“Now we can take a look at not only the hiring process but also the retention process that is going to be more fruitful for us in the future.”
Companies that have been trying to make an operational shift for a long time are now literally being forced to change overnight. This affects their approach to managing talent as much as anything else. Even though furloughs are unwelcome, they are helping companies see where they can substitute technology for labor and where they remain dependent on human talent.
In this conversation, Sarah offers her point of view to Supply Chain Now Co-hosts Greg White and Scott Luton about:
Amanda Luton (00:00:05):
It’s time for supply chain. Now broadcasting live from the supply chain capital of the country, Atlanta, Georgia, heard around the world. Supply chain now 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. Hey, good afternoon, Scott looting here with you on supply chain. Now welcome back to the show.
Scott Luton (00:00:33):
On today’s episode, we’re continuing a collaborative series entitled soup, a supply chain, super trends. I couldn’t wait to get to the super trends part of that. On this series, we’ve been diving into some of the biggest trends and developments that are impacting global supply chain. Of course in partnership with Sarah Barnes Humphrey with let’s talk supply chain. This is episode three of four and it’s all about talent, so stay tuned as we look to increase your supply chain leadership IQ. Quick programming note before we get started here today, if you enjoy today’s conversation, of course, be sure to find us and subscribe wherever you get your podcasts from. One to welcome in my esteemed fearless co-hosts on today’s show, Greg white, serial supply chain, tech entrepreneur and trusted advisor. Greg, how are you doing?
Greg White (00:01:20):
I’m doing great, Scott. I can’t, can’t claim to be completely fearless, but I really appreciate that.
Scott Luton (00:01:28):
All right, I’ve got to update my, uh, my adjectives because maybe it will work and one day I will in fact be fearless. I liked that ride forever. Right. Well, you know, we really enjoyed this series and we’ve gotten good feedback from the marketplace. Uh, you know, while we’ve agreed on a lot of stuff we’ve disagreed just enough hopefully to make it interesting, uh, but always a genuine conversation with our featured guests here today. Sarah Barnes, Humphrey, founder of let’s talk supply chain and ships and of course the pride of Toronto, Canada. How you doing Sarah?
Sarah Barnes Humphrey (00:02:04):
I’m doing well, thanks guys. Thanks for having me back on. I am so excited to jump into super trend number three. Um, I know we just finished our mid season live and hopefully we had some folks on there that were, you know, that been tracking the series and, and have been joining us for that because it’s been a lot of fun.
Scott Luton (00:02:26):
It has. Um, and you know, talent as all three of us know has been a topic for years, uh, really challenging topic in the last few years. And then you throw in a pandemic, uh, environment and um, and some concerns as companies move into the new normal and some of what that is going to create. I think we’re, we, we’ve got an interesting and hopefully helpful conversation teed up with you and Greg and myself. So for starters, I set the table a little bit so as all know and aware of and our listeners surely are aware of and are, are fighting through it as well, global pandemic in mind, everyone is challenged in one way, shape or form with Cobra 19. So Sarah, first off, what are one or two general supply chain observations that you believe or most relevant? Right? This
Sarah Barnes Humphrey (00:03:18):
the second. Yeah, I’ve had, I know about, I know you guys have been having some, some pretty great conversations. I’ve been having some pretty great conversations with other supply chains too. And there’s been, there’s been a couple of things that have come up. One most recently I was doing, I have an upcoming episode with McGregor partners and we were talking about the warehouse environment. So, and there’s a lot of contact that goes into the warehouse environment, right? The trucker, um, the truck driver shows up to pick up the goods. They come into the warehouse, there’s a lot of paperwork exchanged, the, the truck gets loaded, uh, et cetera, et cetera, et cetera. So we were talking about how to minimize the contact in the warehouse and that’s purely come up strategically from the pandemic right before this. We never really thought about it. And they’ve come up with some, some technologies to output the paperwork and gather electronic signatures, which I thought was pretty cool. Um, but it also brings up another concept of how we’re really just going to have to take a look at every single part of the supply chain and figure out where those touch points are and how we can change those into technology.
Scott Luton (00:04:27):
Great point. Yeah. And a lot of companies are, are finding different ways to, to play, uh, in that improvement space. Um, Greg, what else sticks out to you as we’re setting the table here? What’s one or two general supply chain observations of kind of where things are that folks need to know about?
Speaker 4 (00:04:46):
Um, well, two things jumped out at me from what Sarah said. One is paper and two is how much we think about words or at least I am thinking about words like touch points more than I ever have before. And the literal nature of those touch points. And just a couple of points there. But, um, you know, one thing that jumps out to me is how many companies are, have gone into recovery mode that are also doubling down on, uh, preparing for the aftermath or new normal or next normal or whatever we want to call it. Um, you know, there are so many companies that are taking advantage of this time to improve their technology systems to undertake or advance their digital transformation. And I’ll define digital transformation as taking what was manual manual spreadsheets or on paper and, and um, and doing that with technology. Uh, in fact, I was reading an article last night about, um, buy get app, which is an app evaluation marketplace. And what they said is 46% of SMBs are deferring or cutting tech spending small to medium businesses.
Speaker 4 (00:06:11):
But most of that is deferring. So, um, at the same time, 32% of them said all of this social, uh, seismic societal disruption will have no impact on their plans. And only 18% of small medium businesses will reduce their spin. Now get this. PWC did a like a price Waterhouse Coopers right, did a like a analysis and they said 25% of enterprises intend to reduce spend. So, and you both know that I’m a big advocate of taking advantage of this time and I’ve said this repeatedly, I’m going to keep saying this cause I know everyone doesn’t listen to every single episode for Jonathan Townsley and Devin riddle. Oh and Steve evening. Um, so except for you three, um, I want to say this again. If you built your house on sand and you survive this catastrophe, do not be foolish enough to build it on sand. Again, it is manual processes, paper and spreadsheets. Build it on stone. Use this time to, to convert to technology and position yourself to preempt and respond rapidly when the next disruption comes around.
