Supply Chain Now Radio
Episode 172

Episode Summary

Scott Luton welcomes Rod Sherkin, Founder and President of, as they discuss the steps for optimizing your approach to manufacturing plant tours.

Episode Transcript

[00:00:00] It’s time for Supply Chain Now Radio Broadcasting live from the Supply chain capital of the country. Atlanta, Georgia. Supply Chain Now Radio spotlights the best in all things supply chain the people, the technologies, the best practices and the critical issues of the day. And now here are your hosts.

[00:00:29] Good afternoon, Scott Luton here with you live on Supply Chain Now Radio. Welcome back to the show. We are really excited to be continuing our procurement pro series here today where we’re going to offer a supply chain leaders several new ideas and best practices.

[00:00:46] Today’s episode, we’re gonna be touching on two main things. First off, the value of creating a shared goal and especially that value and how it can help you contain costs and supply chain. And then secondly, we’re going to discussing how you can get the most out of your plant towards especially related to supplier selection and development. So a quick programming note, like all our series on Supply Chain Now Radio, you can find our replays on our broader channels, Apple, podcasts, SoundCloud, Spotify, wherever else you find your podcast. As always, we’d love to have you subscribe to almost anything. Supply Chain Now Radio is also brought to you by a variety of sponsors, including the Effective syndicate, Talentstream, Verusen, and several other leading organizations. Be sure to check out the show notes to learn more about our valuable sponsors. OK, so let’s welcome in our featured guest today Mr. Rod Sherkin President Joe Rod.

[00:01:38] Time to find Scott.

[00:01:40] How are you to order a fantastic and really looking forward to this second installment. Always a pleasure to collaborate with you and pick your brain. And I think, you know, I’m a big fan of practical insights and practical best practices. Nothing. That’s really what we’re gonna be talking about today.

[00:01:56] Thank you for having me back. It’s it’s a pleasure to be here.

[00:02:00] Absolutely. We’re wasting time. We’re going to dive right in.

[00:02:03] And so Rod, we are going to first talk about this creating a shared goal and how really effective it can be. But let’s first talk about consumption behavior and how you see its relationship to cost.

[00:02:18] And Supply chain, we know Supply chain professional. So when I worked for Pillsbury Ball Packaging, I used to focus mainly on costs, mean service quality, etc. But unit price was the most important cost factor. But there were areas where it didn’t seem to matter that much. You know, for example, if I booked at car rentals and you know, we’ve got a 10 percent discount or some discount from the car rental agency, it really didn’t matter what we booked if people weren’t booking the most economical car, if everybody’s booking a luxury car. It really didn’t matter. We blow our budget on a car rental. So there are examples where consumption behavior is the main cost driver. So, you know, examples are hotel rooms, car rentals. I just mentioned travel expenses, meals. They’re all examples of spend areas where we’re prudent. Consumption is more important than the actual rate that you negotiate with supplier. You know, the travel agents had a lot of people book online, but a lot of people still use travel agents or there’s corporately mandated. And so remember, you know, negotiating a travel agents booking fees was always something we did, but they only make maybe five or six percent.

[00:03:35] It depends on the travel agent. So if you if you’re not even if, you know, go shaved a 20 percent discount off, their fee would only be a one percent discount off the rate of the fare. Sophos, a thousand dollar fare, you’d be ten dollars. And we all know that if you look at the last minute, you’re going to pay a lot more than if you look, you know, well in advance or, you know, if you book a direct flight is often more expensive than going indirectly.

[00:04:01] So we all know these things because personally my travel or book hotel rooms are booked, car rentals or eat meals. If when it’s our own money involved for you, we know how to consume prudently in most cases. And the trick is to encourage that prudent consumption when people are spending the company’s money as well. So the good news is that changing behaviors really isn’t as difficult as people think. And especially if you can figure out a way, as you were saying, to create a shared goal, a common goal, and you can kind of engender a good team spirit. Hey, let’s see if we can’t work together into, you know, accomplish something as a team.

[00:04:43] So when we talk about creating a shared goal and kind of, you know, driving some maybe some internal competition or a very positive version of peer pressure, is that is that kind of along? That’s what we’re talking about. Rod.

[00:04:55] Yeah, it’s a little bit of, you know, peer pressure comes into it and there’s. There’s always I mean, there’s the stick and the carrot. I guess the stick is you don’t want to be a poor performer, but the carrot is everybody wants to be part of a team that had achieved this goal. Everybody wants to be, you know, share in the there’s a satisfaction or a part of a group that whether you’re playing in an orchestra or on a football team or, you know, it doesn’t matter if if you achieve what what the group’s goal is and you’re part of that and you can see your contribution, that’s an important part. We’ll talk about it, the communication, it goes along with it. But if you feel that your contribution is being recognized and that it’s all leading towards the team achieving what whatever the goal is, then it’s a lot more than just saving money. It’s actually fun. So gratifying. Yeah. So we’ll talk about that in a while. We’ll give you some examples. Having done that a couple of times in real life.

[00:05:55] Absolutely. So let’s talk about the approach in one conversation in some of our previous conversations, you’ve given some examples of some approaches you’ve used that really focus on creating this shared goal, that it’s really gotten some some some bottom line results.

[00:06:12] Tell us more about that. Rod.

[00:06:14] Great. Hello. SEUS. I can I can explain some graphs and involved here and I’m going to have to try to paint a picture so people listening can see a spreadsheet. I’ll try to do it. But, you know, first of all, changing consumption behavior, I think most people would agree that it’s great in theory, but in practice it’s not so easy. And in fact, some people argue that putting policies in place to change people’s behavior can actually be counterproductive.

[00:06:41] You know, they can inhibit people’s behavior and keep them from going after opportunities that could easily outweigh savings. A lot of people think, you know, mandating, you know, staying at, you know, less expensive hotels or only flying economy. They see that could be penny wise and pound foolish, that it’s it’s not really good use of companies money in all cases. And of course, it’s demotivating. I mean, nobody wants to feel that the companies kind of spying on their you know, that the meals they buy and stuff like that. And they’re right because, you know, sometimes, you know, the extra cost of a last minute air ticket is more than justified if jumping on the plane means closing a deal that they can’t wait. If you’re in the sales group, for example, or if you’re in sales and you stay at an upscale hotel and upscale hotel and it has a great dining room that can help you turn a prospect into a customer over dinner. So there’s no argument. There are lots of occasions when, you know, upscale hotels are expensive. Plane tickets make really good business sense. But but it’s simply not true all the time. That’s that’s the key. And you don’t stifle bee behavior with a blanket rule.

[00:07:55] You say, you know, you do you trust people and you allow them to use their discretion in what you really need to do is also give them a motivation to to be prudent when they when they can. Not all the time. So in my case, I remember doing a study of this a few years ago to find out how often, you know, are there really special circumstances that justify, you know, pricey purchases, plane tickets and things like that? In my experience, it represents less than a quarter of the times that you would use an airplane or rent a car or a hotel room. And in many cases, it’s even 10 percent. It really depends on the business here.

