Operating a growing business can be a challenge – a wonderful challenge, but a challenge all the same. Growing pains are par for the course, but when growing through acquisition is core to the business’ strategy, managing transitions and integrations well is absolutely critical.
Jim Mullins is the Senior Vice President of Global Supply Chain at Henry Schein, the world’s largest provider of health care products and services to office-based dental and medical practitioners. They acquire 12-15 companies per year and have done so for as long as Jim can remember.
In this interview, Jim speaks with Scott Luton and Greg White about:
• How Henry Schein is investing in and leveraging technology to manage their large and growing supply chain
• Why he believes so strongly in the importance of mentorship and participating in cross functional projects
• How the Henry Schein team approaches the integration of newly acquired companies to ensure the intended value is achieved
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 (00:31):
Hey, good morning, everybody. Scott Luton and Greg White with you here on supply chain. Now, welcome to today’s show Greg, how you doing?
Greg White (00:38):
I am doing quite well. How are you
Scott Luton (00:40):
Doing wonderful. Doing wonderful. We’re easing into early fall here in the Metro Atlanta area. Little bit slightly cooler temps. Okay. Uh, my garden’s waving the white flag, so that’s a whole nother story, but, uh, but you know, all that aside today, getting aside, we’ve got a big show teed up as we’re interviewing the supply chain leader of a fortune 500 company that serves healthcare professionals worldwide. Are you ready for this, Greg?
Greg White (01:04):
I am. I’m a big fan. Have to confess, right? I that’s my, my early disclosure big fan. Um, yeah, I, and you know, because of the business they’re in, I made sure I brush my teeth and gargled and all that stuff so that we are, we are ready for our guest.
Scott Luton (01:20):
Wonderful, wonderful, well, I’m excited too. We’ve enjoyed the prep, uh, with, uh, Jim and his team. So let’s formally welcome him in, uh, our guest today. Jim Mullins, senior vice president global supply chain with Henry shine, Jim, how you doing?
Jim Mullins (01:33):
Doing great Scott, uh, Greg, nice to see you and really appreciate, uh, being on with both of you today. So thank
Greg White (01:39):
You. Thank you. I always try to be hygienic, you know, so
Scott Luton (01:43):
<laugh>, well, you know, uh, beyond Greg’s hygiene, we’ve got some big topics to talk here today. Uh, but we wanna start where we typically start with many of our guests, Jim. Yeah. You know, before we get into the heavy lifting, tell we know you a little better. So tell us, where did you grow up and give us se anecdotes about your upbringing?
Jim Mullins (01:59):
Yeah, I, so I’ve born and raised on long island. Um, a great, great place to, to grow up. I still reside on long island and actually, uh, Henry shine world worldwide corporate headquarters, uh, is, is on long island as well. So, you know, I, I think, uh, the, the joke is if you’re born on long island, you’re not allowed to leave. So, um, you know, I’ve been, I’ve been here pretty much, uh, you know, my entire, my entire life. So, uh, great restaurants, great beaches, uh, uh, and just really a great community that to grow up in. So, uh, again, great to be here this morning.
Scott Luton (02:32):
Agreed. All right. One quick follow up to that. Um, what, what, what sports team are you most passionate about?
Greg White (02:39):
Oh, here we go.
Jim Mullins (02:41):
Um, J E S jet jets, jets. Um, but that please don’t tell anybody. Yeah,
Scott Luton (02:49):
<laugh> wait. We hope the jets continue rebuilding. I’ll tell you, we’re just talking with a, uh, a previous guest Greg, about the bill Parcell years, uh, with the jets. So who, who knows? Well, maybe this is the year they get back. I don’t know. Um, so Greg, I know him talking about long island and, and you know, company headquarters and that stuff, and that rings a bell with you, right? Where we’re going next with Jim.
Greg White (03:09):
Yeah, well, I mean, I, so I did a lot of business with Henry shine. The very first piece of technology that my company built was, was for Henry shine. So, um, and I’ve been really deeply involved, hence the disclaimer, because, you know, I’ve learned a lot about it, Jim and I crossed paths. We can’t pin it down to exactly where, but we did cross paths there many, many eons ago. And so I’d love, and Jim, you’ve been with Henry shine for a long time, and I’d love to understand and, and have our listeners understand what was a, a role or a responsibility that you’ve had over the last several years that really sort of shape how you see business, how you see the world.
