All modern supply chains must do one thing: deliver. But with a new upheaval every other week, that single directive keeps supply chain professionals across industries perpetually on their toes. To help make sense of the constant changes impacting global industry, Scott and Greg are breaking down all the latest happenings, from the rise of ESG in The Gartner Supply Chain Top 25 for 2022 to massive economic inversions reversing the expectations of tech investors. Tune in to hear about the latest industry events and get the updates you need to adapt and thrive.

Intro/Outro (00:03):

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 with you here on supply chain. Now welcome to today’s live stream Gregory. How we doing?

Greg White (00:40):

I’m doing quite well. How are you doing Scott?

Scott Luton (00:42):

We’re doing fantastic. We got lots of sun and good conversation. Good eating over the weekend. And what’s it like down there in Hilton head this afternoon?

Greg White (00:51):

Uh, it is sunny and hot. <laugh> yeah. A new, new definition of humid. Right? Even, even compared to Atlanta, <laugh> probably more like Florida.

Scott Luton (01:01):

So Hilton head. What you’re saying is Hilton head is bringing the heat just like Greg white. Is that right?

Greg White (01:07):

Maybe more so, yeah.

Scott Luton (01:09):

<laugh> well, Hey everybody. Welcome to today’s live stream today. We were set to continue our series, right supply chain today and tomorrow with Mike Griswold with Gartner. But Mike couldn’t make it here today, which Greg he’s breaking his streak. I bet it’s about 24 months in a row. He’s like the iron man when it comes to his live streams, but Hey, here’s some good news, Greg. You’re ready for some good news.

Greg White (01:31):

Yes.

Scott Luton (01:32):

Mike is gonna be joining the one only Mike Griswold is gonna be joining Greg and Kelly Barner on Monday, right? For the supply chain buzz, where he’s gonna offer up his key takeaways. You’re not gonna get anywhere else on the Gartner supply chain, top 25. So join in Monday. I think that would be the, let’s see here

Greg White (01:53):

First.

Scott Luton (01:53):

<laugh> it’s OK. Be right back. I thought it was, I thought it was music as I was calculating math in my head to see if I would arrive at, uh, June 6th, but tune in 12 noon Eastern time as Greg and Kelly Barner host a buzz with a special guest, uh, Mike Griswold. Okay. So Greg, that should be a really special and I mean, I’ll tell you, get you and Kelly together and Mike, the buzz of money’s gonna be quite the show

Greg White (02:18):

I’m really interested in, uh, I mean, what, what Kelly brings as well, because you know, she just did an incredibly well researched article on the situation with baby formula. Yes. And I think she posted that on, on dial P right? She did it on an episode of dial P and then she turned that into a blog post. So I would encourage everybody to, to take a look at that and understand the dynamic there agreed, which has been years in the making. Right. Which was a little bit surprising to me.

Scott Luton (02:52):

Well, you know, two, two quick thoughts there both coming from her research almost around 90% of all baby food, I think fall, uh, of the formula production is like four companies. And then secondly, I didn’t know. I think this is from the wall street journal, sunflower seed oil is one of the key ingredients in, uh, formula. And do you know the number

Greg White (03:14):

One that comes from right?

Scott Luton (03:15):

Well, the number one producer’s Ukraine, do you know the number two

Greg White (03:19):

Russia? Uh <laugh> I think it’s Argentina. Isn’t it?

Scott Luton (03:22):

It’s Russia.

Greg White (03:23):

Oh, Russia. Yeah. Oh, that’s right. That’s

Scott Luton (03:25):

Right. So it has been not only challenging in general, but then trying to find safe substitutes. So, so you’re right. Kelly Barner was, uh, Johnny on the spot with great research that was very well consumed and resonated with the market. So y’all join. Join us on Monday as Greg and Kelly Tate, the wheel for the supply chain buzz with special guests, Mike Griswold. Okay. So Greg, um, let’s flip things on. We got some time, right? Yeah. So I wanna start with saying hello to some folks. We got some really special people in the, uh,

Greg White (03:57):

Audience folks show up today. That’s good.

Scott Luton (03:59):

Yep. <laugh> and then we’re gonna share a couple of things. We’ve got cooking. We wanna make sure we keep front and center for folks, but of course, Katherine and the whole production team, Chantel and Amanda Clay, you name it behind the scenes helping to make it happen. So thank you for what, what all of y’all do Saru via LinkedIn. Great to have you here. Hey, let us know where you’re tuned in from, if you would look at this guy, Greg, you recognize old James valley.

Greg White (04:25):

I do. And I like that weather report and he somehow slipped it in just before we got the report from Seattle, from Josh,

Scott Luton (04:33):

Right. Coast to coast. Brooklyn. Yeah. To Seattle. But of course, James Malley with the Packard team doing big things, they’ve recently announced some, some fundraising, which is outstanding, James. Yeah. But he says, uh, for our listeners out there, he says good, no, from hazy, not hot or cold Brooklyn. Great

Greg White (04:52):

To see you. So the way the Packard works don’t you imagine that James was like the best Teris player ever. <laugh> right? Yes.

Scott Luton (04:59):

Absolutely. He still

Greg White (05:02):

Lost around.

Scott Luton (05:03):

I bet his local pizz pizzeria, where they still have those Tesla games from like 1986. I bet he’s still on the top 20, 25 list on the machine. What’d you think

Greg White (05:13):

That’s out?

Scott Luton (05:14):

<laugh> no doubt. Hey, y’all connect with James. He’s doing some great things and he’ll be back with us on an upcoming live stream. Soon. Josh goody always bringing the goods. Uh, Josh. Great to see you here. He says good morning from cloudy yet. Not rainy Seattle. Hey,

Greg White (05:27):

There we go.

Scott Luton (05:29):

Stranger things can happen. A borrow via LinkedIn. Welcome in. Let us know where you’re dialed in from. Look at this. Do you remember Patrick Kelly? The produce guy? The produce show.

Greg White (05:39):

Oh yeah.

Scott Luton (05:40):

How you doing Patrick? Yeah. Great to see you.

Greg White (05:43):

He had a,

Scott Luton (05:45):

The podcast podcast, uh, the produce podcast.

Greg White (05:48):

Oh, that’s it. Okay.

Scott Luton (05:49):

He’s still cranking it out. I, I still track him all the time. So Patrick, great to have you here. Hey, give us,

Greg White (05:55):

It’s gotta be the most expensive show on the planet. Now, did you, have you seen what’s going on produce?

