effort, Siplon led a Private Sector Advisory Committee with invited executives from a range of private sector stakeholders including UPS, Coca-Cola, The Home Depot, Delta Airlines, Georgia Pacific, CSX, and Norfolk Southern. Siplon honorably served a combined 12 years in the United States Marine Corps and the United States Air Force. During this time, he led the integration of encryption techniques and deployed cryptographic devices for tactically secure voice and data platforms in critical ground-to-air communication systems. This service included support for all branches of the Department of Defense, multiple federal security agencies, and aiding NASA with multiple Space Shuttle launches. Originally from New York, Siplon received both a bachelor’s and master’s degree in electrical and computer engineering with a focus on digital signal processing from the Georgia Institute of Technology. He earned an associate’s degree in advanced electronic systems from the Air Force College and completed multiple military leadership academies in both the Marines and Air Force. Siplon currently lives in Cumming, Georgia (north of Atlanta), with his wife Jan, and two children Thomas (19) and Lily (15).
Host, Logistics with Purpose
Kristi Porter is VP of Sales and Marketing at Vector Global Logistics, a company that is changing the world through supply chain. In her role, she oversees all marketing efforts and supports the sales team in doing what they do best. In addition to this role, she is the Chief Do-Gooder at Signify, which assists nonprofits and social impact companies through copywriting and marketing strategy consulting. She has almost 20 years of professional experience, and loves every opportunity to help people do more good.
Host, Supply Chain Now en Espanol
Sofia Rivas Herrera is a Mexican Industrial Engineer from Tecnologico de Monterrey class 2019. Upon graduation, she earned a scholarship to study MIT’s Graduate Certificate in Logistics and Supply Chain Management and graduated as one of the Top 3 performers of her class in 2020. She also has a multicultural background due to her international academic experiences at Singapore Management University and Kühne Logistics University in Hamburg. Sofia self-identifies as a Supply Chain enthusiast & ambassador sharing her passion for the field in her daily life.
Sales and Marketing Coordinator
Katherine is a marketing professional and MBA candidate who strives to unite her love of people with a passion for positive experiences. Having a diverse background, which includes nonprofit work with digital marketing and start-ups, she serves as a leader who helps people live their most creative lives by cultivating community, order, collaboration, and respect. With equal parts creativity and analytics, she brings a unique skill set which fosters refining, problem solving, and connecting organizations with their true vision. In her free time, you can usually find her looking for her cup of coffee, playing with her puppy Charlie, and dreaming of her next road trip.
Host, Supply Chain Now
The founder of Logistics Executive Group, Kim Winter delivers 40 years of executive leadership experience spanning Executive Search & Recruitment, Leadership Development, Executive Coaching, Corporate Advisory, Motivational Speaking, Trade Facilitation and across the Supply Chain, Logistics, 3PL, E-commerce, Life Science, Cold Chain, FMCG, Retail, Maritime, Defence, Aviation, Resources, and Industrial sectors. Operating from the company’s global offices, he is a regular contributor of thought leadership to industry and media, is a professional Master of Ceremonies, and is frequently invited to chair international events.
He is a Board member of over a dozen companies throughout APAC, India, and the Middle East, a New Zealand citizen, he holds formal resident status in Australia and the UAE, and is the Australia & New Zealand representative for the UAE Government-owned Jebel Ali Free Zone (JAFZA), the Middle East’s largest Economic Free Zone.
A triathlete and ex-professional rugby player, Kim is a qualified (IECL Sydney) executive coach and the Founder / Chairman of the successful not for profit humanitarian organization, Oasis Africa (www. oasisafrica.org.au), which has provided freedom from poverty through education to over 8000 mainly orphaned children in East Africa’s slums. Kim holds an MBA and BA from Massey & Victoria Universities (NZ).