Jim Mullins (03:53):
Yeah, it’s a, it’s a great question, Greg. I’m not sure if it, if it was a specific role, uh, as you mentioned, I I’ve been with the company for 34 years. Um, when we had one distribution center here on, on long island, uh, totally domestic business telesales business, wasn’t even a full service business back in 1988, as we continued to grow and branch out, um, and went moved into, uh, you know, outside of north America. We initially into Europe. That’s when I started to, to really understand a little bit more about international business. Um, uh, really understanding as the company kind of tapped into other parts of the world. That’s where I really started to really understand a little bit more the, the cultures, uh, how businesses operated. Um, so it wasn’t a specific role, uh, you know, as my career advanced, uh, you know, I did have more as of today have more global roles, but really it started as the company kind of expanded. I started to learn a little bit more, uh, and become a little bit more, uh, understanding on, on how the rest of the world operated.
Greg White (04:57):
Yeah, you, you all had a lot of opportunity. We talked a little bit in the green room about the expansion into Europe and, and other business and role or entities, um, and business lines. And you’ve kind of over the years gone in and out of various lines, but can you share with us a little bit of what Henry shine does today, or, you know, what you’ve done in the past anyway, what the business is about? Um, just to give folks an idea.
Jim Mullins (05:25):
Yeah. You know, I, I like to explain Henry Sean, we’re a healthcare organization. Um, and I think the, the simple way to think about is if you walk into a dentist or a doctor’s office, the chair, you sit in to the anesthetic that they use to the gloves, the masks, the technology, the help support and run their business. That’s what we sell. Uh, we have, uh, five major businesses. We have our, uh, north American, uh, distribution business. We have our international distribution business. Uh, we have our, uh, strategic business unit group, which is manufacturing, uh, along with some other healthcare related, uh, organizations, uh, our global oral reconstruction group, uh, which is, uh, which they make, uh, our dental implants, bone, uh, regeneration type products. And then our, our last, uh, our, our fifth part of the, the, the business is our technology business. So as I mentioned earlier, the software, the technology that integrates all of the equipment, uh, and, uh, all of the technology to help, uh, a practice run more effectively and more efficiently.
Greg White (06:35):
I, I mean, you can actually deliver essentially a dentist office in a box, right. If somebody is just starting out in practice, I, I know that you had in the past basically been able to deliver everything they need except for the four walls. Is, are you still in that business?
Jim Mullins (06:52):
Absolutely. So, you know, uh, put together a startup order for, for, for the, the, the new customers, which, which we do on a daily basis, whether it’s a large institutional customer or a, you know, a single practitioner, uh, and, uh, again, anything from, uh, you know, setting up the business, the, the construction, the design of the office, all the way to getting the products to, uh, to, uh, our customers.
Greg White (07:16):
That’s very, very, uh, that’s very cool. And it, it sounds really challenging. And, you know, of course, I know you’ve faced a lot of those challenges over the year, but when you, when you think about some of those supply chain challenges, right. You’re, you know, when you think about the healthcare industry or your specific industry, um, especially as you think about supply chain, what are some of the things that you all do that are, I mean, aside from that sort of office in a box that might be a surprise to, to our listeners?
Jim Mullins (07:50):
Yeah. I think, you know, we behind every package as a patient, that’s the way we, we look at it, right? The, you know, our customers are the, are the physicians, uh, are the dentist, but we know that at the end of the day, it’s all about the patient, uh, and the patient care. So we help help happen, uh, as one of our, our taglines and, and how we communicate to our customers. I think one of the things that we’re seeing now, Greg is sustainability, uh, is more, is coming more to the forefront. Um, both, you know, well, from our, our suppliers, from our customers and from our investment community as being part of, uh, you know, a fortune 500 organization, right? So our supplier partners, our customers are larger customers, our, and our government, uh, our customers, it’s a prerequisite, uh, to be, uh, to have a sustainability program and to prove it. So, um, you know, sustainability, isn’t just good for the planet, which is critical, but it’s good for business as well. Uh, and also, uh, you
Scott Luton (08:55):
Know, Hey Jim, can I put it in for a second? That is an excellent point. Cause as important as sustainability is for our planet, right? The right thing to do, it’s also really powerful for business, right?