Scott Luton (06:00):

Oh, I bet Patrick can fill it in. Hey, give us one fact toy today on what’s going on in a produce market that might surprise the folks, uh, Patrick, but great to have you here. George is tuned in via LinkedIn. Uh, it’s a wonderful 65 degrees in Wisconsin. How about that, Greg?

Greg White (06:16):

I’ll be right up.

Scott Luton (06:18):

<laugh> Mar cargo. Margo. I love the content cargo Margo’s putting out there. She says she loves this news. Good morning from Los Angeles, California. Great to see you Margo. Let’s see here, Omar tune in from LinkedIn. Uh, let us know where you’re, you’re watching us. We’d love to connect those dots there. And one final note here from James Tetra. Not so much, but I can pack a car trunk for family road trips, like a boss.

Greg White (06:44):

No doubt. So for everyone who doesn’t know what pack Packard does, they figure out think about all the frustrations you have when you get like a eCommerce shipment or really any kind of shipment. And there’s just all this wasted space in the box, right? So that’s what Packard does is figure out the smallest practical box and the best practical way to, to fill it. It’s genius necessary. I love

Scott Luton (07:07):

It. Yeah, we, we need it some, I mean the corrugated we’re building corrugated mountains and Packard is helping us knock those things down to what they call Hills Mo Hills. Yes.

Greg White (07:18):

There we go.

Scott Luton (07:19):

<laugh> thank you, Greg. It’s it’s funny when words escape you at the exactly wrong time, but yeah. Mountains in the mole Hills, uh, what the packer team’s doing folks before we dive into some, uh, the top 25 and then we’re gonna get really a, I think a really fascinating update in the supply chain tech space and the general economy from what Greg’s been tracking. Um, I wanna share a couple things with all of y’all would invite your, uh, participation up first, the leveraging logistics for Ukraine, uh, initiative logistics with purpose initiative that, uh, is being led by our friends at vector global logistics. While the mission continues, they’ve moved the weekly working meetings to every other week. And the next one is, uh, Tuesday, June 7th at 11:00 AM. And you know, Greg, deed’s not words. And with this effort here, they’ve sent several containers already of targeted needs and targeted supplies to vetted folks in need and Ukraine, Poland elsewhere. So it’s all about outcomes and results here, right? Greg

Greg White (08:18):

Mm-hmm <affirmative> no doubt, no doubt. I mean, it’s just part, you know, we talk about it a lot, but it is just part of what vector does. Thanks to Enrique’s personal philosophy. It’s really where we came up with the phrase give forward. Right? Right. Because giving is, it’s the first thing on their core values and on their business plan. That’s

Scott Luton (08:39):

Right. So join in. If you’ve got resources to donate wonderful. If you’ve got a conveyance that you can help, you know, get the resources or they need need to be great, or if you wanna join in and, and help support via kindred spirits and, and kind of connect the dots from a market Intel standpoint, be more informed. That’s that’s just fine too. So Tuesday, June 7th at 11:00 AM Eastern time, you can go to vector gl.com to learn more and to register for these working sessions. Uh, no charge there. Okay. Next up June 14th. So a couple weeks away, Greg and I are gonna be hosting this webinar and look at this. Can AI be the unexpected ally for demand planners? Greg, I cannot wait for this conversation. We’ve had a conversation or two with Pete buck CEO, and one of the co-founders of Jarvis. And I’m telling you it’s gonna be a great conversation, Greg, you got your diet Coke and popcorn. Ready?

Greg White (09:35):

Yeah. I’m looking forward to it too, because you know, demand planning and supply chain planning is a lot of where I come from. So, um, I’ve seen some of the benefits and I think it’s, it’s time, time to talk about it for sure. If, if you’re not already that’s

Scott Luton (09:51):

Right. So, and in general kind of bigger picture, we got a love on these demand planners. They’re critical to

Greg White (09:58):

Optimize. Somebody’s got to <laugh> right.

Scott Luton (10:01):

True. You beat up too much, right?

Greg White (10:03):

They do. Yeah. What the old saying is, you know, if you’re outta stock, it’s your fault. If you’re in stock, it’s your fault or if you’re overstocked, it’s your fault. And if something happens to go right, thank goodness to the sales team.

Scott Luton (10:17):

<laugh>, that’s so true. Hey, y’all join us. June 14th, 12 noon to link to sign up is in the notes. Also June 22nd, we are gonna be joining forces with Coupa again, hosting a intriguing conversation, I think, but Laura and Madoff focused on preparing for the rise of sovereign supply chains. I think this is gonna be a very Frank and intriguing discussion. Join us June 22nd at 12 noon Eastern time.

Greg White (10:43):

Yeah. With those two involved, you know, it’s gonna be Frank and very informative and just the word sovereign makes it sound really impactful. Right?

Scott Luton (10:52):

Doesn’t it. Doesn’t it well joins for those sessions? Looking forward to that. Um, Hey, let’s see here. Obar had responded here. He is. He’s tuned in from Dublin and dub. It’s lovely weather in Dublin Ireland. How about

Greg White (11:08):

That, Greg? I think today is summer in Dublin. Isn’t it?

Scott Luton (11:11):

Summer in Dublin, which

Greg White (11:13):

Much like Wisconsin lasts about two weeks.

Scott Luton (11:15):

Yes. That should be a, that should be the name of a beer or a drink summer in Dublin. I bet it’s gorgeous over there. A borrow T squared is with us looking forward to the supply chain management nourishment and that prize. Okay. So Amanda, Catherine and Chantel, and I think Amanda is where his information was sent to. We gotta hook him up for that prize. Cause he knew where that bridge was. That’s escaping me right now on a live stream probably a month or so ago.

Greg White (11:42):

He could probably name it again. We don’t have another prize for you though.

Scott Luton (11:45):

<laugh> we’ll make sure it, it hits heads your way. Uh, so Amanda, raise your hand and uh, let’s get to people what they want. Okay. So Greg, let’s have a little bit of fun here.

Greg White (11:58):

Yeah.

Scott Luton (11:59):

First off, uh, Haley tune turn, uh, tuned in from Durban, South Africa. Wonderful Haley. Great to have you here looking forward to your perspective. All right. So Greg, before we get into top 25 and before we get into some economic and supply chain tech thoughts, you know that today is June 1st, 2022, but more importantly didn’t know that it’s Morgan Freeman’s birthday. He was born in Memphis, Tennessee, and, but raised in Mississippi. So question for you and also question for all the, our fine folks in the cheap seats. What’s one of your favorite roles or two that the one and only he’s, he’s certainly a future hall of Famer, wherever Hollywood hall of Famers go. But he’s, what’s your one of one or two favorite roles or movies that Morgan Freeman started.