[00:08:35] And clearly sales reps to people and sales are going to need luxury hotels more than, you know, people in operations there. So savings opportunities don’t come from forbidding high priced purchases or making people jump through hoops to get approval. That won’t work. But as I said, it comes, I think more Froome encouraging. Prudent consumption or usage, whenever that’s possible.

[00:09:02] And so you’re asking for an example. Here’s a simple example. Actually, something we did. First of all, suppliers are a great resource to help start by explaining that you need their help. And instead of going after a price concession, which is what they’re expecting, you know, you go to suppliers, say, look, we need to save money. The first thing they’re going to think is you want to shave their margins and you say no. What we really want is for you to produce a simple monthly report that shows usage by department. And my experience was most are more than happy to comply, in fact, relieved because know you’re not going after their margins. And I remember doing a simple one for hotels first time we did it. So this is you’ve got to imagine this. Now, imagine the spreadsheet where you’ve got the first column says department in underneath there you’ve got sales, marketing, finance, operations, whatever the major department is would be like a cost center. It would have a director of V.P. in charge. And then the next column says hotel nights. And so there’d be a number there, a hundred and fifty for sales, one hundred for marketing, whatever the numbers are. Then the next column says total dollars spent and then dollars per night.

[00:10:18] So you could say that, you know, sales spend, say, one hundred and seven dollars a night on average when they stay at hotel marketing, spends one hundred and twenty finance, spends whatever. Ninety seven and the last column says last quarter. So if sales were spending one hundred and seven dollars for this quarter because it’s a quarterly report in this case, it shows you what they spent last quarter. So one hundred and ten last quarter, hundred and seven this quarter. So there’s been an improvement. Same thing with say operations might have only been seventy seven dollars this quarter. They’re a lot less than sales and say it was seventy two though, the quarter before. So they’ve actually gone up. So if you can imagine that there’s variation all over the place. And then that this is where it really gets interesting, because even though just there’s you highlight the variation and you really focus on driving down the average. So when you imagine at the bottom of this spreadsheet, there’s something as his totals there were four hundred and twenty one hotel nights in this case and they averaged one hundred and eighty dollars for the whole company.

[00:11:24] So just to clarify the whole team in this example, as we’re painting a picture for our listeners, this team, this whole organization across all functional areas in order. Twenty one total nights in the hotel, if you look at the total spin again in in this example might be forty five thousand dollars and roughly even averages out to one hundred eight dollars per hotel.

[00:11:50] My right Rod for the hotel and that’s that that’s the shoe that becomes the shared goal. That’s the core. That’s what you focus on. You focus on driving down the average, not so much on your wise operations. Only 77 bucks in sales is 1 0 7. So you know the variation SCAC sales spends one hundred seven per night. As I’ve said, operation is a 77. And as you were saying, the the average is 1 0 8. So what conclusions would you draw from that? Well, it’s a bit too simplistic to say that salespeople pamper themselves and squander company money profitably. It’s probably good for business that they stay in higher into hotels sometimes, at least, especially if that’s where customers want to meet. And moreover, salespeople tend to make calls in large city centers where hotel rates are higher than Industrial areas. And that’s where operations people tend to work in Industrial. So there’s you know, there’s a reason for variation and that’s really not what you should focus on because that isn’t a shared goal and it’s not team building. The real thing we focus on is 108. And the way to do that is you set a corporate goal, circulate the report. So, you know, once you’ve got this kind of data, as simple as it is, you can set a goal.

[00:13:02] Let’s say in our case, it was 15 percent. We tried to drive the 1 0 8 down to 92. And here’s the key circulate a copy of this new report, widely publicized. The goal, we’re going to go from one way to ninety two and then ask everyone for their help in achieving it. You asked for ideas. You make a point of offering help to anyone who asks. You finished by stating you’re confident that the goals will be met and that we can get there as a team. And it is fun. You just wait for the reaction. So this is you’re right. There’s a little bit of peer pressure. Some managers might be upset at first, especially those who run the departments for the high numbers. But, you know, you’re kind of the voice of reason and you can do this all with internal e-mails. You calmly point out that, you know, it’s understandable that their numbers will vary because the nature of work, you explain that there are no bad people, they’re just bad numbers. And that’s the numbers that should focus on, not the.

[00:13:58] Ultimately, I bet you got that when you were.

[00:14:03] You’re using this method, you’re getting folks to maybe book reservations far further in advance and taking advantage of those rates or maybe doing a little just a little extra homework when it comes to, you know, uncovering all of your hotel options in a market, right.

[00:14:19] Well, just like we all do in our personal lives. Right. We we knew we. And though that this was a two layer report. So that report by department. But you could click on each department. So if you were that, you know, the head of finance, you could click on finance and then you would see your employees and what their individual habits were. So if you notice that one of your employees was always spending, you know, twice as much as the average in your department, you could ask them why. And then they might say, well, you know, they are looking at the last minute so you can modify behaviors by just measuring what’s happening and then that kind of. And so. Yeah, exactly. But what really happened was that the. The managers or directors who ran the day hike, the height, taller departments. They would. They would phone up their their peers and ask, hey, you know, what is it you’re doing in then? You know, how. How do you get your number so low or how do you manage it? There are all kinds of great ideas and those are the kinds of it. Yeah. I always say to my, you know, if you’re going to travel and you got travel the last minute, that’s fine. But you come to me first. You explain please explain why you didn’t know a week ago that you were going on this trip. You know, if you’re an operations or a or you know, if you’re in H.R., there’s a great example. Each hour, people off to make routine trips to plants and those can be planned in advance.

[00:15:48] And every now and then there’s an industrial accident or something. So there that is a last minute kind of. But once its employees know that there’s this measurement going on. And once managers of each department have the ability to look individually at their employees, the people who report to them, and as long as there are no bad guys, you know, of course, if you’re an H.R. person, you travel at the last minute, of course, or if you know, if you’re a sales rep and you’ve got a customer who wants to travel business class and you get to talk about a contract, you’re going to do that. So all of that’s permitted is just one. It just doesn’t become a habit. You don’t get into you know, you stop and think. And if you can book ahead, you do book ahead and you don’t leave it to the last minute. Oh, geez, I forgot to book that airfare. You phone up and pay. You treated like it’s your own money. And that’s really the secret to it. And it’s this isn’t new stuff. Jerry, you know, Deming came out years ago and talked about, you know, you know, measuring for variation. Of course, Peter Drucker, as a famous quote, what gets measured gets managed. So this is this is just an adaptation really of of some pretty basic but very effective management tools that have been around for a few years. So just applying them to a world of procurement. Sorry.

[00:17:08] Let’s talk about a second example where you saw some some really nice bottom line savings as it relates to travel.

[00:17:14] This notion of creating a shared goal as your last point there can be universally applied. But I think some some of these these simple to relate to examples, just like the hotel and what you’re going to talk about my travel perspective, I think that helps paint an easier to understand picture in our listeners minds. I hope.