Jim Mullins (09:06):
It, it, it really is. Uh, and, uh, the team has done a very good job on, uh, you know, putting together a plan, a roadmap, uh, for our sustainability process. And it’s a global, it’s a global program, uh, and, uh, absolutely important for both the planet and for, for business as well.
Greg White (09:22):
I, I think that’s, that’s an important distinction, Jim. Sorry, man. All right. Let me do that. Let me do that again. I think that’s an important distinction, Jim, because companies very often think one is a trade off for the other and long ago at Henry shine. And at lots of other companies, companies learned that you can both optimize your inventory and increase your service level, something by the way, Scott, that Henry shine has done with incredible excellence. And I think if we think about sustainability in the same way, you can both improve your business. I think top line, as well as bottom line with sustainable initiatives, um, and, and increase profitability. Of course. So I, I think we have to stop thinking about it as, as a zero sum game. Right. And recognize that there’s abundance there.
Jim Mullins (10:14):
Yeah. I, I, I agree, Greg, I think it needs to be incorporated into the fabric of, of your organization and like anything else. Um, we can’t do everything at once. It needs to be prioritized and what makes sense, you know, from a business perspective, how it’s going to impact the customer. And obviously there’s always budgets involved. Uh, so it’s prioritization on, uh, creating that roadmap and getting to, uh, where we need to get to.
Scott Luton (10:38):
Greg White (10:40):
Scott Luton (10:40):
So let’s keep going down the path. We, you know, we’re kind of talking priorities, uh, for the company moving in, you know, now, and moving in 2023, we’re also talking at the same time about some of the things that may surprise some of our listeners about the healthcare industry. Jim, what else would you add to that?
Jim Mullins (10:52):
Yeah, I, I think, you know, besides sustainability, I think maybe what your listen listeners maybe want to know about, uh, you know, the healthcare industry is that there’s several aspects to, to supply chain. Um, there’s the cold chain process, there’s pharmaceuticals, there’s, uh, VA vaccines, which were heavily involved with there’s, you know, regulated type items, whether it’s medical devices control substances. So it’s a complex supply chain that, uh, very several different aspects that the team focuses in on. Um, you know, we also, uh, Scott just started, uh, our three year strategic plan. Uh, so, and part of that strategic plan, uh, when it comes to supply chain, um, a lot of the focus is on technology, um, and, uh, you know, incorporating technology into the supply chain, whether it’s upfront, uh, with software, with our, with our purchasing systems, being able to forecast better than we ever had, um, be able to, uh, make sure we’re acquiring the product at the right time at the right place at the right price.
Jim Mullins (11:58):
So we’re focusing on technology at the inventory management level, as well as, uh, technology within our distribution and manufacturing facilities. Um, we’re not a total robotic, uh, distribution network. Um, we balance our technology with our team, um, and with the war on talent and the challenges with, uh, you know, recruiting, uh, within most industries, um, that balance between technology and, you know, your team, your employees is, is critical. And, and then finally, you know, well, the third aspect of, of, of technology is the visibility software, uh, to, to, to see, you know, your products throughout the entire supply chain. And I think many companies along with us kinda learn the hard way over the last couple of years, that if you lose that visibility, uh, of the product throughout the supply chain, you know, your decision making becomes that more challenging and that more difficult. So, um, those are three areas on the, on the, the fourth area on the strategic plan is, you know, continuing to develop, uh, our team, our team shine members, as, as we call ’em and, uh, both by training and building that succession plan to have a strong bench as we kind of move forward. So the techno technology part of it, as well as, uh, you know, the, uh, the, the talent within our, you know, our internal team.
Scott Luton (13:24):
So great. I’m gonna get you to respond to that. Yeah. Uh, technology, forecasting, talent, visibility, team, shine development, uh, you, it seems like a, a powerful list to me, your response, Greg.