Greg White (12:49):

So this was really a supporting role and it, I mean, I don’t think anybody would ever expect this, but he was genius in a movie called Bruce almighty where he plays God. Right. <laugh> and

Scott Luton (13:00):

God kinda heavy assign.

Greg White (13:01):

So he puts Bruce in charge because Bruce is such a smart Alec. He thinks he can do the job. And, and he was just absolute genius in that, just the, and you know, also very much himself just sort of that slow, quiet, calm brilliance, and you know, mentorship that you’d expect. Right. What about you so

Scott Luton (13:24):

Good. So good. Well, there’s a couple that stood out and they’re they’re from earlier in his career and by the way, let’s give a shout out to Michael Johnson. Who’s tuned in from San Clemente, California, Michael. Great. For joining us. Well T squared, you took mine, man. Yes. Principal principal, Joe Clark on, in lean on me was one of my favorite movies as a

Greg White (13:44):

Kid. Brilliant.

Scott Luton (13:46):

It really was. And I think it brought back, I think lean on me. Um, hit the charts again in the eighties. It

Greg White (13:53):

Did cause of that movie.

Scott Luton (13:54):

That’s right. So that’s brilliant. And then of course, of course you can’t have a Morgan Freeman conversation without talking about Ellis Boyd, Redding, AKA red in the Shaw shank redemption. Yeah. That is such that’s that, that movie’s gonna age like fine wine. And it’s gonna be around for a long, long time.

Greg White (14:14):

There’s so many, right? Yes. I mean, there are no movies where you would say he was terrible in it. Let’s put it that way. Yeah. Right. Or even average.

Scott Luton (14:22):

Right. Even, you know, as I was walking through his, his, uh, career. So I could, you know, zero in on my favorites. Um, even the Kevin Costner, Robin hood movie, he was great in, yeah. I can’t remember his role there, but he, he, he, he’s just such a, he is as consi, you know, look, we’re talking about Morgan Freeman and we started talking about Mike Griswold. Both of them are as consistent as they come. They always bring it and you know what they’re gonna deliver. It’s always gonna be the goods and tell you love Morgan Freeman. Okay. So Greg, I was trying to tie that I was trying to do a better segue there. Segue.

Greg White (14:58):

Yeah.

Scott Luton (14:59):

Yeah. I

Greg White (15:00):

Didn’t, I think you can be forgiven considering.

Scott Luton (15:03):

Oh, another good one. This,

Greg White (15:04):

This is unscripted and uh, ad hoc.

Scott Luton (15:07):

That’s right. Morgan Freeman was an unforgiven.

Greg White (15:11):

Yes.

Scott Luton (15:11):

And he was a, he was a great character.

Greg White (15:13):

Let’s just go through the whole list really. I mean, there are so many of those, um, of those forget. I’m think of what’s like a crime mystery show. Dang it. Anyway, I’ll look it up. <laugh>

Scott Luton (15:31):

Oh, good. Hey, uh, Dimitri is tuned in from 40,000 feet flying over New Mexico to LA uses startling. That’s really cool. Dimitri. Great. Just to, uh, have you tuned in, Hey, this is a Amanda. I believe he was in seven with Brit. Uh, Brad.

Greg White (15:47):

That’s the one. That’s the one I was thinking of seven. Yeah.

Scott Luton (15:52):

Okay.

Greg White (15:52):

Well that’s the creepiest movie <laugh>

Scott Luton (15:55):

But well, we know what. Happy birthday, Mr. Morgan Freeman. I thank you for being a part of our supply chain discussion, but Hey, supply chain discussions gotta be focused on supply chain and Greg, even though Mike Griswold, couldn’t make it today. Again, join him on the buzz on Monday with Greg and Kelly. We’re gonna be talking about the Gartner supply chain top 25 for 2022. Yeah. Which was just released last week. And Greg, what I’d like to do since we don’t have Mike here to share his key insights that that’ll come Monday. Let, let me make sure everybody is aware. We’re gonna walk through the master’s category in just the top 10 and then I’ll get a couple of your general observations. And uh, I’ve got a couple of things I wanna share as well. So I wanna bring up this graphic here. So folks, this is the Gartner global supply chain and top 25 for 2022.

Scott Luton (16:43):

And you’ll see it there up at the upper, right. That is the, the master segment. And that’s been around since 2015. It’s meant to recognize those companies that have sustained supply chain excellence. So Gartner says, quote, Amazon, apple McDonald’s Proctor and gamble, and Unilever continue to be shining. Examples of adaptability, resilience, and agility for the supply chain community in quote. And then we get into the top 10. So for the third straight year, Cisco, which shouldn’t surprise many folks takes the number one spot, right, is followed Greg by Schneider electric, Colgate Palm, olive Johnson, Johnson, and PepsiCo to round out the top five. And then we’ve got, uh, the next five Pfizer and Greg you’ll know that Pfizer’s chief global supply officer Mike McDermot was named one of our deeds, not words, leadership award winners a few weeks ago. Right? Well, Pfizer come comes into number six, followed by Intel, Nestle Le Nevo and Microsoft, which rounds out the top 10. Now Greg, lots of strong companies here, probably plenty of stories. We could write books and books of just what’s represented here. But Greg, what’s a couple observations on your end.

Greg White (17:58):

Well, I mean, I think what’s particularly impressive is, is how you qualify to be what they call a master, right? I mean, a master has to has have a top five composite score. So there’s all kinds of factors that go into it for seven of the last 10 years. So those companies that are masters, they had, they literally had to take them out and just express how superb their supply chains are to give other companies a chance. Right. And, and this year it did give companies like Siemens, AstraZeneca and Microsoft, which, you know, I don’t know if everybody thinks of Microsoft having a supply chain, but think Xbox, which is probably one of the biggest items in their, in their supply chain

Scott Luton (18:46):

Best seller. For sure.

Greg White (18:48):

Yep. Yep. And so I, I mean, I think that, that what you have to think about here is that there’s, there are things you can learn from every one of these companies. Some of them are enormous. Virtually all of them are, are enormous. And some of them have incredible solutions, hundreds maybe of people managing their supply chains. Right. But there are still things that you can do at your scale that you can learn from this. And I think that’s what makes this thing so valuable.

Scott Luton (19:17):

Agreed, agreed. I wanna share a couple of things here before I do UGI on fire, perhaps kidding.

Greg White (19:24):

<laugh> that is a truth right there.