Host, Logistics with Purpose
Adrian Purtill serves as Business Development Manager at Vector Global Logistics, where he consults with importers and exporters in various industries to match their specific shipping requirements with the most effective supply chain solutions. Vector Global Logistics is an asset-free, multi-modal logistics company that provides exceptional sea freight, air freight, truck, rail, general logistic services and consulting for our clients. Our highly trained and professional team is committed to providing creative and effective solutions, always exceeding our customer’s expectations and fostering long-term relationships. With more than 20+ years of experience in both strategy consulting and logistics, Vector Global Logistics is your best choice to proactively minimize costs while having an exceptional service level.
Host, Logistics with Purpose
Kevin Brown is the Director of Business Development for Vector Global Logistics. He has a dedicated interest in Major Account Management, Enterprise Sales, and Corporate Leadership. He offers 25 years of exceptional experience and superior performance in the sales of Logistics, Supply Chain, and Transportation Management. Kevin is a dynamic, high-impact, sales executive and corporate leader who has consistently exceeded corporate goals. He effectively coordinates multiple resources to solution sell large complex opportunities while focusing on corporate level contacts across the enterprise. His specialties include targeting and securing key accounts by analyzing customer’s current business processes and developing solutions to meet their corporate goals. Connect with Kevin on LinkedIn.
Host, Logistics with Purpose
Jose Manuel Irarrazaval es parte del equipo de Vector Global Logistics Chile. José Manuel es un gerente experimentado con experiencia en finanzas corporativas, fusiones y adquisiciones, financiamiento y reestructuración, inversión directa y financiera, tanto en Chile como en el exterior. José Manuel tiene su MBA de la Universidad de Pennsylvania- The Wharton School. Conéctese con Jose Manuel en LinkedIn.
Host, Logistics with Purpose
Nick Roemer has had a very diverse and extensive career within design and sales over the last 15 years stretching from China, Dubai, Germany, Holland, UK, and the USA. In the last 5 years, Nick has developed a hawk's eye for sustainable tech and the human-centric marketing and sales procedures that come with it. With his far-reaching and strong network within the logistics industry, Nick has been able to open new avenues and routes to market within major industries in the USA and the UAE. Nick lives by the ethos, “Give more than you take." His professional mission is to make the logistics industry leaner, cleaner and greener.
Host, Logistics with Purpose
Allison Krache Giddens has been with Win-Tech, a veteran-owned small business and aerospace precision machine shop, for 15 years, recently buying the company from her mentor and Win-Tech’s Founder, Dennis Winslow. She and her business partner, John Hudson now serve as Co-Presidents, leading the 33-year old company through the pandemic.
She holds undergraduate degrees in psychology and criminal justice from the University of Georgia, a Masters in Conflict Management from Kennesaw State University, a Masters in Manufacturing from Georgia Institute of Technology, and a Certificate of Finance from the University of Georgia. She also holds certificates in Google Analytics, event planning, and Cybersecurity Risk Management from Harvard online. Allison founded the Georgia Chapter of Women in Manufacturing and currently serves as Treasurer. She serves on the Chattahoochee Technical College Foundation Board as its Secretary, the liveSAFE Resources Board of Directors as Resource Development Co-Chair, and on the Leadership Cobb Alumni Association Board as Membership Chair and is also a member of Cobb Executive Women. She is on the Board for the Cobb Chamber of Commerce’s Northwest Area Councils. Allison runs The Dave Krache Foundation, a non-profit that helps pay sports fees for local kids in need.
Host of Dial P for Procurement
Billy Taylor is a Proven Business Excellence Practitioner and Leadership Guru with over 25 years leading operations for a Fortune 500 company, Goodyear. He is also the CEO of LinkedXL (Excellence), a Business Operating Systems Architecting Firm dedicated to implementing sustainable operating systems that drive sustainable results. Taylor’s achievements in the industry have made him a Next Generational Lean pacesetter with significant contributions.