[00:17:37] Well, this is this is this actually happened. So if this happened to me years ago when I worked for a large food company, we were spending about a million and a half a year on air travel. And indeed, it came down from head office that we had to save 10 percent of our overhead costs or as Jenny costs because profits were down and the head office was demanding we did that. And it really meant letting people go. We had to save about three or four hundred thousand dollars unless we could find ways of cutting back other kinds of overhead costs. We were going to have to let people go. And so we looked at travel. Travel was a high cost area, but it always been kind of a no touch zone. You know, asking people to fly on the cheap was frowned on actually by management. And they felt quite rightly that traveling employees made personal sacrifices in terms of lost time, family time. And the least the company could do was make the traveling as pleasant as possible. You know, within budget restrictions. So this meant no new rules, no new rules about mandating weekend travel or red specials or or cheaper non direct flights, etc. So we tried it. We established a shared goal. So what we did was we went to our travel agent and explained our pressing need to reduce costs, the travel agents. Once they realized we weren’t asking them to shave their commissions, they were quite enthusiastic. They they that’s creating a report that we asked for.

[00:19:06] I’ll explain a report in a minute. Was was easy to program. And moreover, they knew lots of ways to save money, especially with a little cooperation from our travelers. And then, by the way, if not everybody uses travel agents anymore. But most ERP systems, you know, modern financial systems, you can. They’re easy to custom programs. So a lot of the reports I’m talking about, even if you don’t have a supplier to read, is to furnish them. You can probably get your own finance company department to do it. But let’s let’s just go with the travel Liegghio in this case. So we explained that a few rules. First of all, the final purchase decision on was always the travelers. There are no blanket rules and no mandating. The other thing we did is we kind of measure travel satisfaction is really simple to do. We just want to all the travelers and we ask them to rate on a scale of one to five how happy they were with. Current travel arrangements. You know, nothing. You know, we didn’t ask a bunch of questions, really, just the one overall question. Are you happy with the way the company handles travel? 5 was extremely happy and one was very unhappy. That I think was four point two or something. So then we went to the agent. We said, look, we’ve got three key corridors. That was the other thing, which was Chicago. Atlanta was a key corridor. We have offices and plants there, Chicago, L.A. and Atlanta, L.A..

[00:20:39] Those are the three key corridors. And they accounted for roughly half the travel. And all the other travel was, you know, we didn’t make a quarter. There were just too many places to go. There wasn’t enough money in each one. So now everyone’s going to ask your listeners to imagine another spreadsheet. So it says air travel and air travel for four months, ending in this case April 30th. And then again, just like before down in the first column. The different departments, finance, marketing, operations, SARDI, etc. And then the first column is Chicago, Atlanta. And in that column, number of trips, total dollars, dollars per trip. So I’m looking finance took twenty two trips at five hundred and ninety three dollars a trip. SALES took forty five trips at seven hundred ninety three dollars a trip. So that’s the first column. The second column is Chicago, L.A. same thing. Number of trips cost per trip. Atlanta. Same thing. The only difference is when you get to the all other categories, the number of trips, but it’s the percent of full fare because there’s so many destinations you can say, well, they took 34 trips, for example, this case finance took twenty five trips and they averaged 84 percent of full fare, whereas sales took 90 trips and averaged one hundred and five percent for full economy fare. When I say full fare, I meant to say full economy fare. So this is a gauge of how much money you spend versus some measure. In this case, the better measure is the cost of the full economy ticket.

[00:22:11] So in this, if I look at the bottom here, there were five hundred and thirty seven trips taken and the total spend was five hundred and five hundred sixty nine thousand dollars. So our goal was to save 10 percent on the average trip. So we got the first report. We made it visible to everybody and then then the peer pressure. You’re saying it’s that none of the managers want to be seen as poor performance or poor performers. So the high cost department has started asking their counterparts, know, what do you do? And there are you know, this this is what the travel agent is. One of the rules was, hey, don’t come to me. You know, we don’t allow last minute travel unless you’ve got a good reason. And you know that that was seem to be one of the most the easiest thing to do to prevent people from spending way more than they needed to. And the other thing we did is they they we made ourselves available. If any of the department has wanted any kind of advice, we think they could ask us. And of course, we would then refer them to the travel agent who would, you know, tell them about, you know, special deal. We had deals with certain airlines. If they you know, they maybe didn’t get their points of personal travel points, but certainly saved the company money. There were lots of little tricks that that were available. And of course, the report is second level.

[00:23:33] So just as the hotel reported that if the marketing person, one marketing manager wanted to find out why his costs were high that particular quarter, he could drill down, he could click and see by employee who was traveling. And of course, in many cases it was totally legitimate. They were you know, we had a higher quarter because they were more emergency trips. So, again, there were no bad people. It was just bad numbers. We were blown away by the results. Payback was exceptional in six months. Everyone pulled together. And, you know, people find it hard to believe was 27 percent is what we saved on. On the average corporate travel budget, which was more than enough to save the money we needed on the total overhead account. And the other thing is that when we measure general satisfaction, it was four point one. The other was four point to eight was there was virtually no change in the overall travel satisfaction. So management’s concerned about employee morale was never an issue. And the other thing was clear, as people were quite willing to make reasonable adjustments to the travel booking habits whenever they could, especially if they knew a they didn’t have to do it and b that the fruits of their labor were made clearly visible. And of course, with a report like that, not only did your boss see what you’re doing, but the whole company actually gets to see how your department’s doing. So everybody came away. A winner. Senior management was pleased with the savings.

[00:25:00] The travel agent was delighted to keep the business at normal merchants. Layoffs were avoided. Which was a huge for everybody. Great for the Spirit, company spirit. And of course, the purchasing department are supply chain and we called it purchasing in those days. We received the kudos for it, which we we accepted. So this idea of sharing goals and monitoring progress creates a wave of goodwill. If you do it right and you can also act like a rising tide, you know where it creates an atmosphere of voluntary behavior change, it becomes the norm. It raises all the boats. Most people are actually happy to participate because they feel good about contributing to the greater whole. And it doesn’t take that much to do it. It is just need to get either your supplier or your finance people to help you create these these reports that that focus on a shared goal. So choosing the goal is important. Making sure is something that you you want to move. And if it moves in the right direction, you’re going to get the results you need and then making sure that you’re communicating it effectively to everyone and just let people go. Just just trust them. And we’ve done this many times. This is just one example. But I’ve done this approach many times for the game. These areas where you it isn’t the cost per unit that’s important. It’s how wisely things are consumed. So whether it’s hotel rooms or meals, things like that. It all seems to work this way.

[00:26:35] So choosing to go, obviously. The other thing that I heard you speak to out each of these examples is, is not just communicating to go internally, but also to your suppliers and your vendors and and going to them with communication that they may not expect you to look to earlier in the case, the hotel, you’re not communicating a marked down. You’re communicating how you’re trying to find different ways of finding some creative savings.