Scott Luton (00:07:34):
There is an old church him that, that Sage advice reminds me of. And Malcolm’s going to have to track it down because I cannot put my, my mind on it just yet. But you got to have solid foundation gotta have a solid foundation, especially during, uh, the upheaval of these uncertain times here. Um, so I want to, I want to piggyback on some of what share, uh, Sarah has said some of what Greg has said and um, and Greg, I love your data points. I pride myself on my data points, but today is going to be an outlier for me cause it’s going to be a lot more subjective gathering of, of anecdotes as I was preparing for today’s talent conversation. So three quick things. First off, and when I look at the current environment, uh, we’ve heard from a lot of folks of how complex it is of managing the workforce, especially with physical distancing of essential plants.
Scott Luton (00:08:28):
Um, and, and the challenge that is, uh, checking in on your remote workers without making them feel like you’re micromanaging. Right? Yeah. And as I’ve heard one HR leader put it and HR dive, which I stumbled across in the recent weeks, don’t hoard information. I love that. Right. Um, so that’s point number one. Point two, I checked in with Lynette Matthews and Jessica Clayton who were at talent stream, uh, earlier today, leading recruiting firm for supply chain talent. They tell me that it seems like supply chain leaders are already sharing concern about how to tackle the bump in talent, uh, talent demand. Once we break into that new normal that we all know is going to be different. Uh, the aftermath has, Gartner is referring to it. Uh, as also, uh, from the folks in the talent trenches. They’re expecting to see a lot more demand in a couple of key areas, data analysis, as you might imagine, and also quality and safety.
Scott Luton (00:09:25):
So think about product handling and in a variety of sectors, two touch points that you both are speaking to food production in particular and food delivery. Um, and then finally, but more on the uplifting side. And Greg and I have chatted about this with a variety of recent guests. They undoubtedly will be innovation that’s born out of the pandemic and it’ll make a future natural disasters. Um, it’ll allow the industry global supply chain and this should be able to mitigate those and manage those better. You know, we’ve seen general motors, granddaddy Mims distillery, all points in between jumping into fight and and figuring out how to pivot to find new ways of making new products or offer new services or doing things I’ve never done. And I got to tell you some of that is undoubtedly I found a stick and create new opportunities for these companies and others in the new normal.
Sarah Barnes Humphrey (00:10:21):
Well, and I think I just want to jump in here because you guys have touched on a few of the questions that I wanted to bring to the table today and I’m sure we’re going to get to in the conversation, but one of them is the reshuffling of talent. How companies are going to take the workers back in the aftermarket map, what will they look for and what is their hiring strategy, which I know we’re going to be talking about also, will we lose positions to tech implementation? I know you’re talking about people driving forward on their tech strategies, so what is that going to look like? And are they going to continue to work leaner, right? Because they’re, they’re looking at the gaps that are happening right now. They’ve, they’ve furloughed or let go of employees. They can see where they absolutely need the talent and where they don’t potentially need the talent. And so it comes up with a lot of different questions of what that’s gonna look like.
Speaker 4 (00:11:18):
Great. I’m making notes here. I want to come back to that. Um, yeah, I think that’s, that’s an interesting observation and we’ll, we will talk about that and that’ll be interesting to see. Um, you know, what companies strategies are.
Scott Luton (00:11:37):
All right, so we are shifting over to talk. What do you say? And let’s do talk about talent.
Speaker 4 (00:11:51):
Um, you know, the changes were already occurring even before COBIT 19, and as you sort of alluded to, by the way, and tried to give me a great segue for Sarah and I recognize that now I’m here, but I was taking notes, I promise. Um, but you know, the, the marketplace was, uh, shifting, right? And one of the things that we haven’t talked about in all of this since coven 19 is how the marketplace had shifted to where there was a talent gap. We’ve talked about this some months ago, but we haven’t in a while. The talent gap in trades, welders and forklift drivers and truck drivers and various and sundry other roles that are skilled trades, right? Mike Rowe, the dirty jobs guy, he talks about that all the time and has a very specific initiative called profoundly disconnected where he talks about, um, how disconnected education and whatnot is to that. So you, aside from all of the other things that is sort of looming, was looming over the workforce even before all this happened. So let’s talk about what, what you were alluding to Sarah with, um, how companies, uh, are perceiving this and how they’re approaching this. I’ve sat in on a few board meetings and we’ve had some talks about these kinds of things. I mean, let’s talk about what you’re seeing in this area around assessing personnel, getting people back and, and how the workforce might shift on the, on the back side of this.
Sarah Barnes Humphrey (00:13:30):
Well, and I think you bring up a really good point before we get into that is, you know, we’ve seen a shortage of talent on the warehouse and distribution side as e-commerce has grown. So it’ll be interesting to see where that balances out and what gaps are going to need to be filled from that standpoint. But I think the bigger picture here is how are we going to change our hiring processes? And you know, that’s something that we really wanted to talk about today. And prior to Cobra 19 you know, I had a lot of great discussions with companies who have already kind of done it and they’re approaching talent from a holistic perspective. So not only taking a look at them in the role that they currently have, but they’re taking a look at what they are good at and what they enjoy doing from a personal perspective as well as a professional.
Sarah Barnes Humphrey (00:14:24):
The perspective. Yeah. And how can we utilize those talents and really make the most out of a position for somebody rather than the other way around. How can the company make the most out of the talent? Um, you know, and I think that it’s really, really important as we move into the aftermath of [inaudible], we start taking a look at the talent that’s out there, the reshuffling of what’s happening right now, whether you’re going to taking, you know, talent back, whether you’re going to be looking to hire new ones. What positions do you have currently that are serving you, that are not serving you? How can you create more innovative positions, um, for the different types of team members that you have already in your roster? And again, taking a look at them holistically. And I know I was talking to, I had Tiro on my show last year talking about this.
Sarah Barnes Humphrey (00:15:20):
And I know you guys have a really good example with vector, which I think we’re going to get to, but I think we really need to change our thinking around what that looks like and how can we really, you know, um, make it an environment that everybody wants to be in and they’re able to do not only their job but their own. They’re able to do what they like to do personally and professionally. And Sentara gave me a great, uh, example of that when I spoke to them last year. And that was I think one of their, um, team members was a chef or really, really liked to cook. And so not only did they, um, you know, work with them in his current position and what he was doing and he really enjoyed what he was doing at centuro, but he made them a big part of what they were doing as a culture in their outside activities. Right. So if they were doing a barbecue for the, for the company or they were doing a barbecue for the customers, they were including him on that and that really brings the team members together.