Greg White (13:35):
Yeah. Well, I, you know, um, even a while back, what really impressed me about Henry shine was the fact that, so it, it, um, the way that they deliver to the practitioners in the office, they were essentially an e-commerce business, B2B e-commerce business, selling units, sometimes selling cases, but not distribution as such, right. We it’s called distribution, but really it’s eCommerce for business. Um, and the, the efficiency that’s required to do that, to send someone a, a package of tongue depressors or whatever else, right. Um, is, is incredible. And they attacked that early on and they continue to improve, you know, this is more broad market kind of perspective, but I remember, and it, and it still happens today. People would go, okay, Henry shine, beat earnings again, or increase sales again or whatever. Again, they can’t, they literally, this was happening in the early two thousands.
Greg White (14:34):
They can’t do it again. And clearly they did not see the constant evolution and improvement that was going on within the organization. Probably couldn’t, I think that’s illegal, but, but it’s so obvious. It is so obvious that I think, um, you know, the market took too much of a, I wanna say, um, kind of, uh, speculative view of the company rather than an analytical view. And, um, you could just see the company continuing to improve and it continues to do so. They continue to acquire more companies, as you talked about and increase the efficiency, which is already, I would argue at least market leading, maybe world leading when it comes to supply chain.
Scott Luton (15:17):
Well, thank you for a perfect segue. And by the way, you’re an industry insider in terms like tongue depressor, Greg, you surprised me that man. No, those
Greg White (15:25):
Things. That was the only thing I could think of Jim was,
Jim Mullins (15:29):
I’m proud of you, Greg. Good job.
Greg White (15:30):
Yeah. Thanks man. I know, I, I know there’s a lot of really cool and important stuff that you ship, but, you know, tongue depressors come to mind, don’t they
Jim Mullins (15:38):
They’re just as important as our, our other products. So, absolutely
Scott Luton (15:41):
Excellent, excellent. Uh, segue there. Uh, Jim, so Greg mentioned the acquisitions because that that’s been really amongst the Henry shine story of late, you know, going back last year or two, several acquisitions have been made in recent months. And you also mentioned gem complexity. There’s been no shortage of complexity in supply chain, really global business. Uh, for that matter here lately, what’s a key element or two that you can share from the plan to successfully incorporate or some folks call it the wiring of the, of their supply chain operations into the enterprise.
Jim Mullins (16:11):
Yeah, it’s a, it’s a, it’s a good question. You know, we, we average about 12 to 15 acquisitions a year and that, that that’s going back as far as I can remember. Um, so our strategy, uh, Scott is to grow organically of course, but also to grow through M and a, uh, through our acquisitions. And, you know, we acquire whether it’s organizations or products, uh, that help us differentiate that with, with our, with our customers. And it strengthens our position in certain regions in certain categories. Um, we’ve been successful with M and a in my mind is because we, we have a, a real solid approach starting with the due diligence process, um, all the way to, if we do, we have many standalone, uh, businesses after we acquire them or, or, uh, you know, join partnerships with them. And there’s others that if it, if it makes sense to integrate into our core business, when we have our core competency, we do that as well.
Jim Mullins (17:14):
So we have a good integration plan. Um, the plan itself, it, it it’s, it touches every aspect, whether it’s communication to our customers, whether it’s legal aspects, but also from a supply chain standpoint, to understand where our, these new customers are located, how are we going to get the product to them the same way we get to our current customers? So day one of a, of a, of an integration or for a new customer. It’s like, they, they, they can even provide their old, uh, customer customer number or information. And the due diligence that we did up front brings everything together. At the end of the day, it’s all about, um, the, the, the, the culture of the organization. Again, I’ve been part of many, uh, acquisitions. We have partnered, or I’ve gone to partner with several businesses. It made, it was the right business.
Jim Mullins (18:14):
It was the right location. It was the right thing for our customers until we get to the point of understanding the values and the culture of that company, if that doesn’t fit with ours, we walk away, we’ve walked away. Uh, and it’s the right thing to do at the end of the day, uh, because we know a lot of integrations fail because of, of, of that, uh, component. So yeah, very proud of the way we handle that. And again, as it relates to the supply chain, a lot of diligence, a lot of legwork is done upfront working with our carrier partners, working with our supplier partners to ensure that when we move forward with that, uh, acquisition, that the Iza dot and the T across.