[00:27:06] I think the vendors are you know, they you’re not just your customer to them, but they have to make a margin. And once they realize that you’re not trying to it’s you know, it’s not a zero sum game. You’re not saying you yo, give me some of the money that you make when you do business with us. Once they realize that’s not that’s not the only way you can save money. I’m not saying you should negotiate. Of course, if you if you can, you should. But in some cases, the savings that are available through getting the vendor to help you help yourself and then your job is kind of condition your peers and colleagues to start accepting this kind of help. And that’s how the shared goal kind of works. Then the vendors, as long as they understand what you’re after and what they can and can’t do, for example, you know, no blanket rules. So they can’t they can never be the policemen, but they can be the implementer and the enabler of the programs that you want. So, yes, absolutely. Communications, not just inside but outside the company are really important.

[00:28:13] And it’s not always it’s not as painless as a lot of folks might think going in. There are opportunities to be had. And I bet going back to the tribal example, you say 27 percent. I bet that it sounds like in that environment it might save the job or two.

[00:28:28] Oh, is it? Yeah. Because we needed to say I think was 350 to 400 thousand in overhead. I think that was about 10 percent of our overhead and 27 percent of a million and a half. That was pretty darn close. We didn’t lose anyone. Nobody lost a job because of the mandate from head office to reduce overheads by 10 percent. And 90 percent of the reason for that is we were able to save the money on travel.

[00:28:55] So creating a shared goal, using positive peer pressure, cultivating a healthy sense of competition while also leading by the numbers and communicating the numbers and not just making assumptions. But I like especially as it relates to the travel that you are really focused in on all the three quarter words or the three three main flights that even though it wasn’t 80 percent still it was. It was a chart. It made losses to focus there. So that focus on Twitter in this case brought a lot of momentum and you were trying to boil the ocean. You’re really kind of focusing on these three things.

[00:29:41] Yeah, and you’re right. And once because almost everybody traveled, at least sometimes to the three corridors, the habits they developed and flying from Chicago to Atlanta would have worked, you know, flying from Miami to Dallas. They would do once you you get used to, you know, not booking at the last minute and and maybe not worrying about your personal points so much and going with the airline that that has the lowest rate, then that you’re right. It became they practiced on the three corridors, but that those those good habits pervaded all the purchases.

[00:30:18] Ok, so let’s shift gears.

[00:30:21] A second best practice that we wanted to dive into on this episode is really using plant tours, especially, you know, site visits to your suppliers in a way that it is much more productive than normal. And then that you and you in your career as a supply chain leader, this was one of your go tos. But before we talk about that approach at eight or nine point approach, let’s talk about how important, important it is in this day and age to find great suppliers that are a great fit to the business.

[00:30:58] Yeah, I think this this idea of a good fit, it’s all part of the, you know, win win strategy. I know it’s used so much nowadays it’s almost losing meaning. But you don’t want to beat up a supplier who really can’t give you what you need. Simple example is you buy you you go to a printer to have forms printed off and you know, you ask them for a hundred of this form and a hundred of that form. And then you don’t realize they’ve got giant machines there that are really hard to set up. So you’re asking a supplier to give you small runs when in fact they’re set up for large runs. If you did a plant tour and you sell, my goodness, they got big machines that are made for doing, you know, hundreds of thousands of copies. And they’re setups are three hours, not three minutes. Then you would know that no matter how much you negotiated, no matter how much you know, how good you were negotiating the suppliers, just not a good fit. Now, that’s a simple example. But if you can go out there and find the best fit supplier my experience, then you’ve got the best chance of putting a deal together that works for both parties and is sustainable.

[00:32:13] Yeah, that’s kind of how that works. And I was just going to say it’s never been more important than right now because, you know, global competition that we talked about that a little bit last time was, you know, has basically forced the prices down for media items. And that in turn has exerted pressure on margins and profitability. And and as a result, driving down costs has become imperative. It’s really survival mode now and certainly cranked up the pressure on supply chain professionals and in some cases. You know, I had a consulting practice for a while. The very survival of the companies depended on the efforts of their procurement professionals. So they couldn’t buy it. Right. They couldn’t stay in business. So you really need to figure out how to make sure your suppliers are capable of going the distance and consistently providing you with price quality service. Your company needs to compete successfully and not their attitude. Doesn’t matter how much they want to do it, it’s really their capability that matters. So the way to do it really is as physical tour. I think you can’t do it virtually. You’ve got to get. You got a.

[00:33:22] Learn about your suppliers capabilities, their control over their costs, their quality commitment, their service culture and most importantly, you know, are they able to make a profit and still give you the pricing and service that you need?

[00:33:35] To that end, let’s walk through your tried and true approach to truly optimizing the value of these site visits or these plant tours that your current suppliers or potential suppliers.

[00:33:48] Well, I it’s this interesting plant. Tourists weren’t ever something any buddy teach, at least in my experience when I was a, you know, the feel they were you know, my boss never took me on a plant tour and said, OK, Rod here, say you do a plant tour. And maybe it’s because my background, I’m an industrial engineer. And so I just you know, I was trained to go through factories and understand how you would put together. So I kind of had an advantage. And maybe it’s an unfair advantage because most supply chain professionals aren’t, you know, that didn’t have that background that I did. So this is a structure that I came up with. It’s it’s an eight step approach. It’s what I used as a framework. And I’ll go through it. And it hopefully it’ll it’ll resonate with some people and maybe help people, you know, make better time, I guess, or get more information or value out of the plant tour. So the first thing you got to get the tour guide. Right. You know, you really should ask for an operations person, conduct the tour.

[00:34:52] Not not so much a sales rep. I mean, they’ll be there. Of course, they’ll they’ll they’ll want to be there. And it’s quite normal for that to be there. But they probably don’t know for sure. They don’t know as much about their plant as the operations person. So if the operations person’s he or she will be pleased, usually proud to show off their plant and they’re certainly more likely have information you need. So that’s number one, get through tour guide. Number two is start at the receiving door if you started receiving door and follow the production chain. And you can go right through to the loading dock. And there are a couple of reasons to do that. First of all, you’ll remember it a lot better because it’s in a logical sequence. And secondly, you’ll miss anything, right? Because the plants are very confusing. I mean, industrial engineer, but I just can’t go into a plant and see what’s happening. You’ve really got to have somebody take you through a logical process. And the logical process is to start receiving. And so. So here’s what you do. You look you learn a lot. It’s receiving door if you know what to look for. For example, a small raw materials inventory reveals that there are just in time manufacturers. So that would be a good fit for you if your own requirements are fairly predictable.

[00:36:10] So the supplier can make what you need and without tying up a lot of space or capital. So if you’re a predictable ordering, if you’re production planning, people can give you predictable orders, then a good fit supplier would be somebody who’s a just in time manufacturer. And you can tell that by looking at their raw materials inventory. But, you know, on the other hand, if you’re ordering habits aren’t predictable, maybe, you know, your customer demand is unusual or you have seasonality, then a small materials inventory is a red flag for prudential short shipments, and especially if they don’t keep finished goods inventory. So there’s no one answer to this. So you need to physically go and look, because I don’t know how you know what they’re finish because they’re raw materials inventory where any other way other than actually going and looking and saying so. So you start receiving and you observe all of these good things. And then while you’re doing it, I guess the third thing is you’re always, you know, shaking hands and meeting people. You know, make sure you stop. You look around, you chat with the operators as you follow the production line. You’ll learn a lot by observing and listening. And, you know, are there work areas clean? Are they safe? Are there large piles of scrap or reject going up to the operator? You know, if the operators really see really are she really involved, they’re just pushing buttons.