An American business executive, Taylor has made a name for himself as an innovative and energetic industry professional with an indispensable passion for his craft of operational excellence. His journey started many years ago and has worked with renowned corporations such as The Goodyear Tire & Rubber Co. (GT) leading multi-site operations. With over 3 decades of service leading North America operations, he is experienced in a deeply rooted process driven approach in customer service, process integrity for sustainability.
A disciple of continuous improvement, Taylor’s love for people inspires commitment to helping others achieve their full potential. He is a dynamic speaker and hosts "The Winning Link," a popular podcast centered on business and leadership excellence with the #1 rated Supply Chain Now Network. As a leadership guru, Taylor has earned several invitations to universities, international conferences, global publications, and the U.S. Army to demonstrate how to achieve and sustain effective results through cultural acceptance and employee ownership. Leveraging the wisdom of his business acumen, strong influence as a speaker and podcaster Taylor is set to release "The Winning Link" book under McGraw Hill publishing in 2022. The book is a how-to manual to help readers understand the management of business interactions while teaching them how to Deine, Align, and Execute Winning in Business.
A servant leader, Taylor, was named by The National Diversity Council as one of the Top 100 Diversity Officers in the country in 2021. He features among Oklahoma's Most Admired CEOs and maintains key leadership roles with the Executive Advisory Board for The Shingo Institute "The Nobel Prize of Operations" and The Association of Manufacturing Excellence (AME); two world-leading organizations for operational excellence, business development, and cultural learning. He is also an Independent Director for the M-D Building Products Board, a proud American manufacturer of quality products since 1920.
Lori is currently completing a degree in marketing with an emphasis in digital marketing at the University of Georgia. When she’s not supporting the marketing efforts at Supply Chain Now, you can find her at music festivals – or working toward her dream goal of a fashion career. Lori is involved in many extracurricular activities and appreciates all the learning experiences UGA has brought her.
Social Media Manager
My name is Chantel King and I am the Social Media Specialist at Supply Chain Now. My job is to make sure our audience is engaged and educated on the abundant amount of information the supply chain industry has to offer.
Social Media and Communications has been my niche ever since I graduated from college at The Academy of Art University in San Francisco. No, I am not a West Coast girl. I was born and raised in New Jersey, but my travel experience goes way beyond the garden state. My true passion is in creating editorial and graphic content that influences others to be great in whatever industry they are in. I’ve done this by working with lifestyle, financial, and editorial companies by providing resources to enhance their businesses.
Another passion of mine is trying new things. Whether it’s food, an activity, or a sport. I would like to say that I am an adventurous Taurus that never shies away from a new quest or challenge.
Trisha is new to the supply chain industry – but not to podcasting. She’s an experienced podcast manager and virtual assistant who also happens to have 20 years of experience as an elementary school teacher. It’s safe to say, she’s passionate about helping people, and she lives out that passion every day with the Supply Chain Now team, contributing to scheduling and podcast production.
Business Development Manager
Clay is passionate about two things: supply chain and the marketing that goes into it. Recently graduated with a degree in marketing at the University of Georgia, Clay got his start as a journalism major and inaugural member of the Owl’s football team at Kennesaw State University – but quickly saw tremendous opportunity in the Terry College of Business. He’s already putting his education to great use at Supply Chain Now, assisting with everything from sales and brand strategy to media production. Clay has contributed to initiatives such as our leap into video production, the guest blog series, and boosting social media presence, and after nearly two years in Supply Chain Now’s Marketing Department, Clay now heads up partnership and sales initiatives with the help of the rest of the Supply Chain Now sales team.
Vice President, Production
Amanda is a production and marketing veteran and entrepreneur with over 20 years of experience across a variety of industries and organizations including Von Maur, Anthropologie, AmericasMart Atlanta, and Children’s Healthcare of Atlanta. Amanda currently manages, produces, and develops modern digital content for Supply Chain Now and their clients. Amanda has previously served as the VP of Information Systems and Webmaster on the Board of Directors for APICS Savannah, and founded and managed her own successful digital marketing firm, Magnolia Marketing Group. When she’s not leading the Supply Chain Now production team, you can find Amanda in the kitchen, reading, listening to podcasts, or enjoying time with family.