Scott Luton (18:57):
So Greg, uh, man Jim shared a lot in, in that response. And then there’s obviously a lot goes into, uh, an organization that’s able to act on those 12, 15 transactions a year and grow and focus on organ organic growth. Hey, if it’s easy, it’s, it’s probably not difficult of enough of a journey. Rick respond to that, though. What, what did you hear Jim say, especially when it comes to really successfully integrating these new, uh, acquisitions?
Greg White (19:23):
Well, I can verify a lot of it. I mean, the, the culture fit is absolutely critical. So, you know, one of the things that I did way back when, um, was, uh, and I’m having flashbacks Jim, to, uh, you know, working with your team, right? When, when you were in the customer success, I know that’s not the title you guys used, but that in that area, but integrating a lot of those companies and there is, um, the culture was a huge part of it. And you’d have to meet, uh, Stan Bergman. Who’s the CEO at Henry shine to understand how important that is, Jerry Benjamin also. Um, I thought Jerryd be retired by now, Jim <laugh>
Jim Mullins (20:01):
Right. Actually he retired, uh, two months ago, so yeah.
Greg White (20:03):
Oh, he did. Oh, congratulations to him. I, I was afraid he was never gonna stop working. Yeah.
Jim Mullins (20:08):
Oh, well, he’s still, he’s still connected.
Greg White (20:10):
Yeah, of course he is. <laugh> anyway, they’ve tho those two in particular have built a great culture and, and leaders like Jim carry that throughout the organization and they do, they project it into the companies that they acquire. And it’s not only a, um, you know, a, a, a strong culture in terms of valuing people, but balancing that valuing of people with valuing the financials, they’re very, um, very fiscally driven. And I say that in, I mean, you probably need to temper that with, they are very fiscally responsible, very, um, uh, appropriate, um, managers of the shareholders, uh, equity and money, but do so with an incredible balance around the people. It was always a great place to work, a great lot of fun in even in unbelievable, unbelievably stressful times, but, um, the spirit of the place is, is really the thing that I think stands out out for me.
Greg White (21:11):
I mean, obviously they’re a, um, they’re a great organization in terms of integration of, of the acquisitions. They do a fantastic job. They have an entire group of people that focus on that as Jim was talking about, and they’ve made it into something that is a core strength of the company. So, um, gosh, sorry. Fanboy here. <laugh> so well, but, but I mean, it is, I, I really have always thought have thought for 22 years, frankly, that more companies ought to approach business. Generally Buti supply chain specifically the way Henry shine does. They flipped the culture from a sales cultured company to, um, to ex uh, to projecting the culture of the supply chain organization into the rest of, uh, the organization in terms of excellence and efficiency and accountability. So, um, you know, those are probably things Jim you’ve seen evolve over 22 years, but they were still, you know, in their matter of fact for you, but I think they are still new concepts for your, your organization to be kind of a leader in defining the business culture of the company is a really, really rare thing was 22 years ago still is today, even with the rise of prominence of supply chain.
Jim Mullins (22:32):
Yeah. We, we have a special, it’s what well said, Greg, we have a special relationship with our business leaders. Um, you know, it’s, it’s, you know, we, we make it a point with our DC directors to reach out, uh, constantly, uh, to the business leaders within the regions that they support from a distribution standpoint. So it’s not the first time they’re talking with a, uh, you know, a regional or a zone manager when, when there’s an issue they’re reaching out, how are we doing, what are you hearing? So that, that connection, um, creates that, uh, relationship and building that, that building the team, we do that at every level, uh, from a supply chain perspective and that it really showed, um, during the pandemic, when there was challenges with getting products, shipping product, uh, you know, and, you know, the team knew who to go to. Um, and the team knew that they had the trust in us knowing that we’re going to be reaching out and telling them and updating them on how things are going, what’s going well, what the challenges we’re having and what the plan is to correct those mm-hmm <affirmative>. So to your point, Greg, that connection and that, uh, communication between the business leaders and supply chain is critical. It shouldn’t only happen when there’s issues it should happen when things are going well and continue to build that relationship or those relationships.