[00:37:32] You ask questions. You know, an involved operator is always happy to explain. And more importantly, an involved operator usually means a competent operator, you know, because the competency of each of the operators and the operations is vital. If you’re going to produce a consistently high quality, low cost product, quality is built. I’m sure this everyone knows this, but quality isn’t something you inspect into a product’s quality, something you build into a product. You certainly can’t build it in unless the people actually operating the equipment are involved and knowledgeable and enthusiastic. So you can look at their control charts and almost all machines nowadays have a control chart to tell us who tells you if the process is under control. You ask the operator to explain with the lines and figures mean and how they’re used to control the process. You can ask about run sizes. Can I ask how long changeovers take? You can ask what their biggest challenges are. You know, what causes scrap? What causes rework? You explain what your company does with the products that he or she makes. And you thank them very much for their efforts and contribution.

[00:38:38] It’s not just with the tour God, it’s really engaging with folks that are up and down the flow of the production, right?

[00:38:49] Absolutely. Yeah. And because you’ve got an operations person taking you through, they’re going to be able to introduce you and they’re going to be quite proud and pleased. I mean, unless there’s something they’re trying to hide, which is very unusual, you’re going gonna be a refreshing presence in a factory because, you know, customers don’t usually do these kinds of things. They don’t you know, they don’t ask questions and they don’t explain how their products are being used. And they don’t show appreciation and say thank you. So that’s really a heck of an advantage to a supply chain professional to be able to develop these kinds of contacts and relationships in there. These are key suppliers. You certainly don’t do this with how your suppliers, but certainly your key suppliers, you do this. And the other thing you’re doing while you’re asking what you’re going through, you’re also asking. The fourth thing is you’re asking general questions, you know, as you’re walking around observing. You should be kind of filling in if you can’t write it down. And sometimes hard to carry no patter with you.

[00:39:48] But you should be at least a mental checklist that you’ve got, you know, about their overheads and structure. You know, what’s their total headcount? You’d ask, you know, how many production workers are there? How many people in total? How many shifts do they run? How many square feet are devoted to production? How many square feet in the whole building? What’s the total output of the facility? Know in dollars or units? I’ll explain later. But all these things become really important later on when you actually go and try to figure out how you can work together and help each other.

[00:40:18] So taking these mental notes is really important to make sure that we’re really wrapping our head around the operation and its capability. Right.

[00:40:29] Yeah, and so that when you’re sitting and talking with your supplier and trying to figure out ways you can both win, you know, how can we make the fit even better? Oh, yeah, wood. Wood. Changing a specification slightly. I mean, maybe you saw a big scrap piles and recheck piles and you found out that the reason they’re doing that is they their control charts. They can’t. You look at the control tower and you see only good as they went out of control and under control, there’s a scrap bunch of scrap that’s usually associated with each of those little blips in the I talk to the operating operator says, yeah, you know, we can hold a file, but we can’t hold half a file tolerates. And then you go back to your engineers internally and you say, why are we specifying half a file? And the engineer says, well, I’ll be okay, but I don’t trust they’ll do it that way. I say half a file for sure. We get a file. Well, that’s that’s a great thing to discover because you can then go back to your supplier, say as long as you hold a file, you know, you can run it. And all of a sudden, you know, the controls shirts are much more, you know, in control or the operators are much more in control because now be the upper and lower limit of the control chart have been gone.

[00:41:39] Instead of a half hour, they go to a FAO office on the recheck piles, drop the they can probably speed up their equipment and everybody’s going to be a winner with that kind of. So that’s why it’s important to ask those questions and understand and basically understand how they make a buck and what their problems are so that you can see what you can do if you’re in to become, you know, help them, help them. So help them help you. Number five. Sorry to keep getting distracted. Here’s my fault. Finish up a shipping. Shipping. You’ll probably learn as much or more than you did receiving. You look for the inventories again, this is course finished goods inventories and then you can again, same question. Are they just in time shippers or do they store finished goods? And how does that relate to your needs? And you asked to see where your products are stored. Note the quantities in space and money tied up. Get a feel for what you know what it costs them to have you as a customer. The other thing you do it. I used to do at least the shipping was always request a person from production planning to join you a shipping. And then you ask the magic question what can we do to be a better customer? And you know, you’ll melt their hearts half the time.

[00:42:56] They can’t. Well, you know. Yes, but changing your order practices make life easier. What would it help reduce, setup or facilitate materials planning? What a small change. I just mentioned that small change suspects alone and run faster. All that bigger batches. Changing your order quantity. Fill up a pallet. Changing the number of pallets with that fill up a truck. Those were I thinking back in my career. I mean lots that I did come out of a plant and I go, my goodness. We’ve been really stirring this up in Hawaii. Be so difficult. We don’t. Some of the things we had to do. OK. We couldn’t order twice as much as they wanted, but we could order 10 percent more in lots of times. Those little things would go a long way from the supplier’s point of view. I was usually pleasantly surprised and even more so by the the ideas that flowed from the other side of things I hadn’t even thought of. So you wind up playing a really important foundation, I think, for future projects and idea sharing. So what you wind up doing this is number 6 is you’re building a broad base of relationships. You know, you meet as many people as you can. Yeah. You ask the thoughtful questions. You solicit their ideas. You really listen. You know, the art of listening is probably more important than hearing of asking questions.

[00:44:12] Even you can only benefit by creating these new relationships and nobody opening wider channels of communication that don’t depend on your sales rep being your only contact point. That’s a huge thing. Once you’ve got this broad base, you can start bringing your suppliers in and introduce them to your people, your engineers and your production people, your operations people. And once you’ve got these this this this broad web of connections, that’s when the really good ideas are circulating this everything you do. OK. The moment you’re alone, OK, you finished the plan to where you’re in your care, you get your notebook, go to your laptop and you write it all down while everything still fresh in your mind. I used to do a quick schematic, really messy, didn’t matter showing the lines and how they’re, you know, kind of how the plants set up, because you can still remember because you’ve been through it logically. You jot down what you saw. The key raw materials setup times, your impressions, you know, clean, dirty sides of scrap piles, operators, knowledge and involvement. Don’t forget the answers to the general questions, you know, square footage, number of people and brief shifts. But of course, all the good ideas that surface and the the names and emails of the people you met because you want to send a thank you note, which is always a really good touch.