Scott Luton (19:26):

I hope I’ve got that right. Uh, UGI on fire, but best narrator ever talking about Morgan Freeman and absolutely agree with you. Thanks for joining us here today. Let us know where you’re tuned in from and Azi. Hey, great event supply chain. Now, thank you for that. And Azi, let us know where you are tuned in from as well. Okay. Well going back to the supply chain, top 25, a couple, you know, sustainability as Mike has shared with us previously continues to become one of the top priorities in terms of their formula and just in general for industry out there. And Greg speaking, along those lines, I’m Cisco, who we’ve been fortunate to interview a variety of folks there, including our friend Jack Allen, Greg mm-hmm

Greg White (20:06):

<affirmative>. I recall

Scott Luton (20:07):

That whenever I think about Jack Allen, one of the things I think about is when he and Tony Sheroda were with us at king plow that day, and it was, they were RET retiring the roof in our studio and it kept getting closer and closer as we were conducting a, uh, the podcast conversation <laugh> and we tried really quick to, to wrap up that conversation quick. Didn’t do you remember that day? Uh,

Greg White (20:29):

Greg? I do absolutely remember that. That was not the day you climbed up on the ladder

Scott Luton (20:33):

On the roof. It was that day. I was pleading, we, we had a big production day that day. I think we had three or four episodes and I was pleading with those guys to do, to, to work on every other part of the roof except ours. And it, I was not successful, but Hey, speaking of Cisco, uh, study after study, after third party, after third party have named Cisco, one of the world’s most admired companies, Greg, I didn’t know this, uh, but a big part of the Cisco business model is its channel strategy. Right? In fact, it’s channel partners produce some 90 plus percent of company revenue really important part. Yeah. Well, Cisco part of their methodology and kind of their leadership approach is engaging those channel partners in efforts to drive sustainable gains. Right? So if as their suppliers or customers, you name it, channel partners have ideas to drive really measurable sustainability gains, they share it and then they leverage it as an ecosystem.

Scott Luton (21:31):

So talk about a major force multiplier. And I, I think for me, that’s a big key takeaway. I’m not, I can’t remember who we were talking with a week or two ago about inside the four walls. There might be some folks that, that don’t exactly follow along what that means. Right. But man, I think the best supply chains are those that really get outside of those four walls, looking for ideas that will bring more value for their customers or a better gains for their, their supply chain ecosystem. You name it. Cisco is certainly one of the examples, your quick reaction. And I’ve got one other quick tidbit.

Greg White (22:07):

Yeah. Ship Hawk, I think is the company you were thinking about about for inside the four walls of the warehouse, because they had just acquired, I forget the name of the company, but Ron Riggin, who was the CEO of that company is now in charge of their warehouse management, right. Portion of their fulfillment solution. So I, I just think that, you know, you have to recognize that there, there are so many angles to attack this from and you really have to be thinking about the complex dynamics. And in fact, that’s, I mean, that’s the thing that’s got me really, I’m really focused on lately and today. Uh, especially because we’re, you know, the things that are changing in the marketplace, which we’re gonna talk about is how companies view growth versus profit versus, you know, versus, uh, sustainability and, and other aspects of the business like risk management. So

Scott Luton (22:58):

Excellent point. And I’m glad you brought, it was Ron with ship park. We were talking about this with great webinar last week with

Greg White (23:05):

Ship park. I always wanna say Rob Riggle, who <laugh> funny guy also me, but

Scott Luton (23:10):

Also a Marine veteran. I dunno if you know, Rob was a Marine is a Marine

Greg White (23:15):

Funniest marina for parenthood. <laugh>

Scott Luton (23:19):

Amanda and the team. I don’t know if we can drop a link to that webinar. So folks can check out that conversation, but that was, uh, uh, I thought a very practical way of benchmarking warehousing operations. So if you can drop that, uh, that’d be wonderful. Otherwise check out what chip a is doing. One other quick tidbit about top 25 before we adjust you see that Colgate Paul Mala, Greg comes in at number three and they Al they always seem to be on this list. I wouldn’t be surprised if a couple of those in that top 25 end up making for a bigger master category eventually, um, Cisco clearly is working on it, but Colgate Paul mall here’s what did you know Gregory? Let’s see if you knew this, you know, that buildings, you know, sites, factories that buildings themselves produce about 40% of the world’s CO2 emissions. Did you know that?

Greg White (24:08):

I did not know. That

Scott Luton (24:09):

Makes sense.

Greg White (24:11):

40%. Yeah.

Scott Luton (24:11):

Some folks may think it should be a little higher, but anyway, that’s, that’s an estimation industry leaders like Colgate, Paul are taking real action there. In fact, the company runs 25 certified true zero waste facilities in 15 countries on five continents. So really aiming to attack that, uh, that carbon footprint, that buildings and sites, um, generate. So, and that’s more than any other company in the world running that many true zero waste facilities. So I, I appreciate their leadership there. Okay. So Greg, your final thought, we’re gonna recognize a few comments here, your final thought on the supply chain, top 25, other than join you and Kelly and Michael Monday.

Greg White (24:52):

Well, first of all, uh, Microsoft, Microsoft did not sneak into the top 25. They came crashing in from out of the top 25 into spot 16, right. Which is a, an enormous, uh, no, it’s higher than that 10, right? That’s an enormous leap. And, uh, and I think that, you know, we, we applauded this last year and that is that Gartner has elevated, uh, ESG to be equivalent with all of the other points of mastery in the top 25. And I really think, um, and in fact, Scott, before you and I met this week, I had a, another meeting with a group who’s helping me with some unfinished business in the supply chain. He and I talked about, we’ll talk, tell a group about that a little more later, but, but you know, the, the elevation of ESG, not as a standalone issue, right? But as part of the core issues of supply chain is critical.

Greg White (25:48):

I mean, the way that I mentioned it before was you have to consider profit growth and ESG, right. And, uh, and all of the other things, reliability, all those other things that you want to manage risk in, in the supply chain. And so I think it being elevated to being one of the core components of supply chain is critical. First of all, it was a leap when Gartner came out with this, that anybody cared about anything besides cost saving, which is the old singular metric of supply chain, right? You guys, and those sweaty shirts get that there faster and cheaper. <laugh> right. I mean, when, when this was a brute force industry, but now it’s much more, although there is still a huge brute force element to it, there is a lot more intellectual and scientific and now environmental, uh, concern in, in terms of how we manage risk and cost as one of those risks. And of course reliability is as in my opinion, the biggest risk,

Scott Luton (26:46):

Excellent point there. Excellent point. And we’re creeping closer to, uh, picking your brain a little bit further. I wanna say hello to Jose Montoya. Great to see you here. Jose coffee break, the fearless leader of coffee break logistics and supply chain. I’ll check that out. I

Greg White (27:00):

Think June. So we should be finding out whether he’s having a Marine inversion right now, cause it’s June in San Diego. Mm. Right. I’m not sure that not sure that the Marine inversions adhere precisely to the calendar <laugh> but

Scott Luton (27:13):

Pretty

Greg White (27:14):

Close. That used to be pretty close.