Constantine Limberakis is a thought leader in the area of procurement and supply management. He has over 20 years of international experience, playing strategic roles in a wide spectrum of organizations related to analyst advisory, consulting, product marketing, product development, and market research. Throughout his career, he's been passionate about engaging global business leaders and the broader analyst and technology community with strategic content, speaking engagements, podcasts, research, webinars, and industry articles.Constantine holds a BA in History from the University of Illinois at Urbana-Champaign, and an MBA in Finance & Marketing / Masters in Public & International Affairs from the University of Pittsburgh.
Host, Veteran Voices
Mary Kate Soliva is a veteran of the US Army and cofounder of the Guam Human Rights Initiative. She is currently in the Doctor of Criminal Justice program at Saint Leo University. She is passionate about combating human trafficking and has spent the last decade conducting training for military personnel and the local community.
Host of Dial P for Procurement
Kelly is the Owner and Managing Director of Buyers Meeting Point and MyPurchasingCenter. She has been in procurement since 2003, starting as a practitioner and then as the Associate Director of Consulting at Emptoris. She has covered procurement news, events, publications, solutions, trends, and relevant economics at Buyers Meeting Point since 2009. Kelly is also the General Manager at Art of Procurement and Business Survey Chair for the ISM-New York Report on Business. Kelly has her MBA from Babson College as well as an MS in Library and Information Science from Simmons College and she has co-authored three books: ‘Supply Market Intelligence for Procurement Professionals’, ‘Procurement at a Crossroads’, and ‘Finance Unleashed’.
Host of Logistics with Purpose and Supply Chain Now en Español
Enrique serves as Managing Director at Vector Global Logistics and believes we all have a personal responsibility to change the world. He is hard working, relationship minded and pro-active. Enrique trusts that the key to logistics is having a good and responsible team that truly partners with the clients and does whatever is necessary to see them succeed. He is a proud sponsor of Vector’s unique results-based work environment and before venturing into logistics he worked for the Boston Consulting Group (BCG). During his time at BCG, he worked in different industries such as Telecommunications, Energy, Industrial Goods, Building Materials, and Private Banking. His main focus was always on the operations, sales, and supply chain processes, with case focus on, logistics, growth strategy, and cost reduction. Prior to joining BCG, Enrique worked for Grupo Vitro, a Mexican glass manufacturer, for five years holding different positions from sales and logistics manager to supply chain project leader in charge of five warehouses in Colombia.
He has an MBA from The Wharton School of Business and a BS, in Mechanical Engineer from the Technologico de Monterrey in Mexico. Enrique’s passions are soccer and the ocean, and he also enjoys traveling, getting to know new people, and spending time with his wife and two kids, Emma and Enrique.
Host of Digital Transformers
Kevin L. Jackson is a globally recognized Thought Leader, Industry Influencer and Founder/Author of the award winning “Cloud Musings” blog. He has also been recognized as a “Top 5G Influencer” (Onalytica 2019, Radar 2020), a “Top 50 Global Digital Transformation Thought Leader” (Thinkers 360 2019) and provides strategic consulting and integrated social media services to AT&T, Intel, Broadcom, Ericsson and other leading companies. Mr. Jackson’s commercial experience includes Vice President J.P. Morgan Chase, Worldwide Sales Executive for IBM and SAIC (Engility) Director Cloud Solutions. He has served on teams that have supported digital transformation projects for the North Atlantic Treaty Organization (NATO) and the US Intelligence Community. Kevin’s formal education includes a MS Computer Engineering from Naval Postgraduate School; MA National Security & Strategic Studies from Naval War College; and a BS Aerospace Engineering from the United States Naval Academy. Internationally recognizable firms that have sponsored articles authored by him include Cisco, Microsoft, Citrix and IBM. Books include “Click to Transform” (Leaders Press, 2020), “Architecting Cloud Computing Solutions” (Packt, 2018), and “Practical Cloud Security: A Cross Industry View” (Taylor & Francis, 2016). He also delivers online training through Tulane University, O’Reilly Media, LinkedIn Learning, and Pluralsight. Mr. Jackson retired from the U.S. Navy in 1994, earning specialties in Space Systems Engineering, Carrier Onboard Delivery Logistics and carrier-based Airborne Early Warning and Control. While active, he also served with the National Reconnaissance Office, Operational Support Office, providing tactical support to Navy and Marine Corps forces worldwide.