[00:45:27] So. And the other thing, when you if you do all of this, when it comes time to model their costs or organize joint savings or, you know, cost initiatives, all this information is is invaluable. And it’s in your mind. You can actually and you can visualize what the suppliers are talking about when they say, you know, our scrap piles are caused by your tight tolerances. It isn’t an abstract concept anymore. You actually remember you can remember exactly what happened. Because because as you know, you physically were there. It isn’t just a I guess if you if you talk about something, you can remember and half, half the time. But if you actually do something, you remember 99 percent of it. So and the only thing and this always blows people away is after you’ve done all this work, you go and you visit competitors. Ticket. What? You’re crazy. Where do I find time to just go and look at, you know, one plant? I mean, I’m really busy. Even one tour. Now you’re talking about several and the answers. Yeah, that’s probably most important thing because learning about your suppliers capabilities is really important, but understanding his competitiveness even more so. And the only way to get understand is competitiveness is to get comparative data.

[00:46:36] So yeah, maybe he’s not a supplier. Maybe his competitors say, hey, I’m thinking of know would you give us a plant tour? Course they’ll give you a plant tour. I mean, they want your business and then they would be delighted to. Same thing. You had an operations person take you through and you’d be surprised how quickly and easily you can detect differences between suppliers, you know, their inventory policies, the competency of their operators, the size of the scrap piles, you know, how long they’re setup to times or how tight their control charts are and how involved their operators are. The amount of space staff relative to output, cause you’re in the output figures. And armed with this information, it isn’t as difficult as you think to pick out the best fit supplier. And if it’s the one you’re currently dealing with, that’s that’s really good. And if it’s not the one you’re dealing with, that’s even better because it means you’ve likely uncovered an opportunity to make a deal with a better fit supplier, which means you can reduce your costs and prove your quality and service and strengthen your supply chain and become competitive in this global marketplace. It’s certainly a fitting reward for all your hard work. So that’s so that’s the eight step structure that I kind of used when I was doing this for a living.

[00:47:46] So let’s recap that real quick. Number one, you get right to our. Number two, you started receiving. So it’s an intuitive tour that you remember. Number three, shake a few hands. Talk to the employees. Talk to the folks you meet across the operation. Number four, make sure you’re taking great mental notes. Number five, finish up its shipping. Number six, know, Bill, you know, you talked about making sure you’re making a good impression. You’re building a broad base of relationships so that you can always follow more folks rather than just the sales professional or the post talk basis. Number seven or right. When you get into the car, get time to yourself. But all those mental notes down on paper so that you can you can take action on hold those after the tour and Miura benchmarking gives it competitors. So you can kind of put what you see in context. But all of that Rod. One of my favorite things that you recommended to our audience to do is asking that question what can we do to be a better or that that is something. Some of these folks never hear from their customers. That’s a very powerful question.

[00:48:53] And if you really and if you’re sincere, which you are, because that’s how you learn, then it’s going to resonate. And Elvis, sudden you’re starting to form this. It’s a little bit like the first thing we talked about. It’s a little bit of team spirit starts to happen. We have these meetings between your preferred suppliers, your key suppliers and yourself. And if you some of the people you’ve you’ve met and they know you’re sincere and you know you’ve done things to help them, you know, reduce or scrap piles and things, they’re going to want to. It’s just human nature. They’re going to want to reciprocate. So it’s very powerful approach.

[00:49:27] One last thing before we move on. I want to make sure our listeners are familiar with ProPurchaser. One of the last things I want to make sure we’ll circle back to it.

[00:49:39] It’s important to have healthy suppliers. Right. You alluded to a couple of times, you know, making sure your your suppliers can, you know, how they make a buck. But it’s also important that they do make a buck, right, so that they can be stable wires.

[00:49:56] And there is not a zero sum game. It’s not win lose. I mean, they can make more money and you can save more money by taking kind of the waste out of the system. That’s you know, Edward Jay was Deming. And that’s this whole thing about creating like a one team. You’re really not one team. I mean, nobody’s where it would be a little naive to say, you know, you’re on the same side. You’re not quite on the same side. But there’s no reason you have to be competitors. And there are things you can do that actually help both parties. And those are things you. It’s and you wind up. Yeah, with very profitable suppliers and you’re happy they’re profitable because they’re more stable and they’re more profitable because they’re dealing with a customer who’s a better customer and they won’t. Wouldn’t be as profitable with other customers. So they’re going to want to stick with you and you’re gonna want to stick with them so you won’t end up with this kind of super solid supply chain, that low cost and high quality, and you’re fit to compete in the global economy that way. That’s that’s why I think you do it.

[00:50:58] Ok.

[00:50:59] So after we are creating shared goals and optimizing our plant tour approaches, let’s also kick the tires or ProPurchaser, because that’s an avenue that can help optimize your overall supply chain success. Tell us about what ProPurchaser is. Gives the Reader’s Digest version Rod.

[00:51:22] One thing that helps you understand your suppliers costs or help you understand how to negotiate with suppliers and when it comes to cost is understanding their costs and not just the cost of labor, but the raw material costs. So for example, if you buy fasteners, steel fasteners and the price of steel goes up, you’re going to get a call quite rightly from your supplier asking you to pay more because they’re paying more for the raw material. But what doesn’t happen and we all know this is that when the cost of steel goes down, they don’t call you to reduce the price. And you can’t expect them to. You know, everyone’s in business to make all the money they can and they probably get fired. They phoned you up to reduce the price unless, of course, they checked it out with their boss. But nobody we’re all in business to make all the money we can’t. So what ProPurchaser does is keeps track of suppliers, raw material costs. So when they go down, you get an email from us to say, hey, steel’s down, go know, negotiate a better price on this fastener. So it’s really as simple as that. We just help you keep track of your suppliers costs and you use that information to negotiate better deals and basically come up with fair pricing and fair relationships, which is kind of ties into this whole idea about, you know, creating a win win situation. You don’t know. It would be unfair to ask a supplier reduces costs when you it boosts prices when its costs have gone up so that you’re not doing that. But what you are doing is asking them to play fair and reduce someone where, in fact, they can’t. So suppliers, good suppliers, low cost producers, cost proud suppliers. They don’t mind transparency, this kind of cost transparency. In fact, they welcome it. They’ll focus on the things that they do well. And they’ll you know, if their raw material costs go down, they’ll give you a discount. Then it works both ways. And that’s kind of what we do.

[00:53:09] Data at your fingertips so you can ask them the questions that can lead to savings that you may not have been aware of earlier. Right.

[00:53:18] Right. And it’s custom to likely, you know, you don’t get everything. You just tell us what your suppliers buy. Maybe you buy packaging, maybe you buy chemicals or wood products or metals or plastics. And then those are the things that we inform you. I mean, you might only have 10 items if you really think about it. Most people can probably get away with 10 to 15 different raw materials and that because that would cover the vast majority of what their suppliers purchase to make the things that they need.

[00:53:47] And Rod is always as well. Always ask each of our featured guests on our podcast. How can our listeners get in touch with you to learn more about ProPurchaser?

[00:53:57] Well, this go to just w w ProPurchaser dot com. That’s one way you can. There’s a contact us there. You can certainly send me an email. Rod dot Sherkin Sherkin spelled like a gherkin with an S instead of a G. It says s h e r cayenne. So Rod dot Sherkin Be happy to answer any questions people have. And I guess it’s alright with you, Scott. They could maybe go through Supply Chain Now Radio and just say Attention Rod and you could maybe pass it on to me if that’s easier.