Speaker 4 (00:16:28):
That’s a great, I mean, that’s a really great approach. Um, you know, I think we’ve all worked with, um, companies that ha have an exceptional hiring evaluation, onboarding, um, and, and, uh, career path, um, methodology. And they’re always the most successful companies. You have to be very intentional. Look, when you think about a company as an investor, you don’t invest necessarily in the company, you invest in the team. Every investor will tell you the first thing they evaluate when they evaluate an investment is the team. And, um, you know, the companies that are intentional about that are usually the most successful. So that, that’s great to hear that Centura was doing that. You know, we work with and share space with, um, in Riki Alvarez at vector global logistics, very similar company. But I have coined a give forward company. Some companies give back, some give forward.
Speaker 4 (00:17:34):
They give first. Um, you know, their purpose is to be able to give to the less fortunate in the world. And they do. So by doing, by running a profitable, profitable business that enables them to do that. But that also flows over into their, uh, how they manage their people and how they select their people and how they purpose their people. You know, um, Enrica talks about a results oriented culture and that can seem really cliche, but in, in their case, they, you know, you decide whether you work in the office or whether you work at home or when you do either of those things and as long as you are progressing, of course you’re free to do, you’re free to do it however you want. And they have chosen the right people with the right capability to be able to do that. And they, yeah, it, and they’ve ingrained this purpose first culture.
Speaker 4 (00:18:32):
You know, you talked about purpose, right? They’ve ingrained this purpose for first culture in every single person in the organization. And that it is sort of a litmus test for the kind of people that can do exactly what he’s challenging them to do. Because there’s a lot of obligation that goes along with that. A results oriented culture means you don’t get the results, you don’t remain in the culture. So there’s obligation as well as freedom in that. And they’ve done, they’ve got a great staff of people that understand and thrive in that kind of environment.
Speaker 4 (00:19:10):
So anyway, I mean there are lots of, you know, there are lots of other approaches that companies are taking. Uh, vector is one of my personal favorites. Um, I can tell you this, I sit in quite a few board meetings and I’m on advisory boards and things like that and I’ve heard some, some encouraging and some, um, concerning things in these board meetings. Actually. Um, the first board meeting I was in right after this all went down, was really encouraging. Um, that company all shall remain nameless, but that company, um, is really approaching this from an attrition standpoint. They had a couple people who were, um, you know, who are wanting to work less than a couple, one, one person who wanted to retire and, and things like that. And they have, they have figured that into their plan and accelerated that to do good for those people and also for the business so that, um, so that they don’t, they haven’t even planned so much as salary cuts, much less cutting any personnel.
Speaker 4 (00:20:20):
On the other hand, I have one company, um, who had to cut almost 20% of their staff. And the discussions we’ve been having with that company is, is this an opportunity to upskill? And I think you were alluding to that earlier, Sarah, is if we’re sort of shuffling staff with furloughs and layoffs, do we hire fewer back? Do we take this opportunity upskill to get, um, because now they’re ingesting the state’s 22 million? I believe people unemployed, um, you know, do we take this opportunity to get, to try and get the best of the best from what is now a much, much more rich talent pool than where we were just two, just a month. And a half ago, two weeks ago. Right.
Sarah Barnes Humphrey (00:21:11):
Yeah. And I think those are really great questions and obviously things that, you know, organizations and companies are definitely taking a look at right now and depending on the strategy and how they move forward, I mean we’ve got a lot of time to, well maybe not a lot of time, but we’ve got this opportunity here to really figure out what that looks like and nurture a culture that we want in the future. Before it was kind of status quo for a lot of companies because we didn’t have the time to shift gears, we didn’t have time to take a look at it. Did we really need to take a look at it? But now we can take a look at not only the hiring process but also the retention process that is going to be more fruitful for us in the future.
Speaker 4 (00:22:02):
Yes. Sorry, again, taking notes because you alluded to automation, but I want to have Scott kind of sound off here first and then let’s come back to, um, to that as well. So Scott, what are you seeing out there? I mean, look, Scott, you’re the talent guy, right? You come out of this industry and I’m really interested in what your most knowledgeable perspective is. I’m the three of us.
Scott Luton (00:22:28):
Yeah. Well, um, so this is kind of going back to the bigger picture here. You know, uh, the logistics, staffing industries. What brought me to Atlanta 15 years or so ago, and you know, the last four years, by and large has been spent on more of the professional side of the talent space, especially in supply chain manufacturing, engineering. So it’s been a, it’s been a really interesting journey, but know, I think more and more what’s almost inarguable is our professional lives is the intermingling and the intertwining of our professional and our personal lives in this digital world, which is, is a, is a really neat thing in many regards because the savviest of companies and the more success the most successful of companies are figuring out ways to support their team members, not just from a professional standpoint, but also more importantly, arguably from personal standpoint.
Scott Luton (00:23:25):
And, and so a couple of things to consider. So executive chairman of Starbucks, everybody knows Howard Schultz once was quoted as saying, quote, hiring people is an art, not a science. That’s going to make a lot of people mad. But I believe that still hiring people is an art, not a science. And resumes cannot tell you whether someone will fit into a company’s culture. Exactly. I’ve read that one again, please. Hey, we’re going to get into this, but that is the biggest, the problem with the hiring process. I’m with you. I’m with you. So when I think of assessing personal skills, a big part of that to me at least is assessing values, motivation, short and longterm goals. And really hiring managers have to determine one big thing above all else are, is the candidate a cultural fit? But let me, let me speak out both sides of the mouth for a moment because it is really important.
Scott Luton (00:24:23):
Uh, with all that said, I’ve seen some very intelligent HR leaders share important thoughts around how critical it is to approach the culture fit, test appropriately. No. Cause if you don’t, it can lead to bias and lack of diversity. And, and of course you’re going to stop a growth and bottom line success by having a team that all come from the same walk of life. Right? We all look alike. You’re gonna, you’re gonna, you’re gonna not do, you’re not capitalized on the art of the possible. No doubt. So, you know, when I think about that cultural fit test, you know, we’ve got to take a measured approach that really is all about mapping that out and specifying very objectively the skillsets and characteristics which are and are not cultural fits and then allowing that to play the right. Uh, yes. Mmm. The right extent in the hiring process.