Director of Sales
Tyler Ward serves as Supply Chain Now's Director of Sales. Born and raised in Mid-Atlantic, Tyler is a proud graduate of Shippensburg University where he earned his degree in Communications. After college, he made his way to the beautiful state of Oregon, where he now lives with his wife and daughter.
With over a decade of experience in sales, Tyler has a proven track record of exceeding targets and leading high-performing teams. He credits his success to his ability to communicate effectively with customers and team members alike, as well as his strategic thinking and problem-solving skills.
When he's not closing deals, you can find Tyler on the links or cheering on his favorite football and basketball teams. He also enjoys spending time with his family, playing pick-up basketball, and traveling back to Ocean City, Maryland, his favorite place!
Principal, Supply Chain Now
Host of Supply Chain is Boring
Talk about world-class: Chris is one of the few professionals in the world to hold CPIM-F, CLTD-F and CSCP-F designations from ASCM/APICS. He’s also the APICS coach – and our resident Supply Chain Doctor. When he’s not hosting programs with Supply Chain Now, he’s sharing supply chain knowledge on the APICS Coach Youtube channel or serving as a professional education instructor for the Georgia Tech Supply Chain & Logistic Institute’s Supply Chain Management (SCM) program and University of Tennessee-Chattanooga Center for Professional Education courses.
Chris earned a BS in Industrial Engineering from Bradley University, an MBA with emphasis in Industrial Psychology from the University of West Florida, and is a Doctoral in Supply Chain Management candidate.
Principal & CMO, Supply Chain Now
Host of Supply Chain Now and TECHquila Sunrise
When rapid-growth technology companies, venture capital and private equity firms are looking for advisory, they call Greg – a founder, board director, advisor and catalyst of disruptive B2B technology and supply chain. An insightful visionary, Greg guides founders, investors and leadership teams in creating breakthroughs to gain market exposure and momentum – increasing overall company esteem and valuation.
Greg is a founder himself, creating Blue Ridge Solutions, a Gartner Magic Quadrant Leader in cloud-native supply chain applications, and bringing to market Curo, a field service management solution. He has also held leadership roles with Servigistics (PTC) and E3 Corporation (JDA/Blue Yonder). As a principal and host at Supply Chain Now, Greg helps guide the company’s strategic direction, hosts industry leader discussions, community livestreams, and all in addition to executive producing and hosting his original YouTube channel and podcast, TEChquila Sunrise.
Founder, CEO, & Host
As the founder and CEO of Supply Chain Now, you might say Scott is the voice of supply chain – but he’s too much of a team player to ever claim such a title. One thing’s for sure: he’s a tried and true supply chain expert. With over 15 years of experience in the end-to-end supply chain, Scott’s insights have appeared in major publications including The Wall Street Journal, USA Today, and CNN. He has also been named a top industry influencer by Thinkers360, ISCEA and more.
From 2009-2011, Scott was president of APICS Atlanta, and he continues to lead initiatives that support both the local business community and global industry. A United States Air Force Veteran, Scott has also regularly led efforts to give back to his fellow veteran community since his departure from active duty in 2002.