Scott Luton (23:51):
And that you’re, you’re, you’re speaking to how you can really fully, uh, operate operationalize a competitive advantage that supply chain can be, rather than it just be reactive and problem solving. You’re leveraging. I, I would venture to guess a big part of what’s driven growth for the organization, because it has been proactive relationships between supply chain and, and the business side, uh, or the different business side. Um, and you, gosh, you’ve come a long way. Uh, 34 years, you said on the front end, uh, when you began, it was, you had one distribution, uh, center. Goodness gracious. Um, look at how look at how far we’ve come. So let’s talk about the shift gears as we kind of come down the home stretch, uh, uh, I believe we could probably have a supply chain conversation for a couple hours, uh, with you Jim <laugh>. Um, but I wanna shift gears cause, cause our listeners, oftentimes, especially the segment that maybe they’re still matriculating through some of the leading supply chain universities or, or any university, uh, to break an industry, maybe they’ve already, you know, recently graduated and been working for a year or two.
Scott Luton (24:50):
Now, if you had to you, if you had a captive room of these folks that really wanna break into supply chain and work their way up in senior levels leadership like you have, what advice would you, would you, would you offer them?
Jim Mullins (25:01):
Hmm. Yeah, first I would say, uh, if, if you don’t have one now engage in a mentor, uh, I think, I think all successful, uh, people with whether within supply chain or outside of supply chain really needs a mentor to bounce things off of, uh, to, to, to get advice. Uh, sometimes some tough love there as well, kind of, uh, helps on, on how to make your decisions as you move forward. But also to be curious, and to learn, uh, to be part of, uh, a podcast as supply chain now, uh, to, to, to learn, to read as we know, supply chain, uh, uh, this changes in supply chain are happening faster than, than ever. Um, and it’s, it’s hard even as senior, uh, supply chain executives that to, to keep up with all of the changes what’s happening in, in, in the different industries.
Jim Mullins (25:52):
But, you know, I would also recommend to be part of cross functional initiatives or projects within your organization. Again, supply chain is, is it goes across whether it’s transportation, whether it’s inventory management, whether it’s distribution, when there’s an opportunity to be part of a, cross-functional a cross, uh, cross-functional initiative I would re highly recommend. And I, I, I, I, I kind of preach that to my team as well to be part of it. Uh, and even if it’s outside of the supply chain to get those connections with other parts of your organization to actually promote and really help, um, the rest of the organization understand what the supply chain team does and how it can benefit with those connections. So again, mentoring, uh, be curious and, uh, really get involved with, uh, some cross-functional initiatives I think would be, uh, my recommendation,
Scott Luton (26:51):
Excellent recommendations. There’s been common threads in some of the responses to Greg we’ve heard from, from other leaders that have, uh, done big things like Jim’s been doing Greg really quick before we talk Eureka moment, uh, with Jim out of that list of recommendations, we’ll be one that you’d wanna double down on Greg.
Greg White (27:07):
Well, one that I think is relatively unique is, is getting involved in cross functional initiatives, right? Um, Jim’s a great example of that. I mean, he ran customer service, the, the customer facing people who took the heat when supply chain arguably, or whatever aspect of the company may have created a challenge for those customers. So he is, you know, is uniquely positioned to understand the impact that supply chain had and probably is less of a revelation for you Jim, than it is for a lot of other people who just discovered, oh yeah, it’s just not about getting boxes in the warehouse. We have to get ’em to the customer too, and they have to be happy about it. Um, but I, I think that cross-functional aspect is critical because one of the things that really hinders supply chain is silos and you just can’t have ’em and the culture of sharing and transparency between all of those leaders at Henry shine is, is because of that, cross-functional understanding that intentional initiative to integrate with and, and, and be connected with all of the other departments that, that you touch or impact through in your daily job.
Scott Luton (28:24):
Excellent point, Greg, and, you know, you can’t bust down breakdown silos if you can’t see them. And I think one of the advantages Jim, to your you, and Greg’s both, both your points is if you have experience in those cross-functional areas, some of the silos that do exist and some of the other breakdowns and between the functional areas of an organization will be more visible and you can address them as leaders. Um, okay. So, uh, we’ve all Jim, as we, as we come down to home stretch here, we’ve all had plenty of Eureka moments over the last couple of years. Goodness gracious. Sometimes hourly, but at a minimum typically daily, when you look back, um, with you and your team and what y’all been able to accomplish and persevere through, what’s been one of your strongest Eureka moments from the last year or two.