[00:54:34] Absolutely. In answer to our audience, you can always she doesn’t note at connect at Supply Chain Now Radio dot com and we’ll get that to the right folks in Rod. You also you do a variety of keynotes. You do I know you do lots of successful webinars that really resonate with folks in procurement in the greater Indian supply chain. So we also might encourage our listeners if they’re looking for. Or a great speaker to reach out Rod as well, right?

[00:55:03] Sure. That’ll be great. Thank you. Yeah, I do that. Yes. If they’re interested in webinars to send me an email and we can send you links to webinars as well.

[00:55:11] Fantastic. Rod is always really enjoy our conversations. I love how how practical your advice is and how it is proven right. You’ve been there and done that and so many different ways. So underwear conversations together.

[00:55:26] I do too. Thank you.

[00:55:27] All right. Speaking to Rod Sherkin, president of, we invite you to connect with it with Rod and with us after the show, if there’s anything we can do to help, we’ll take that. Let us know again. Our email address is simple. It is connect at Supply Chain Now Radio. Become Rod again. Thanks so much. And stick with us as we wrap up with some upcoming events.

[00:55:48] As always, want to invite our audience. Come check us out in person. We are at a variety of that.

[00:55:53] We just got back from North Charleston, South Carolina, where we were at the AIAG SCAC Supply chain and Quality Conference, which really focused on the world of automotive. Really enjoyed our time conducting about 15 interviews there with folks from Volvo Cars, U.S. and Bosch and a number of different attendees and keynotes. But upcoming looking at schedule ahead, we’re going to be at the Georgia Manufacturing Alliances Georgia Manufacturing Summit on October night here in Atlanta at the Cobb Galleria. Not only are we going to be broadcasting, but we’re also going and leading a panel session focused on the topic of trends to track across supply chain. We’re going to talk innovation, sustainability, continuous improvement, technology and transportation with some of the leaders in our industry. So registration is still open and that you can go to Georgia manufacturing alliance dot com to learn more and to register. Really neat side sidebar to the summit. Is Jason Moss, the CEO of the Georgia manufacturing alliance is freed up 50 seats specifically for veterans. You know, we always talked about how important it is to help our veterans make connections in the private sector, whether it’s for transition. And maybe they’re looking for that. Right. Their first job in the private sector, or maybe they’ve already transition. And like most veterans, you know, you’ll have an opportunity when you’re serving to really cultivate a private sector network. So these events are great opportunities to do that while gathering best practices and market intel. So 53 seats, if you’re a veteran listening to this, you can use a promo Code U.S.A. bet at the registration side to take advantage of those seats as they last. So October knocked Georgia Manufacturing Summit.

[00:57:36] We’re going to be in Austin in November at the 2019 Logistics CIO forum with our friends at EMT working on a couple events to wrap up in the year own. But looking at early 2020, we’re looking forward to being at Las Vegas with the reverse Logistics Association Conference and Expo. And in March 20 21 here in Atlanta, we’re on welcome mode X 2020, which is one of the largest supply chain trade shows in North America. About thirty five thousand folks, they’re inviting out to Moto X 2020 or expecting to be in attendance. We’re going to broadcast live throughout the four days. And the great folks at Remote X are going be hosting have agreed to host our 2020 Vetlanta Supply chain Awards right here in the Supply chain City. So looking forward to that. It is free to attend Mode X. You can go to Moto X showcase of the X show dot com a great deal and come out and join us. Surf those Lu broadcasts. Once again, big thanks to our guests today here in Supply Chain Now Radio Rod Sherkin, president of We invite you to check out his organization or send us a note if we can help you get connected to our audience. Be sure to check out other upcoming events, replays or interviews, other resources that Supply Chain Now Radio. Com. Again, financial NAPO, podcasts, SoundCloud, Spotify, YouTube, all leading sites for podcasts can be found. Be sure to subscribe. So don’t miss anything on behalf of the entire Supply Chain Now Radio team. This is Scott Luton wishing you a wonderful week ahead and we’ll see you next time on Supply Chain Now Radio. Thanks so much.

Featured Guests

Rod Sherkin is the founder and president of Prior to entering cyberspace, he was the senior executive responsible for supply chain for both Pillsbury and Ball Packaging, where, for 15 years, he honed his negotiating skills with suppliers. Rod has spent the last 20 years sharing what he learned with other procurement professionals. Learn more about the company here:


Scott W. Luton

Founder, CEO, & Host

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Kevin Brown

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.

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Jose Miguel Irarrazaval

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.

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Vicki White


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.

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Allison Giddens


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.

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Billy Taylor


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.

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Tandreia Bellamy


Tandreia Bellamy retired as the Vice President of Industrial Engineering for UPS Supply Chain Solutions which included the Global Logistics, Global Freight Forwarding and UPS Freight business units. She was responsible for operations strategy and planning, asset management, forecasting, and technology tool development to optimize sustainable efficiency while driving world class service.

Tandreia held similar positions at the business unit level for Global Logistics and Global Freight forwarding. As the leader of the Global Logistics engineering function, she directed all industrial engineering activies related to distribution, service parts logistics (post-sales support), and mail innovations (low cost, light weight shipping partnership with the USPS). Between these roles Tandreia helped to establish the Advanced Technology Group which was formed to research and develop cutting edge solutions focused on reducing reliance on manual labor.

Tandreia began her career in 1986 as a part-time hourly manual package handling employee. She spent the great majority of her career in the small package business unit which is responsible for the pick-up, sort, transport and delivery of packages domestically. She held various positions in Industrial Engineering, Marketing, Inside and On-road operations in Central Florida before transferring to Atlanta for a position in Corporate Product Development and Corporate Industrial Engineering. Tandreia later held IE leadership roles in Nebraska, Minnesota and Chicago. In her final role in small package she was an IE VP responsible for all aspects of IE, technology support and quality for the 25 states on the western half of the country.
Tandreia is currently a Director for the University of Central Florida (UCF) Foundation Board and also serves on their Dean’s Advisory Board for the College of Engineering and Computer Science. Previously Tandreia served on the Executive Advisory Board for Virginia Tech’s IE Department and the Association for Supply Chain Management. She served on the Board of Trustees for ChildServ (a Chicago child and family services non-profit) and also served on the Texas A&M and Tuskegee Engineering Advisory Boards. In 2006 she was named Business Advisor of the Year by INROADS, in 2009 she was recognized as a Technology All-Star at the Women of Color in STEM conference and in 2019 she honored as a UCF Distinguished Aluma by the Department of Industrial Engineering and Management Systems.

Tandreia holds a bachelor’s degree in Industrial Engineering from Stanford University and a master’s degree in Industrial Engineering and Management Systems from UCF. Her greatest accomplishment, however, is being the proud mother of two college students, Ruby (24) and Anthony (22).