Scott Luton (00:25:19):
Right? Cause it’s, you know, Sarah, as we were coming on here today for this podcast, you used the word holistic. Well, I personally believe that there, that one of the most important aspects of successful talent management is taking a holistic approach. And that means to me not let one, unless it’s a, um, an integrity issue or some of the, you know, non-negotiables. No keeping context and perspective. But anyway, those are some initial thoughts when I hear about how important it is and how more and more companies are assessing both the personal and professional side of the coin.
Scott Luton (00:26:00):
Awesome. I think those are really, really great examples and I’m a huge proponent of holistic strategies. You know, taking a look at a person and even the company from a really entire viewpoint of who they are as a person and how they want to grow and who they want to be. Great point. Absolutely. And, and um, you know, because and that’s where the art of it comes in. Right? I’ll be the first to tell ya and I’m not sure if we’re all kindred spirits around this. We’ve certainly had folks from the talent analytics the world. No, come on and share some really neat innovative ways of, of helping organizations optimize how they assess,
Speaker 4 (00:26:43):
you know, the professional side, no skillsets. And I believe
Speaker 4 (00:26:46):
there a place for that, especially in 2020. It’s not 1980. However, Sarah, back to your point and [inaudible] back to what we were saying just five, 10 minutes ago, that’s, that is not, um, the analytics is it doesn’t have to be North work, arguably should it be, you know, the prime rib of the meal, you know, it, it should be one of the things that’s weighted appropriately for that role and for that organization and industry and for the type of candidate [inaudible] the team is looking to bring on. Okay. [inaudible] so framing it up accurately and holistically and a big part of being successful when it comes to talent strategies and talent acquisition strategies, I believe in 20, 20 and beyond. Well, you have to, you have to consider everything. That’s, that’s what holistic means, right? So I think data has its place. Uh, I think a sound and thorough process has its place and, and assessing, um, culture fit has its place.
Speaker 4 (00:27:55):
We’re going to talk in just a few minutes about what companies, how companies need to, or how companies are trapped in old fashioned ways. Yes. But I can tell you in every company that I’ve ever run, aye. I was the last person that, that every single, and I mean every single person we hired talk to because my job was, um, I’m terrible frankly at evaluating talent. If, if I was to interview anyone, I would give them the job because I just genuinely liked people and I always see that thing in somebody that I feel like we can utilize. So, so I, but my job at, at the companies because I led them was, was to assess the culture fit. If they got to me, I knew that they were the person that we wanted to select from a skill standpoint, from a, um, you know, goodness of fit based on the data, based on the interviews, based on the, um, the goals and roles and all of those things in their, whatever their department was going to be. But my, I was the last line of defense for the culture and my job was to communicate that and assess their fit at that point and that kind of structure. Look, hiring is the most important thing that you do. Yeah. All. Alright, so really some process around that. Yep. So you just foreshadowed where we’re going next, which is inevitably there are so many organizations out there that are acting with, we picked on 1980 a few minutes ago. Uh, we’ll pick pickle maybe 1987 or 1988 cause there’s companies that still operate their talent management
Scott Luton (00:29:41):
strategies and, and uh, approaches as if
Scott Luton (00:29:45):
we’re not in 2020 and certainly not as if we’re in 2030. So let’s, let’s dive into that a little bit. Um, and then I guess let me lead off with a couple of things I’ve observed observed and Sarah and Greg, I definitely want to get y’all to chime in as well. So, Mmm, I got to tell you, this is going to sound crazy, but for starters, companies are putting a lot of companies, a lot of old fashioned companies are putting way too much emphasis on one piece of the equation, which is the resume. And if, if you start, I’m not sure what the latest and greatest number is, but you know, recruiters and hiring managers spend like, what, 12 seconds on every resume, they’re going to certainly miss you. We’re human, we’re going to miss things. Yeah, that’s gotta be just one piece. It’s important to have a good resume and a solid resume to put your best foot forward, but it’s a mistake where organizations start and stop based on that resume.
Scott Luton (00:30:42):
Hey, that fits right into our hymns. And I’m going to circle back on that too. Um, some research on that point. Yes, that’s right. We’re going to get to that, Sarah. You’re right. And there’s a lot of kindred spirits here. I think relying on the same channels that that organizations did, you know, back in 1995 or 2005 or, or frankly even 2015 or relying on just one or two channels instead of okay. Exploring and having dozens of different, if not hundreds of different ways that you can find candidates and have them find you. Uh, and I’m sure both of y’all are going to also have a Holly Lou moment here, but making the candidate wait and blaming it on the process, zero communication and updates to candidates, especially if it’s a candidate that you really want on the team, it’s unacceptable. They had them go weeks, uh, without being, you know, informed where things stand.
Scott Luton (00:31:43):
That’s bad processes Greg spoke to earlier. [inaudible] absolutely. And then one final thing here. Uh, and, and, and, and then Greg, I think we’re gonna get you to weigh in and Sarah. But, um, so a couple of years ago I saw a specific case around negotiation and I think some, this is more arguable, but I believe that old fashioned candid, old fashioned approaches and organizations view negotiation in negative terms. Uh, there was a company a couple of years ago that rescinded an offer to a candidate. Um, that was, this came, that was fairly new to the industry. I think he’d only been in industry for a couple of years. So really this is the first offer he had gotten, other than, you know, the offer he got out of college. So after he got the initial offer from this company, which will, shall also remain nameless, the candidate found out that he was going to have to buy out his apartment lease
Speaker 5 (00:32:40):
to be able to take the job in, in a different market. Right. And this isn’t, this wasn’t an hour or two down the road. This was, you know, several States away. So he brought that back and informed the company that there was going to be, there was a new roughly a thousand dollars, uh, expense in order to take the job. Well, if I couldn’t believe that the company rescinded the offer, Oh. And the candidate was, was taking an open communication, just transparent. Um, you know, it was, it was offered to be verified, the whole shebang and the company. Okay. Who, who wanted this team, one of this candidate on their team just okay. 15 minutes prior they were sending the offer and refuse to reconsider or revisit any conversations. That to me is not only shortsighted, Mmm. Talent acquisition, a behavior, but it is a old fashioned, a mindset where the employer or the hiring, the organization has all the power.