Jim Mullins (29:06):
Yeah. Um, great question. Um, it, it’s certainly the ability, uh, to, uh, acquire, uh, personal protective equipment. The PPE that many of us, uh, on call, uh, were aware of, again, being a healthcare company, um, you know, to acquire that product, um, to, uh, get it in house and then get it to, to healthcare professionals that needed it, um, to be able to, uh, deal and, and, and, and treat the patients over the last couple of years during the pandemic, uh, was critical. Uh, and I, I, I can say Scott that the team, um, beyond supply chain, but I’m so proud of the supply chain team, the sourcing team, uh, they worked tirelessly, uh, from acquiring product to receiving the product, to picking, packing, shipping the product and getting it to the right parts of the country through the world, uh, to ensure that we were being partners with the healthcare community.
Jim Mullins (30:12):
We were even shipping certain products. A again, a lot of this was allocation as was coming in to non-customers to a certain extent, because we knew it was the right thing to do as an organization to get it to, uh, a group. Uh, we took care of our customers, of course, uh, and, uh, at the end of the day, uh, we did the right thing as an organization, and it goes back to our, uh, you know, uh, you know, our social responsibilities, part of that as well, but that, um, without a doubt and what it did do as well, uh, we, I talked about relationships before having strong relationships with your supplier partners, um, and knowing that as we’re getting product, they know it’s going to be received properly, get to the right place. Everybody was in this together. Um, so having those relationships, uh, helped us acquire a, you know, above our allocation in many cases, right?
Jim Mullins (31:05):
Uh, as well as the importance of the public private partnership, working with the government, um, you know, they’re great, uh, at a lot of things, but, you know, coming, they came to the experts within the industries and said, how can you help us get products to certain places? So that was really, really important, uh, to have those relationships and also data having data was just as important of having product, right? So having data of what we needed to get, where we needed to go to, uh, was really important. So, um, that, that’s, I, I think the Ereka moment for the supply chain organization over the last, uh, year or two,
Scott Luton (31:45):
Thank you, Jim. Uh, and going back to where, where you started your answer and some of the things you’ve touched on earlier, I’ll tell you one of my favorite EKI moments, Greg is how consumers have had their own Eureka moments that come to appreciate our global healthcare professional and community, our global supply chain, professional and community, and how they kept really. And so big, impactful ways, the Mo the world moving forward and protected the psyche of so many as we’ve dealt with what we’ve gone through these last few years. So Jim appreciate what you and your team do there. Um, Greg, I’m gonna circle back to your key takeaway in a second. I wanna make sure folks know how to connect with the growing organization. Um, in many ways, the industry, uh, standard bear that is Henry shine. So Jim appreciate all that you’ve shared here today and letting us, you know, have a chance of, of taking a peek into, um, some of the things that fuels you and your organization’s success. How can our listeners connect with you and Henry shine?
Jim Mullins (32:37):
I, I think the best way Scott is through LinkedIn Henry shine, LinkedIn, or, um, you know, www.henryshine.com, uh, a lot of great information, whether it’s, uh, about the organization, the leadership, uh, opportunities, and, uh, and you know, a little more bit more of, uh, information of, of, of how we operate and how we connect, uh, you know, with society. So, um, I think those are the two key
Scott Luton (32:58):
Areas. Wonderful. And I enjoy some of the, uh, digital media and interviews and fireside chats. You’re all putting out. So a lot of good stuff there. Uh, Jim Mullins, thanks for your time. Senior vice president global supply chain with Henry shine. Thank you, Jim. Um, before Jim leaves us though, Greg, let’s talk about Jim as if he’s not still with us, cause I know you,
Greg White (33:17):
My favorite thing to do
Scott Luton (33:19):
<laugh>. So Jim has really shared, uh, in, in so many different ways, you know, some commonalities that, that some of our supply chain leaders we’ve interviewed have shared, and then some unique differences based on the rapid growth internally and, um, you know, from, uh, acquisition and or organically what’s and then some, but what’s been one of your favorite things Jim has shared with us here today.