Scott Luton (27:16):

Jose. You have to give us a weather update. Yeah, for sure. And, uh, congrats on your continued growth. All right. So Greg kind of shifting gears from the supply chain top 25 to, uh, you know, what’s kind of what’s going on in supply chain tech and that burgeoning industry, at least hasn’t been for years and the overall economy. So we’d love to get kind of get your expert eyes and, and insights on what we’re seeing here.

Greg White (27:43):

Yeah. Well, particularly in tech, you know, what I’ve heard and seen and read over the last several weeks is, I don’t know if you remember Scott, there’s a, a group called Sequoia capital in 2008. They wrote R I P good times, meaning the boom days of, of venture capital and, you know, the ability to the ability to just kind of run a, run a company without any sort of inter interference from, from the economy those days are over well, they came back obviously, and, and for about 13 years, we’ve had, we’ve had similarly, uh, this kind of boom time for technology, particularly for supply chain technologies and other FinTech and other technologies where it’s growth at any cost, right. Grow, grow, grow. Literally. I’ve had conversations where investors said to me, and I subsequently said to companies, we’re investing in, you don’t need to make money right now, right.

Greg White (28:44):

Technology doesn’t have to be profitable. It has to grow fast and you have to capture market share. And that was basically the number one, you know, the number one charge, honestly, up until probably first quarter of this year. And then all that changed virtually overnight. Now, as we’ve seen, if you follow the stock market at all, you’ve seen the NASDAQ and, and as people love to call it, somebody said they oughta change the name to tech, heavy NASDAQ. <laugh> the NASDAQ. And a lot of the techs, including some really quality companies like apple, like Amazon, like Microsoft and others who are just getting crushed from valuation standpoint, because even they had the same expectation grow free cash flow, and other metrics were more important than profit and much like in 2001. And in 2008, you know, the market has changed their tune and they’re tiring of growth for growth sake growth at any cost.

Greg White (29:46):

And in some cases that cost is substantial, right? And even companies like Amazon are gonna are having to show profitability less. They be hammered down in valuation. Well, I’ve seen the same things start to trickle down first into what’s called growth capital. So those are companies no longer called startups though, you know, compared to public companies, I guess they are who have found product market fit, have good momentum in sales, in their marketplace. And the capital that they need is an accelerant to allow them to grow bigger and faster. So in the growth capital markets, valuations have pulled back and the amount of money available has pulled back substantially. The famous SoftBank who basically invested in, in, in you, if you had a pulse and could fog Amir now has announced that they’ve lost 27.7 billion in the fund that they have been doing that with and that they are, uh, retooling rethinking their criterion.

Greg White (30:48):

So, you know, if you could write the same article R I P good times now would be about the time to write it. And in fact, Sequoia has issued yet another, uh, edict to the, the companies in their investment pool. And I’ll give you a quote here. Don’t accept, expect a swift V-shaped recovery mean down, rapid, down and rapid back in terms of market valuation and, and economics like we saw at the outset of the pandemic don’t view cuts, meaning cuts and cost and, and layoffs, which we’ll talk about here in a second, which are rampant in the industry, in the tech industry, which almost seems impossible. Doesn’t it in sure in the employment age that we’re talking about, but don’t see them as negative, but as a way to conserve cash and run faster. So conserving cash is now in the vernacular of founders who have up till now been able to literally burn away millions and millions of dollars of cash, just in the name of growth. Now, even relatively high risk investors like VCs are expecting a, at least a path to profitability. Wow. If not actual profitability. So, so, uh, it’s a big change and really, really fast. And it will unquestionably challenge some of the serial entrepreneurs who have been able to build their companies just fast and, and burning capital to get to, you know, to get to an exit event like an IPO or an acquisition by a strategic acquirer.

Scott Luton (32:26):

So kind you’re speaking of inversions earlier, quite the inversion.

Greg White (32:31):

That’s a great, that is a great analogy. It is, it is a, it is a massive inversion. And that really quick, I mean, think about, you know, companies we know of who have just recently raised. Um, and I mean, I’ve talked to some founders who have said, I’m so thankful, right. That we raised when we did. So, um, you know, I think it, it is that dramatic. It really is that dramatic. Well, it is unbelievably rapid, but when the market does what it’s done for the first five months of this year, and, and when, when capital becomes more expensive companies, it costs companies more to borrow money to, to invest in other companies. And the people who invest in these funds expect greater returns because now they can get a bond, right. It gives them a relatively good return. So you have to really up your game. And the way to up your game is now suddenly profit.

Scott Luton (33:30):

Hmm. Profit, profit, profit. And as James points out who would’ve thought that companies with good fundamentals, let me scratch my bra. My chin, as I say this with good fundamentals would better weather, tough economic conditions. Hmm. Right. Excellent point.

Greg White (33:45):

This is where the term Caius king comes from, because I mean, look, I’ll, I’ll, I’ll qualify this every time I say it. I am not an economist, but economists have also been wrong. 100% of the time in forecasting, recessions and inflation as we’ve experienced over the last year and a half. Right? So they’re, they’re not any worse than I am. Let’s put that

Greg White (34:10):

A recession is now inevitable. The economy is pulling back in a lot of place all over the world, frankly, in a lot of places and companies that have that ability as James talks about to weather, tough conditions, and that have cash, which is why Sequoia is encouraging people to cut expenses. They will be able to weather these kind of conditions, you know, much, much better. And, you know, if you, if you look into some of the analysis of this done by Sequoia, which is one of the premier investors in, in private companies in the entire world, they’re saying not only don’t expect a V-shaped recovery, don’t expect it to be a short lived downturn either. So they don’t give any brilliantly, they don’t give any timeframes, but they said the safe, safe move is to plan for the worst.

Scott Luton (35:02):

Mm.

Greg White (35:03):

We know that when you talk about inversions Scott,

Scott Luton (35:05):

Right

Greg White (35:06):

From shoot for the moon to plan for the worst, think about what a Dyna, what kind of dynamic that creates in a company that has a culture of literally, you know, spending like drunken sailors to do anything, to grow the company. It it’s a dramatic shift and it’s gonna be tough,

Scott Luton (35:25):

Right? It’s a lot more fun to shoot for the moon. Number one. And number two, you mentioned forecast earlier that always reminds me of that old I’ll call it a global supply chain. Dad’s joke is, you know, what’s, what’s the, <laugh>, what’s the difference between Bigfoot and a good, accurate forecast, right? Is that at least Bigfoot has been spotted at, at some point, right. In recent years. So, but Hey, kidding aside. I appreciate your take there. It is remarkable to, to see just how fast and how far things have changed, uh, in this, um, in this economic backdrop, um, Jose, we can’t get enough weather updates around here, right? Right. 69 degrees, 5 77, low 58 Fahrenheit. And Jose calls it paradise. Of

Greg White (36:09):

Course,

Scott Luton (36:10):

I’m with you. Jose San

Greg White (36:11):

Diego meteorologist in San Diego has to be the easiest job on the planet.