Speaker 5 (00:33:44):
And that is not the case. It sounds to me like they didn’t do their due diligence and enough time. Mm. Thank goodness for that candidate that he did not, he or she did not take that job. That’s right. Yeah. That would have to be one of the worst companies on the planet to work for. That wouldn’t do that. I mean, well also on that note, well I, I agree with you. Um, that’s, that’s just, that is old fashioned behavior. So Greg, you weigh in and then Sarah, I know you’re chomping at the bit. What else do you think of when you think of old fashioned practices? What else sticks out? Greg, my take is very short on this, which you’ll both be amazed to know. Um, and very tactical job descriptions that are too technical that don’t sell the why and the core values of the company and don’t speak.
Speaker 5 (00:34:36):
So the purpose of the role that is so important to candidates today, and when companies, um, have a job description that doesn’t say, here’s what we’re about, here’s what working here is like, here’s what this experience is and why you will love it here. What we’re doing as a higher purpose. Oh, and by the way, here’s the role that you’ll play. Um, I w I may have been a little ahead of my time on this because my accounting and HR leader is like, Oh my gosh, that’s more, that’s an advertisement. Nice. And yeah, isn’t that what we’re doing? But, but the truth is I wanted people to know what blue Ridge was about. When you come to work at blue Ridge, this is what it’s like. This is what we’re about. All right? This is the spirit of the entity. You screw it. You prescreen people, um, who are, look, you know, who, who understand or decide that they don’t like your particular culture or,
Sarah Barnes Humphrey (00:35:38):
and when you have these really technical, um, job descriptions, I just, I can’t even get through them anymore. Right? What’s the point of knowing the job if you don’t know what the company’s going to be like. Great point Sarah. Okay. Bring the thunder. I know you’re chomping at the bit. Tell us. Well, first of all, I think, I think we might’ve shown the audience some hidden talents of mine when I said when I sang hallelujah. But anyway, before, so now you now and your next lip sync battle, it needs to be live singing. So maybe you know, supply chain now trivia should turn it into karaoke night. I don’t know. I’m just saying. Anyways, I’m back to Greg’s point about um, storytelling. We need to storytell to attract talent. We need to put ads out there to be able to tell them who we are and what we do and who we’re looking for so that even before they go to apply, they know that it’s a company that they want to work for.
Sarah Barnes Humphrey (00:36:39):
And I spoke about this on a, an episode of the leaders in supply chain podcast with redo a couple of weeks ago. It was myself and Eric Johnson and we talked about the importance of storytelling to attract talent. And not only to attract talent, but also to retain that talent as well. And so it’s really important that companies really get behind this notion, especially now as we’re doing this reshuffling, there’s a lot of opportunity here and not only for the organizations, there’s opportunities for the team members within those organizations to watch how their companies are reacting in crisis. What are they bringing to the table? How have they positioned themselves? How are they speaking to you? How are they changing some of the processes that they have in place? I know of somebody who has said that if, if one of their team members go to the hospital, they’re going to be laid off like that is not okay.
Sarah Barnes Humphrey (00:37:37):
Right. And so how is your company, um, performing in a crisis and what does that look like? And are they the right company for you? Because there’s gotta be a fit on both sides and the company needs to be taking a look at it. They need to be taking responsibility and putting together that storytelling of how they can attract talent, what that’s going to look like for them in the future. What’s their hiring process? How can we change it? What are the gaps? How does it work right now? I mean, we’re going to talk about this in a minute, but if you’re just taking a resume and your HR team is doing that and then passing it along to, to the person in charge of actually hiring that person. I’ve heard there’s a lot of lag there and we’ll get to that in a minute. But the important point here is that, you know, companies need to do their due diligence when they get a resume. I think they need to spend more time and I’m challenged. I really do challenge the HR community and maybe they’re already working on this and if they are
Speaker 5 (00:38:35):
kudos to them, they challenged them to find more productive ways, um, to be able to pass along to their HR individuals of hiring, of the hiring process, changing that process, changing the mentality, really digging deep and taking a look at what we’re doing and how we can change that. Great play. If I can just weigh in real quick, my call, a former manager of mine, a mentor of mine, um, that is, has been in the, uh, industrial staffing space, manufacturing supply chain for many years. Uh, if, if you heard him say anything, you’d hear him say, Hey, it’s not about how you act and lead when times are good. Right? Right. It’s more what the measure of a man or woman or a business leader is when times are really tough, whether those decisions and actions look like, and I gotta tell ya, you’re seeing that in the marketplace right now without, without naming any names or companies you’re seeing brands and companies and organizations do things they don’t have to do to take care of their employees and the markets and, and other victims of this, of this pandemic. And then you’re seeing organizations and business leaders, so called business leaders going in the opposite direction and being way, um, opportunistic in a negative way and doing things to cut corners and, and not offering safety nets and do some other things that just are less than, um, less than, than savvy or less than savory. Um, so that’s really important. That’s some one things I’m looking at day in and day out as we work our way through the pandemic environment. Yeah. And not making your team members feel valued.
Speaker 5 (00:40:22):
Right. I think that that’s a key key point here. When you, when you go through a crisis like this and you see how your company is working through that, and if they’re not feeling valued, then they’re not going to help you get through this crisis. Right. Wow. Yep. And so it doesn’t work on either side. They’ll then they’ll remember the loyalty or the lack thereof. Absolutely. So, you know, I know we’ve given a couple of examples of, of bad approaches here, and I kind of alluded to this before because I think that there’s a huge gap between HR and business leaders looking for talent. And so I want to talk about that, right. Because I think, you know, you said gone are the days of resume. I mean, are they really gone? Not really because we’re still doing that. Um, but we have to revisit that process. I mean everything on that piece of paper, depending on what they put on that piece of paper really I don’t think is, is an indicator of who they are and what they do. My opinion on that is LinkedIn and doing some due spending some
Sarah Barnes Humphrey (00:41:34):
more time on each person that is applying to the position. Whether that is, you know, I’m not an HR professional, so whether that is conducive to what they do on a daily basis, I have no idea. But we need to be able to vet better. And I think also, you know, um, talent that is applying for these jobs also need to put themselves out there. And LinkedIn is a really great place, you know, um, they want to, they shouldn’t be able to take a look at your LinkedIn profile. They can see your resume on, on your LinkedIn profile, but they all should also should see your participation. And that’s really going to tell a company and an HR professional who you are, what you’re all about, how you interact with people. You know, all of that really says a lot about a person. And I’m just not sure that we’re going to get that from a piece of paper and a resume that sent in. And then as on top of that, um, I’ve heard some horror stories where, you know, the HR professional is vetting the candidates and they’re coming up with a short list and they’re passing it to the business leader and it’s nothing like what they’re looking for to fill the position.