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Marty Parker


Marty Parker serves as both the CEO & Founder of Adæpt Advising and an award-winning Senior Lecturer (Teaching Professor) in Supply Chain and Operations Management at the University of Georgia. He has 30 years of experience as a COO, CMO, CSO (Chief Strategy Officer), VP of Operations, VP of Marketing and Process Engineer. He founded and leads UGA’s Supply Chain Advisory Board, serves as the Academic Director of UGA’s Leaders Academy, and serves on multiple company advisory boards including the Trucking Profitability Strategies Conference, Zion Solutions Group and Carlton Creative Company.

Marty enjoys helping people and companies be successful. Through UGA, Marty is passionate about his students, helping them network and find internships and jobs. He does this through several hundred one-on-one zoom meetings each year with his students and former students. Through Adæpt Advising, Marty has organized an excellent team of affiliates that he works with to help companies grow and succeed. He does this by helping c-suite executives improve their skills, develop better leaders, engage their workforce, improve processes, and develop strategic plans with detailed action steps and financial targets. Marty believes that excellence in supply chain management comes from the understanding the intersection of leadership, culture, and technology, working across all parts of the organization to meet customer needs, maximize profit and minimize costs.

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Laura Lopez

Marketing Coordinator

Laura Lopez serves as our Supply Chain Now Marketing Coordinator. She graduated from Instituto Tecnológico y de Estudios Superiores de Occidente in Mexico with a degree in marketing. Laura loves everything digital because she sees the potential it holds for companies in the marketing industry. Her passion for creativity and thinking outside the box led her to pursue a career in marketing. With experience in fields like accounting, digital marketing, and restaurants, she clearly enjoys taking on challenges. Laura lives the best of both worlds - you'll either catch her hanging out with her friends soaking up the sun in Mexico or flying out to visit her family in California!

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Jake Barr


An acknowledged industry leader, Jake Barr now serves as CEO for BlueWorld Supply Chain Consulting, providing support to a cross section of Fortune 500 companies such as Cargill, Caterpillar, Colgate, Dow/Dupont, Firmenich, 3M, Merck, Bayer/Monsanto, Newell Brands, Kimberly Clark, Nestle, PepsiCo, Pfizer, Sanofi, Estee Lauder and Coty among others. He's also devoted time to engagements in public health sector work with the Bill & Melinda Gates Foundation. At P&G, he managed the breakthrough delivery of an E2E (End to End) Planning Transformation effort, creating control towers which now manage the daily business globally. He is recognized as the architect for P&G’s demand driven supply chain strategy – referenced as a “Consumer Driven Supply Chain” transformation. Jake began his career with P&G in Finance in Risk Analysis and then moved into Operations. He has experience in building supply network capability globally through leadership assignments in Asia, Latin America, North America and the Middle East. He currently serves as a Research Associate for MIT; a member of Supply Chain Industry Advisory Council; Member of Gartner’s Supply Chain Think Tank; Consumer Goods “League of Leaders“; and a recipient of the 2015 - 2021 Supply Chain “Pro’s to Know” Award. He has been recognized as a University of Kentucky Fellow.

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Marcia Williams


Marcia Williams, Managing Partner of USM Supply Chain, has 18 years of experience in Supply Chain, with expertise in optimizing Supply Chain-Finance Planning (S&OP/ IBP) at Large Fast-Growing CPGs for greater profitability and improved cash flows. Marcia has helped mid-sized and large companies including Lindt Chocolates, Hershey, and Coty. She holds an MBA from Michigan State University and a degree in Accounting from Universidad de la Republica, Uruguay (South America). Marcia is also a Forbes Council Contributor based out of New York, and author of the book series Supply Chains with Maria in storytelling style. A recent speaker’s engagement is Marcia TEDx Talk: TEDxMSU - How Supply Chain Impacts You: A Transformational Journey.

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Luisa Garcia

Host, Logistics with Purpose

Luisa Garcia is a passionate Marketer from Lagos de Moreno based in Aguascalientes. She holds a Bachelor’s Degree in Marketing from Universidad Autonoma de Aguascalientes, Mexico. She specializes in brand development at any stage, believing that a brand is more than just a name or image—it’s an unforgettable experience. Her expertise helps brands achieve their dreams and aspirations, making a lasting impact. Currently working at Vector Global Logistics in the Marketing team and as podcast coordinator of Logistics With Purpose®. Luisa believes that purpose-driven decisions will impact results that make a difference in the world.

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Astrid Aubert

Host, Logistics with Purpose

Astrid Aubert was born in Guadalajara, she is 39 years old and has had the opportunity to live in many places. She studied communication and her professional career has been in Trade Marketing for global companies such as Pepsico and Mars. She currently works as Marketing Director Mexico for Vector Global Logistics. She is responsible for internal communications and marketing strategy development for the logistics industry. She is a mother of two girls, married and lives in Monterrey. She defines herself as a creative and innovative person, and enjoys traveling and cooking a lot.

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Constantine Limberakis


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.

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Scott W. Luton

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.

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Greg White

Principal & Host

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.

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Chris Barnes

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.

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Tyler Ward

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!

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Kevin L. Jackson

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 CiscoMicrosoft, 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 UniversityO’Reilly MediaLinkedIn Learning, and Pluralsight.  Mr. Jackson retired from the U.S. Navy in 1994, earning specialties in Space Systems EngineeringCarrier 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.

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Enrique Alvarez

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.

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Kelly Barner

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’.

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Mary Kate Soliva

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.

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Amanda Luton

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.

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Clay Phillips

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.

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Trisha Cordes

Administrative Assistant

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.

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Chantel King

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.

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Lori Sofian

Marketing Coordinator

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.

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Katherine Hintz

Director, Customer Experience

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.

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Mary Kate Love

Chief of Staff & Host

Mary Kate Love is currently the VP of marketing at Supply Chain Now focused on brand strategy and audience + revenue growth. Mary Kate’s career is a testament to her versatility and innovative spirit: she has experience in start-ups, venture capital, and building innovation initiatives from the ground up: she previously helped lead the build-out of the Supply Chain Innovation Center at Georgia-Pacific and before that, MxD (Manufacturing times Digital): the Department of Defense’s digital manufacturing innovation center. Mary Kate has a passion for taking complicated ideas and turning them into reality: she was one of the first team members at MxD and the first team member at the Supply Chain Innovation Center at Georgia-Pacific.

Mary Kate dedicates her extra time to education and mentorship: she was one of the founding Board Members for Women Influence Chicago and led an initiative for a city-wide job shadow day for young women across Chicago tech companies and was previously on the Board of Directors at St. Laurence High School in Chicago, Young Irish Fellowship Board and the UN Committee for Women. Mary Kate is the founder of National Supply Chain Day and enjoys co-hosting podcasts at Supply Chain Now. Mary Kate is from the south side of Chicago, a mom of two baby boys, and an avid 16-inch softball player. She holds a BS in Political Science from the University of Illinois at Urbana-Champaign.

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Joshua Miranda

Marketing Specialist

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.

Donna Krache

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.

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