Scott Luton (36:16):

<laugh> that’s right. Uh, Mosa. I appreciate that. This is really educative and enlightening. I appreciate your feedback. I’d love to know what you’re thinking there and where you’re tuned in from. So thanks for joining us here today. Okay.

Greg White (36:28):

Can, can I, let me, let me add on to that really quick, because as an idiot who started two diff not one, but two different companies during a recession, or right on the edge of a recession, what doesn’t kill you makes you stronger. And what doesn’t kill you is focusing on growth in a, in a profitable, or at least a cash flow neutral way. You don’t have to make money, but you can’t just burn it away. You have to create cash flow in your business. So I did it. I’m not that good. I’m certainly not as good as some of these founders, who’ve gotten 150 or $200 million in investment with companies that are worth 9 billion bucks. So it can be done. The key is you just have to keep your eye on the prize and the prize is cash flow. And then second is cash flow. Third, Scott, can you guess what’s third

Scott Luton (37:24):

Cash flow.

Greg White (37:24):

Very good. You,

Scott Luton (37:25):

Yes. Quick learner, like true, like this can’t help, but to listen, Greg,

Greg White (37:32):

But what it’s gonna do is it’s going to impact companies and their employment pictures, Scott Peloton, we were just talking about Peloton and I re you, sent me a note and said, I cannot believe this. Talk about an inversion. This company went from here to, I can’t even show you how far down <laugh> in, in this year alone, they’ve laid, laid off. I I’d, I don’t wanna misquote the percentage. So I’ll tell you the amount, 2,800 people. Wow. So their stock has taken a huge hit and it’s a big, big portion of their employment. So, and, and I mean, that’s, that’s only one company. There are companies, we’ve all heard of our buddies that hop in have laid off 12% of their staff. So, wow. Um, yeah, so we need to get clay on whoever is our customer support person right now, make sure he makes new friends <laugh> uh,

Scott Luton (38:25):

And of course, Netflix, Netflix

Greg White (38:28):

Has laid off Carvana.

Scott Luton (38:29):

Yeah, that’s

Greg White (38:30):

Right. Carvana has laid off 2,500 people. And, um, Robin hood, which I fear with their I’ll put it politely misstep during the whole me stock thing. They’ve lost the trust of a significant portion of their customer base. And it that, you know, it, it could be really bad for, for them other companies three, which is a huge, they’re a huge acquirer of Amazon storefronts, right? They, they didn’t give exact numbers, but they’ve laid off significant enough that they, that they, it was reported. So,

Scott Luton (39:08):

Right. Speaking, Amazon, I saw over the weekend and maybe Jose or one of our other west coast friends can share, they just open up their first brick and mortar clothing store. I wanna say it’s Amazon threads or, or something like that. But it’s amazing to see their model continue to evolve and evolve and evolve. Uh, and, and to see the execution that the team, the new types of execution, their team embraces, what were we gonna say, Greg?

Greg White (39:36):

Well, I was gonna say what really gets the, the news. What gets the print at Amazon is the retail aspects of the business. Did you know where they make 100% of their profits

Scott Luton (39:46):

Where

Greg White (39:47):

AWS, Amazon website? Oh,

Scott Luton (39:49):

That’s right. That’s right. Right. The data side of the business.

Greg White (39:53):

Yep. That saves the rest of the business, which the retail side keeps them in the press. AWS keeps them in the green, so

Scott Luton (40:02):

<laugh> love it. Okay. Well, we’re gonna shift gears. I appreciate you bringing your, you, you backing up your truckload of economic and supply chain tech, uh, insights and expertise and, and, uh, letting us all, hopefully be smarter individuals this afternoon. That’s always good. Uh, Greg, I always leave these sessions enlightened with what you share. I wanna share a couple of speaking to share. I wanna share this, uh, comment from Josh. Josh says being part of the biotech area in, in Seattle, seeing the cash flow issues and the change in investing and evaluation that was just discussed is a huge wake up call for any company that was planning on, are hoping for or dreaming for things going back to way to the way they were pre COVID. Cause guess what, Greg, as we’ve talked, as we both know it ain’t gonna happen. It’s kinda like it’s like a Dana Carvey, plain president George H w Bush not gonna happen, not gonna happen. You could probably do a

Greg White (41:00):

Better be prudent.

Scott Luton (41:02):

Wouldn’t be fruited. Not gonna happen, man. Dana car. What a, what a comic genius, but Josh, excellent point.

Greg White (41:08):

Great. Yeah. And I think what we’re gonna see, I think the good news is for those of us who are in supply chain is that this isn’t going to be a unique situation for technology. Technology is gonna play a big part in it. And by the way, even though technology continues to lag and, and investment continues to slow, supply chain has seen relatively strong investment because people now recognize thanks to Scott Luton. Okay. People now recognize that supply chain matters and companies too is retail and distribution and manufacturing companies understand that in order to grow yeah. With profit and to reduce risk that they have to, they have to tackle their supply chain issues in an efficient, scientific, and intellectual manner to be able to do that. So supply chain will continue to play a big part, not to say we won’t see some downside from, from all this, but supply chain will continue to play a significant part in keeping companies alive and helping them thrive during, you know, coming tough times.

Scott Luton (42:17):

I appreciate that. Greg, going back to what you shared, you know, I was being interviewed yesterday with one of my new best friends, uh, Adam Vasquez, who has a great podcast called content is for closers. And I was able to love that, right.

Greg White (42:31):

That’s a great movie.