Scott Luton (00:42:45):
Right. Well, and you know, uh, we’ve touched on job description a couple of times here, but raise your hand if you like writing job descriptions. No, no, no one does, right? No, but it’s so, you know, that basic function and call it, call it a job description or call it a, uh, we’re seeing some organizations kind of do a quick video, uh, of showing what, what they’re looking for, right. Which can lead to a job description, whatever it is. Being able to effectively communicate what type of talent you’re hiring for is so critical in today’s market. Right?
Sarah Barnes Humphrey (00:43:28):
Yeah. But I wonder too, if there’s a gap between the business theater and HR, because the business leader is living it every day. They know exactly, and maybe it comes down to communication and articulation of, of what exactly that they need and what exactly it’s going to be for. And maybe there’s a job description for the HR professional to understand it a little bit better. And maybe there’s a job district description that goes out into the public. I don’t, I don’t know what that answer is.
Scott Luton (00:43:58):
Well, there’s undoubtedly, to your point, uh, we, we’re both well aware of the gap that exists between those two parties you’ve just identified, right? The business leader that, um, will either directly or indirectly supervise or this person will report up through their organization, typically with directly, indirectly, and then the hiring leader and, and that team or, or a recruiter or you name it, that is actively out there talking to candidates based on their understanding of what, uh, what the need is. And Sarah, as you’ve alluded
Speaker 5 (00:44:32):
to Holy cow, that the disconnect between those two parties amongst others, but those two key parties, um, can oftentimes be pretty big. Right. And, and where I see it play out or has seen it play out is Mmm. You’re the opposite job description, the interview process. Think of all that feedback. It goes back and forth. Well, if you’re not operating, if you’re not aligned around the need, clearly your interpretation of, of the interviews, phone calls or otherwise video interviews, you name it, they’re going to be, they’re going to be skewed. Mmm. And so what’s, what’s the, so what here? Well, [inaudible] if you, if you don’t see a problem, then enjoy your communication gap between these two parties, which yeah, I would say and arguably will lead to bad hires or new hires or longing, a longer hiring cycles and certainly more turnover. And if you like dealing with all of that, Hey, live on your Island, you know?
Speaker 5 (00:45:37):
Yeah. Well, and I think there’s a point here too. I mean, um, I had a company on the show last year as well talking about workforce engagement software and apps and different things like that. I mean, I think we also need to take a harder look at the tech from a retention standpoint, especially in supply chain when we’re looking at warehousing and distribution staff that may or may not be on email. Um, you know, looking to take over, um, shifts, right? And being able to do that less manually as well. I think there’s a lot here that we need to take a look at that’s just going to make everything more efficient for everybody. I mean, what do we want to pay people to do? That’s a great point. Greg, what do you, what are you hearing in between some of the things that Sarah and I are talking about as it relates to some of the gaps that exists? What’s your take, you know, a sense that
Speaker 4 (00:46:29):
these problems are very, very different based on the type or size of particularly the size of company that you have.
Speaker 5 (00:46:37):
Um, I’m going to use my favorite
Speaker 4 (00:46:39):
term and say and remind everybody that I’ve been in exclusively in small to medium businesses for over two decades. Um, and not one day more.
Speaker 5 (00:46:51):
Speaker 4 (00:46:55):
had great and collaborative relationships with my HR folks and felt completely in sync. But I guess when I, at the same time when I say that, um, they really let the line managers take the fore on hiring and provided support and collaboration and, you know, screening. But you know, I think that, I think the problem is very different if you’re Georgia Pacific or your GM, um, or, or, or whatever. Right. Versus if you’re, um, blue Ridge or vector or Centrino Centura, sorry. Um, and, and, um, you know, you just have to be very, very conscious of that. I’m a little bit, uh, concerned about people leaning too much on automation and AI. At the same time. If you train the AI the right way, then it can accomplish in 12 seconds, in less than 12 seconds. What a human being never could in, in a minute.
Sarah Barnes Humphrey (00:48:03):
Speaker 4 (00:48:05):
um, you know, there, there are some possibilities to use data and use automation the right way. Right. And probably be more rather than less inclusive of those
Sarah Barnes Humphrey (00:48:17):
Scott Luton (00:48:18):
Mm. Good point. There’s absolutely, I think three of us would agree there is not only a place today, a very valuable place for technology and AI to play a role in, in the talent and the in the, in talent acquisition side, but that will probably grow more and more. But I think it’s really important as that, as the role of technology plays that we still maintain a healthy, uh, and diverse way that we look at how we evaluate talent. And again, going back to holistically. Right. Mmm. I think it’s such an important thing to keep, uh, between the ears here. All right. Sarah, any before we start to wrap up here, I know we’ve got some cool things that we want to finish up on. Anything that you want to, Mmm. Double down on in terms of this, this gap that we’ve been, that we have identified between these two general parties within organizations.
Sarah Barnes Humphrey (00:49:14):
Um, yeah, I mean I have a bit of a takeaway. I was in, in response to this episode, I was doing some research and an HBR article came up building a game changing talent strategy that I thought really resonated. And there was a few things that they spoke about. You know, having a clear picture of your talent, roadblocks in the tech space is the first step in transforming your human resources success. And I thought that that was really, um, particularly important, whether you’re in the tech space, whether you’re in the supply chain space. Listen, there are roadblocks and I think we need, it’s about time we’d be mindful of it and it’s a about time that we, you know, kick those down and figure out what that looks like so that everybody can win in the future. And then the last thing that they said was the best talent policies respond to changing conditions on the ground and to cultural differences across the globe. And I think that that’s super important right now as we’re going through the pandemic and what we’re looking to do and not only from a company’s perspective, but also from the talent perspective as well.