Greg White (33:40):
Yeah. I, I would have to say it’s, you know, to go back to the cross-functional aspect of it. I mean that, it probably doesn’t describe it as effectively at cross-functional, from my perspective may not describe it as a, as at the great depth that they do it at Henry shine. I mean, it, it, they actually have intentional initiatives of spending time when you start at Henry shine with, with, uh, people in other departments, right. And constantly communicating that transparency is both internal and external. And I mean, think about the old days of supply chain, um, when the reports were mostly, how did you hurt the company today? Right? And, and, um, and sales people yelling at supply chain, supply chain yelling back at sales, marketing, customer success, whatever, all of that was was very, uh, conflict driven, but the transparency and the education that they share throughout the organization creates an understanding that is Jim, you pointed out earlier, sorry, he’s not here.
Greg White (34:40):
As Jim pointed out earlier, uh, creates an understanding where instead of yelling, you screwed us, they, they come to somebody and go, Hey, this is not the result we wanted to get. How can we work together to, to improve this? And they trust one another at a much, much higher level. And I think that’s a really, really important distinction. I say, all of this, and I’m gonna preface or end this with an apology to Jim, because I have a feeling that all kinds of retailers and distributors and, and B2B companies are gonna be coming to Jim and going, how did you build that? How do you do that? So get ready for some tours from some other supply chain leaders, Jim, because they’re gonna want to know. And I, I think frankly, they should learn as much as they can before you waste James time.
Greg White (35:27):
Jim’s time by the way. But, um, <laugh> but they should kind of model what Henry shine has done because they’ve been doing it for a long time. They were way ahead of, of the curve in terms of things like diversifying sourcing outside of China for PPE. And I think that probably helped them, um, during the, you know, the difficult times of the pandemic, but also operational and, and, uh, in inner enterprise communication and that sort of thing. I just think there’s a lot to learn there still. There’s still, I would argue way ahead of many, many companies in terms of not just supply chain, but, but business and corporate culture.
Scott Luton (36:05):
Thank you, Greg. Uh, I really appreciate that. And Jim, we really appreciate your time here today. Uh, Jim Mullins with Henry shine, we look forward to reconnecting with you again soon. Jim
Jim Mullins (36:14):
Scott, Greg, thank you really much, very much for, for having me today. Um, and, uh, good luck your success with supply chain now and, uh, love listening to you guys. So, uh, all, all the best of luck. Thank you.
Greg White (36:26):
Scott Luton (36:27):
You have made our day, Jim, thank you so much for that. <laugh> um, Greg really appreciate your insights here and your ne your unique, uh, aspect of your journey and, and your knowledge of what, uh, how Henry Sean is set the bar in so many different ways. Uh, always a pleasure to knock out these conversations with you, Hey, to our listeners. Unfortunately, we’ve gotta leave it here today, but hopefully we’ve enjoy this episode as much as we have a, a, a, a, a master class in many ways, and some difference, uh, some different things you’re gonna hear in this conversation than what you hear in some of our others, but whatever you do, right? It’s about deeds, not words, Scott Lu and Greg white, and our team challenging you to, Hey, do good give forward and be the change that’s needed with that said, we’ll see next time, right back here on supply chain now. Thanks everybody.
Thanks for being a part of our supply chain. Now, community check out all of our email@example.com 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.
Jim Mullins Mr. Mullins joined Henry Schein, Inc. in 1988, and is Senior Vice President, Global Supply Chain. He is a Member of the Company’s Executive Management Committee. Mr. Mullins is responsible for leading Global Supply Chain, the U.S. Customer Service function, Acquisitions and Integration activity for Global Services, and partnering with the Company’s Specialty Manufacturing business leaders to share best practices across the organization. Before assuming his current role, Mr. Mullins held a number of key positions with increasing responsibility at Henry Schein, including Global Chief Customer Service Officer. Mr. Mullins earned his Bachelor of Science in Business Administration and Management from St. John’s University. Connect with Jim 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.