Scott Luton (42:33):

<laugh> it is a good movie too. But we were able to kind of set with the exception of, um, a little bit of supply chain. I was able to really focus in on digital content creation and, you know, building a, a digital media platform business because it it’s just so fascinating these last few years, but we were both talking about how thankfully the digital media around global supply chain has really grown. So to your point, more folks, more consumers, the news, the traditional media, more business leaders that aren’t privy to supply chain. What goes on in supply chain, all those folks, the whole world knows the unrecognized heroes and what they do every day, day in and day out to make business happen, to give consumers what they want. It is remarkable. And of course that was, that was part of the Genesis of where supply chain now even came from is, is having been in manufacturing, worked in manufacturing, meeting all these wonderful people, salts of the earth that really are the most brilliant minds out there yet outside of their four walls. Let’s call it. Yeah. Efforts go really from an individual standpoint, unrecognized and even unfor unfortunately unknown. And that’s the best part of this journey here. Cause we are shouting, preaching, screaming from the mountaintops yeah. About what these companies and individuals do to make things happen. And

Greg White (43:53):

It also, yeah, I agree. You know, it’s funny as you say that, I, I, I think about a company that I worked with ages ago, golly, really ages ago, I mean literally was working there on nine 11, a company called Henry shine, which, um, at the time did medical veterinary and dental distribution, dental product distribution. Now it’s just dental and what they call animal health veterinary. And I think about how that company transformed from a completely sales driven organization to even sales modeling the thought and the diligence and the intellect that they put into their supply chain and that driving back into every aspect of their business. I, I think that was an incredible leadership initiative by Stan Bergman, their CEO and Paul Rose, who was now their chief supply chain officer. They didn’t have such a thing when he started there, of course, but quickly they saw that he was such a key member of their, of their executive team, that he may have been one of the first, if not the first chief supply chain officers was really inspiring to watch supply chain, which was considered kind of a back office, right after thought become, <affirmative> become not just important, not just with a seat at the table, but the leading seat at the table.

Greg White (45:14):

Mm. Even to the extent that SA the sales team adopted a lot of the principles of how they ran their business, how they viewed risk, how they viewed growth, how they viewed profitability and all of those sorts of things. It was, you know, it’s, it is a Testament to the leadership of that company. But first of all, a Testament to the potential of supply chain to influence a business for the greater good,

Scott Luton (45:37):

Excellent point. And who knows, we may just be interviewing me, uh, uh, members of the high management of Henry shine. Uh, T squared says supply chain management. Isn’t just anybody’s business. It’s everybody’s business. That’s right. Whether they’re aware of it or not, uh, T

Greg White (45:53):

Squared, it is business, frankly. I mean, look, you can make all the promises in the world that you want through your branding, through your marketing and through your sales team. But if you cannot do one thing, none of that matters that’s and that one thing is deliver, right? You have to deliver

Scott Luton (46:11):

Like Mike wold

Greg White (46:12):

Delivers more than just goods. It delivers the promise of your company, your brand esteem, your marketing and sales efforts and initiatives and promises.

Scott Luton (46:22):

You gotta deliver like Mike Griswold and Morgan Freeman time and time again. Right. And develop a reputation for that execution excellence. Okay. So Greg, that brings us as we’re kind of coming down the home stretch. I wanna share a couple other quick things with folks, you know, since Mike couldn’t join us today, I know one of the things we were gonna touch on is the Gartner supply chain symposium is coming up next week. And I’m gonna be down there with one of my, I’ll tell you a gene, a brilliant mind. He’s been with us here today, Mark Holmes with InterSystems, uh, joining us for our webinar and, and a supply chain buzz episode a month or two back. We’re gonna be talking about how to connect data for visibility and the actual, the, the keyword here being the action insights, actual insights, because insights alone are not plain all insights alone.

Scott Luton (47:12):

Aren’t good enough these days. So if you’re down there, I think the session is full and, you know, they keep the round tables kind of smaller. So you can really have a, a good healthy discussion, but June six, 4:00 PM Eastern time. And if you’re down there would love to shake hands and grab a cup of coffee with you, but stay tuned for that episode or, or that, uh, discussion. And then Greg RF has got a new event around it coming up just around the corner. Yeah, June 20th, the 21st in Cleveland, Ohio Cleveland rocks, the RF supply chain 360 event. This is gonna be cool event, right?

Greg White (47:49):

It is. And I predict this will become one of their biggest events over time. You know, again, to all that, uh, preaching that I just did. <laugh> um, I think more and more companies recognize this as a core part of their business as their business. It’s something more than just a support mechanism within their business. And this is the first of this type of, of initiative with them, but it won’t be the last I guarantee you NRF puts on a great, great events. Um, this one has already got a, a, a great lineup of speakers and events and that’s discussions scheduled. So

Scott Luton (48:28):

Agree with it, worth it every step. And I wanna say, I could be wrong. I wanna say James Malley might be speaking there. A member of the Packard team. I know our friend, Kathy Moore Robertson is gonna be, be speaking there about reverse logistics, uh, how Walton the CEO of tractor supply company is, uh, one of the keynotes. And Hey,

Greg White (48:49):

By the way, there’s another model supply chain

Scott Luton (48:51):

Agreed, agreed, and even better is I love the meaningful work that tractor supply does for our veteran community, right? Giving them J real good jobs, not under, you know, not, not under quality. What’s the word? What am I trying to say here, Greg? One of the challenges

Greg White (49:08):

I was trying to say, and I can’t come up with it either, either

Scott Luton (49:10):

<laugh> well, you know, Greg, one of the challenges we have we’ve come so far in the last 20 years and for our veterans. But one of the challenges that we still hear about regularly is under hiring that goes on in the veteran community. You know, folks come out with 10 or 20 or even more years of experience where supply chain is, you know, is big thing that <laugh> military does special logistics and, you know, they’re not met where they are. They’re met where they might have been years ago. So, um,

Greg White (49:38):

Well, I mean, it’s hard, it’s a hard in a lot of cases, we, we talk to a lot of vets, Scott, and it’s hard, even in their case to translate what they’ve done right into a traditional, whatever you wanna call it, uh, from, from a private private company or, you know, not a non-public type non-military type application and it’s hard for them. And right. I think companies have to take a more active role in understanding how to translate those skills

Scott Luton (50:07):

Lean

Greg White (50:07):

In into marketplace. We talked about how, you know, your transition over time and it, I mean, it, it’s kind of second nature to you, but, but what you did in, you know, in coming outta the military and then, and then the first job you have and how you kind of evolved your career, it was, it was pretty impressive to, to understand how you made, you know, you kind of made that transition for yourself.

Scott Luton (50:30):

Mm well kind words. I appreciate that, but you’re, you’re dead on, you know, it’s difficult when I came outta the air force, no one said, Hey, this is what you did. And this is how you need to talk about it. That applies right in the private sector. That conversation was never had now, ultimately it’s my responsibility, but that’s where we, as a society, we as hiring managers to make it easier for our vets that deserve it, we gotta lean in and help unpackage what they’ve done and help with them. And with their help figure out where they pose value in industry and organizations. So we got a lot more work to do there.