Scott Luton (00:50:21):
Yep. Great point. Great point. Um, all right, so I’ve gotten a little, uh, I want to wrap up before, uh, I got a couple of questions for the two of you. So get ready for the lightning round. Uh, Greg real quick. The him, Malcolm got back to me as you mentioned, and it is, my hope is built on nothing less. And that’s a reframe. That is, it was ingrained in my brain back when I was a kid growing up in Aiken, South Carolina. All other ground is sinking sand. All other ground is sinking sand. And when you were talking about foundational, the front end, I could see, I could see Ray barber, my music minister, my beloved music, music minister growing up, uh, leading our congregation sing that song. So good stuff there. And one heck of research, Bob, Malcolm, Malcolm, Holy cow. The parable of the house built on stone versus sand is Matthew seven, three 24. So, you know, regardless of your, of your, uh, spiritual experience or however you feel led, um, those parables, I’m from all of the religious books, but that one in particular has always stuck with me. So you know, there can consider it whatever you want. Considered a historical or a teaching journal. Right? Man, those are such valuable lessons. Sarah, did you think you’re going to church today?
Sarah Barnes Humphrey (00:51:45):
Well, you know, I did pipe in with that Harlan [inaudible].
Scott Luton (00:51:53):
You know, regardless, we all have our different ways that we seek comfort and serenity and, and faith and you name it and you know, uh, different strokes for different folks. But I really appreciate everybody’s approach on this conversation here and, and it’s needed more than ever as we get to these, these uncertain times. So we’re going to finish up with the lightning round here. Uh, I’m gonna, I’m gonna two questions for both of you and then we’ll get you to weigh in on very succinctly reader’s digest version. A yes, that reader’s digest still exists. Good, accurate information is in demand right now and in high demand right now. So, Sarah, starting with you, what are your go to sources? Give me a one or two sources that you know, you look at if not daily, weekly, and there’s always great insights there.
Sarah Barnes Humphrey (00:52:43):
Well, obviously I listened to you guys, but I also have a guide that is coming out. I don’t know what this episode is coming up, but we already have it out. Lisa Fenton put a new ebook together for us and she’s all about negotiation and it’s called your return to work negotiation masters guide. And they can find that over at let’s talk supply chain.com under our eBooks negotiations. And so I would highly recommend that one
Scott Luton (00:53:11):
love that. And negotiation is uh, that was something folks were trying to find out more about in the months prior, certain years prior to the pandemic and that will the art and the negotiation will be really relevant in months to come.
Speaker 5 (00:53:26):
Absolutely. Alright, so let’s, uh, Greg, your take, what’s your, uh, give us your secret sauce, your, your go to resource for information. Mmm, my go to source is either direct to Reuters if I want news information. Um, and then Google news because I, I tend to triangulate every single story knowing that every, uh, I find Reuters to be the least biased among the news, um, groups. What I’ve realized is that when, by the way, magazines or newspapers, they buy stories from Reuters and then they retitled them. Oh by the way. And so, so that as a good source is great. And then I’ll triangulate it with two or three other, uh, entities, man in supply chain. I got to tell you, supply chain dive, those industry dive publications are great quality. Those are knowledgeable writers. You stole one of mine, Emma Cosper over there in particular, but spot Shane Dobbs, a great, a great resource supply chain digest, which has recently updated its look and feel is a good one.
Speaker 5 (00:54:41):
Fast company is a little different. Mmm. But really represents a forward looking view. And I’ve found some great insights there. And then really the GoTo that I look at every day is a wall street journal logistics report. And you know, we all have our favorites. Uh, but Jennifer Smith, uh, not only for supply chain, but business in general. If you want to follow someone that always gives you an insightful take and no nonsense and, and, and the important stuff that should be on your radar. Uh, Jennifer Smith has a wonderful job, but just used one of her articles this morning for the buzz. And you can check her out on Twitter too at Jen Smith. WSJ to make it easy. Mmm. Okay. Second question. This is in the not so lightning round. Uh, let’s, what’s one, what’s one story under the ground? That’s right. Rolling thunder round.
Speaker 5 (00:55:35):
What is one story, Sarah, that our listeners we really need to be paying attention to right now? Inspiring. Yeah. I think that we, you know, based on talent, I think we need to do our due diligence on reshuffling of talent and what that looks like from a holistic perspective. Take a look at your talent strategy and change it now. Hmm. Love that. We could just about wrap on that. Greg, what’s, what’s one thing focusing to be watching for? I think as consumers we all need to be concerned about, uh, what Amazon is doing. Um, particularly as regards there sellers. Um, you know, the wall street journal, you’re your favorite. Um, the wall street journal just reported that they are in fact what I think
Scott Luton (00:56:23):
all of us suspected them of doing, which is copying the items and private labeling, uh, the best items on, on their platform and undercutting prices of brands. And we’ve seen a flow of brands, the big brands, Nike and several others away from Amazon. But I think we’re going to continue to see that. And I think we’ve got to decide, we’ve got to vote with our wallets and decide whether as consumers we want to, we want to continue to condone and urge and enable that activity. And, and as it needs to be, uh, it isn’t perhaps paramount there and not that moving to a second episode is the integrity issue. Right? Uh, cause cause there’s been one message being communicated to Congress and other bodies and then we see the investigative reporting come out with the wall street journal. So there’s a lot more to that story.
Scott Luton (00:57:18):
But I could have swore about a year and a half ago, Greg white told me how this was going to play out. So your crystal ball, once again, always accurate. So, um, but definitely a story to be tracking. Yeah. Um, I, I gotta tell I, and we’re, each of us are tackling this from different angles, which is good. Okay. As someone, okay, as we were talking this morning, Greg, we try to separate the noise from true signals. And I think one of the dangerous things right now is all the, a wide variety of smart people that disagree on where we are, at least in this country with COBIT 19. And that, you know, we’re not gonna settle that here, but, um, just to see the meatpacking, uh, the meat plants struggle and more operations go down and, and some of the analysts weigh in with some of the words you’re choosing to use, which, um, gets more and more stark.
Scott Luton (00:58:20):
I think consumers need to be tracking that and the consumers need to really kick the tires on, are we over the hump yet? Especially based on where they live, you know, cause every, every part of the country certainly has, has different elements in and every part of the world has different elements in their fight against this. Yeah. The coronavirus. So it’s really important. So do your homework and, and be mindful of what challenges still exist, um, when it comes to Mmm, you know, the stores and the supply chain and all the people that it takes to keep things on the shelves and, and then allow you to, to buy things essential as another other and other things out in your local community. So really keep it, watch that meat packing plant, you know, between the meat, um, beef, pork, chicken, uh, some of those plants are, are, are cycling up and down and, and I’m really curious to see, Mmm, yeah. Is this a blip on the radar
Speaker 5 (00:59:22):
or are we going to have some, um, some challenges two or three weeks ahead in terms of no selection at the grocery store. Hopefully that makes sense. Sarah and Greg.
