In this special episode of This Week in Business History, host Scott W. Luton shares the inspiring business journey of his beloved grandfather: Leroy “Dick” Winton Rutland. Throughout his life, Dick Rutland represented the ‘gold standard’ in terms of professional integrity and action-based, servant leadership. He was a dedicated employee at Winn-Dixie and Kimberly-Clark, providing an example that now lives on – at scale – through Supply Chain Now’s organizational values. Like most people, Dick Rutland was loyal to a few brands – the Solo Cup Company and Buick in particular – and his relationship with their products serve as emblematic reminders of his personal values. Among the key lessons we learn in this week’s episode are:
- Don’t let anything go to waste if you can avoid it, even if it means eating chitlins or handwashing a ‘disposable’ cup
- Strive for balance between work and family, making your own luck and opportunities as you can
- Let your actions speak for themselves, doing the right thing for its own sake, not the attention it may garner
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Freight rates have entered a new phase, and the signals pointing to it have been hiding in plain sight for anyone willing to look past the headlines and into the data. In this episode of Supply Chain Now, Scott W. Luton is joined by Jake Barr, Chris Caplice, Chief Scientist at DAT Freight & Analytics, and Bobby Holland, Vice President/Director of Freight Business Analytics at U.S. Bank, to dig into the newly launched U.S. Bank Freight Payment Index Rates Edition, a joint report combining U.S. Bank’s $46 billion in annual freight payment processing with DAT’s database of more than a trillion in freight market transactions. Chris breaks down why this tightening cycle isn’t the surprise so many transportation executives believe it to be, explaining how capacity, not demand, is the real driver this time around, fueled by driver shortages, tighter regulations, and unprecedented data center build-out. Bobby brings the numbers to life, showing how spot rate movement has historically preceded shifts in contract rates and why shippers should treat that signal as an early warning system rather than an afterthought. The conversation lands on what shippers can actually do about it: stress-testing budgets, segmenting freight into dedicated, contract, and dynamic…
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