Greg White (51:06):

Well, and that’s not philanthropy, Scott. I mean, that’s all to the good of the companies. That’s right. That find you you’re, you’re always trying to find the, the gifts of who you bring into your organization. Excellent point. Excellent. And, you know, it’s, it’s merely just another way of looking for and translating those gifts from how they were applied in their previous career, whatever it is in this case, it happens to be the military and how they can be applied at your company.

Scott Luton (51:31):

That’s right. And that’s such a great point. Cause it’s not charity, it’s not philanthropy. The, the, these folks that are coming out and I wanna say there’s 250,000 veterans that exit the service, separate the services each year, tremendous talent, a huge untapped pipeline for so many companies. So it’s not,

Greg White (51:50):

You’re disciplined, which we could use.

Scott Luton (51:53):

That’s right.

Greg White (51:55):

Caius king.

Scott Luton (51:57):

Look at here. Leah Luton, AKA mom <laugh> is with us here today. She says, thanks guys. I don’t always understand much about supply chain. Although I disagree with her there, cause she does. She’s not giving herself enough credit, but I always enjoy listening and I usually catch a nugget or two and also learn to appreciate so many people and companies involved in supply chain. Love your mom and great to you here.

Greg White (52:21):

Yeah. Thanks for joining us. That’s right. It’s really encouraging, man. It is. People’s moms show up at work and give encouragement. It’s

Scott Luton (52:28):

Pretty. It should happen more often. It should certainly happen more often.

Greg White (52:31):

Oh,

Scott Luton (52:36):

Next episode. Hey, bring your mom to work. Right. Bring your mom to work. And two squared. Thank you for, for, uh, sharing this. I didn’t mean underqualified candidates. I meant the under, under

Greg White (52:48):

Wise gifts. Yeah. Right,

Scott Luton (52:50):

Right. Basically, you know, we did a, you know, veteran voices, a series we’ve been investing in for a long time led by the incredible Mary Kate saliva. But earlier, before she hosted that series, uh, time and time again, I’d have conversations with folks that came out doing so many great things in the military, you know, managing millions of dollars of, of assets, managing teams and teams of incredible people. And then they get out and they get, you know, $10 an hour offers for not nearly that level of responsibility and skill. So that’s what I meant. Uh, not under one qualified candidates, really underqualified opportunities for these incredible, uh, men and women that have done. So be so many big things. So thank you for sharing that and letting me clarify. Cause the last last thing I wanna do is send the wrong message. Hey, Josh says Greg white news for Greg congrats on the fourth place. Thanks for not giving me crap on the fifth place. That must be a football thing.

Greg White (53:46):

That is it is. And neither one of us deserve, we don’t deserve crap nor do we do. We deserve congratulations. <laugh> we’re not relegated Josh. So the good news is the, uh, the rivalry, uh, the, the north London Darby. Yes.

Scott Luton (54:08):

Well, Josh, uh, we’ll have to, we’ll have to have a, a soccer or football as it’s called properly everywhere, but here in the states, maybe we’ll have to have a, a, a football episode. Uh, in fact reminds me for the mean time or overdue for our supply chain nerds talk support series. So we’ll get that lined up. Okay. So Greg, we have come a long way in this conversation. Yeah. Uh, we look forward to catching you and Kelly, uh, on the buzz on Monday 12 noon where Mike Griswold will be joining you. Uh, I don’t think we’ve mentioned that enough. We’ll give folks the opportunity not to take away from you and Kelly Barnard’s brilliance. Cause yeah, but it is love

Greg White (54:43):

Rose. I mean really <laugh>

Scott Luton (54:45):

Garden. Well, so what is, you know, if you had to, we covered so many different events and resources and, uh, observations from, you know, from the economy, the supply chain tech to the supply chain, top 25. What’s one thing you’d like to leave our folks with here today?

Greg White (55:04):

Well, I mean, I think this is probably somewhat a reiteration of what I said before, and that is that, you know, uh, the recognition that supply chain is important is what got us through the pandemic, the recognition and execution that companies have, uh, execution capability that companies have cultivated over the course of the last two and a half years is what will help them get through whatever depth and length of economic struggles we have, you know? And it, I think that that’s something that everybody’s in supply chain or touches supply chain should be aware of and be proud of. And, and frankly leverage to the good of your company, right? You don’t have to be proud about it. You just, you can just do it. Right. And I, I think it’s important for that. Companies have recognized this and very, very timely that they’ve recognized this before a coming time of, of economic difficulty because cash profit, right. And growth all have to occur with a minimum of risk. So, you know, as I’ve said often before, this is not a cost saving exercise, the craft of supply chain, it is a risk balancing exercise and cost is just one of those risks. You still have to deliver

Scott Luton (56:24):

<laugh> Hey, I am hearing from, oh, Vicky. I thought she was, uh, shooting me a note about, uh, soccer, but she was actually telling me about, uh, her tennis team won their division and then won the city championship. And they’re off the state championships. How about that, Greg?

Greg White (56:41):

Uh, yeah, that’s right. She leaves tomorrow to go to a very, very hot town, main bridge or something like that.

Scott Luton (56:49):

Well, you know, I’ve yet to see and sort of take us off path. I thought she was, uh, commenting on our soccer discussion a second ago, but who knows, maybe I will finally be able to see your gold championship from your tennis, your, your gold plate from your tennis championship, Greg, you’re a legend amongst the sport. Aren’t you?

Greg White (57:09):

No, <laugh> <laugh> well, Hey, not even in my own mind, in my legend,

Scott Luton (57:15):

More old Greg’s tennis exploits, uh, future episode, but folks, Hey,

Greg White (57:20):

I need to get back into those exploits though. You’re

Scott Luton (57:22):

Right. Yes. Good, good exercise. Thanks to everybody for showing up today. Thanks for commenting and bringing your, your thoughts. Um, I know we didn’t have the show that we promise, but that’s, you know, we’ll make up for it and better even better yet. Michael will be back with us. Uh, next month he usually appears with us the first Wednesday of every month. So stay tuned for that in fact, to make it fun, maybe we’ll do a ask Mike Griswold anything next, uh, in July. So stay tuned for that. Wow. Hey, on behalf of Greg white, our entire production team, you know, the whole supply chain now family, uh, wishing all of y’all out there wherever you are. Uh, this afternoon, this evening, this morning, you name it all the best, but most importantly folks wanna challenge it. Hey, to do good, to give forward and to be the change that’s needed. And on that note, what’s see next time, right back here on supply chain now. Thanks everybody.

Intro/Outro (58:18):

Thanks for being a part of our supply chain. Now community check out all of our programming@supplychainnow.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.