Speaker 4 (00:59:33):
Yeah, it makes perfect sense. I totally get it.
Speaker 5 (00:59:36):
Yeah. I just saw it on the news that said that the food supply chain is breaking down as per Tyson foods. I’m not sure if you know, it really needs to go that far because that, that really, um, it’s going to really not help anybody. Not in supply chain, not panic. Um, and I think that there’s ways around it and things that we could be doing. And I just hope that the right people in the right places are having those discussions.
Speaker 4 (01:00:03):
Good point. Excellent point, Sarah. Because I think, look, when we’re only talking about politics, it’s one thing to be, uh, to have inflammatory and, and the hard part, hyperbolic language. But when we’re talking about people who are concerned about their actual livelihood, it’s [inaudible] Mmm. It’s start, it’s a stark realization for me, but the people are being hyperbolic and particularly news sources are being hyperbolic. And we talked about that this year, this morning. And I think at the highest level, one must always recognize that as much as other people and organizations and your government and whoever cares about you, no one understands your situation and understands what’s in your best interest except you. And you must always keep that in mind.
Speaker 5 (01:00:55):
Yeah. We’ve been going out. Don’t go out
Speaker 4 (01:00:58):
right. If you are comfortable, um, good on ya and know, hope, be with you. So,
Speaker 5 (01:01:07):
and do your homework. Don’t, uh, you know, I think that the lesson here is, is not be a a warrant. Um, don’t just stick to one source for getting your news and, and, and spin on things. I think, you know, look at, look at it. Okay. Lots of folks opinion, especially lots of credible folks. Penn yet Sarah, I think that, um, undoubtedly there are some members of the media globally that are choosing certain words so that okay, some folks are tuned in or click here, click there and, and you know, there, there’s some irresponsibility going on there, but um, anyway, uh, we, we’ll see. We’ll, we’ll keep our finger on the pulse, uh, in the weeks ahead. And Sarah, a pleasure to have you back on for episode three of four. So how can Sarah Barnes Humphrey, let’s talk supply chain and uh, and ships. How can our listeners get in touch with you? Well, I love LinkedIn, so follow us on, let’s talk supply chain LinkedIn page. Connect with me, Sarah Barnes. I’m free on LinkedIn. We’ve also got a ship’s page on LinkedIn as well. We’re all over Twitter. I’m be victorious on Twitter and Instagram. Check out our website, let’s talk supply chain.com or ships.com that’s ships with a Zed or Z.
Speaker 5 (01:02:24):
Just to make that clear. And I would love to connect with everybody and see everybody on social outstanding. Uh, Sarah Barnes, Humphrey, founder of let’s talk supply chain and ships with a Z, the pride of Toronto, Canada. Sarah, always a pleasure to have you back. Thanks for having me on. I can’t wait for number four. I mean guys, if you got number three was good, just wait until we get the super trend. Number four, Greg. Great, great conversation. Uh, always a pleasure. Um, what, uh, I wanna I wanna put you on the spot one last time before we sign off here. One clear cut, key takeaway, 20 seconds or less,
Speaker 4 (01:03:11):
the tables have turned in in um, hiring and human capital and, and the game has changed whether we recognize what it’s changed to or not. It has definitely changed. So everyone, candidates and companies alike need to be flexible and open as, as we come back into a hiring phase and be ready for anything.
Speaker 5 (01:03:37):
Be ready for anything. Absolutely. On that note. Lastly, of course, be sure to check out a wide variety of industry thought leadership at supply chain now, radio.com hopefully you’ve enjoyed this conversation as much as we have. You can find us and subscribe wherever you get your podcasts from on behalf of the entire team. Certainly this group here, the whole extended team, Scott Luton, wishing a successful week ahead. Please stay safe, brighter days. Undoubtedly lie ahead and we’ll see you next time here on supply chain.
Sarah Barnes-Humphrey is a logistician turned supply chain marketer, passionate about bringing stories to life in an industry that has traditionally been about stats and numbers. As the host of the popular Let’s Talk Supply Chain Podcast (LTSC) blog and YouTube Channel called “TheSC, Supply ChainTV”, Barnes-Humphrey helps tell the stories and bring awareness to brands and hot topics in the industry, which includes her infamous Women in Supply Chain series. Recently named Top 100 most influential women leaders in Supply Chain (global) and Top 100 most influential Women in Canadian Supply Chain, Barnes-Humphrey has spent the past 20 years in logistics and supply chain learning everything she can and recently ventured off on her own to grow the LTSC brand where you can learn from real people talking about real supply chain topics. Barnes-Humphrey is also the co-founder and CEO of Shipz Inc., a new technology platform encompassing all of her experience and knowledge in supply chain bringing innovative, collaborative ideas together on her own platform for the supply chain industry.
Host, Supply Chain Now en Espanol
Demo Perez started his career in 1997 in the industry by chance when a relative asked him for help for two just weeks putting together an operation for FedEx Express at the Colon Free Zone, an area where he was never been but accepted the challenge. Worked in all roles possible from a truck driver to currier to a sales representative, helped the brand introduction, market share growth and recognition in the Colon Free Zone, at the end of 1999 had the chance to meet and have a chat with Fred Smith ( FedEx CEO), joined another company in 2018 who took over the FedEx operations as Operations and sales manager, in 2004 accepted the challenge from his company to leave the FedEx operations and business to take over the operation and business of DHL Express, his major competitor and rival so couldn’t say no, by changing completely its operation model in the Free Zone. In 2005 started his first entrepreneurial journey by quitting his job and joining two friends to start a Freight Forwarding company. After 8 months was recruited back by his company LSP with the General Manager role with the challenge of growing the company and make it fully capable warehousing 3PL. By 2009 joined CSCMP and WERC and started his journey of learning and growing his international network and high-level learning. In 2012 for the first time joined a local association ( the Panama Maritime Chamber) and worked in the country’s first Logistics Strategy plan, joined and lead other associations ending as president of the Panama Logistics Council in 2017. By finishing his professional mission at LSP with a company that was 8 times the size it was when accepted the role as GM with so many jobs generated and several young professionals coached, having great financial results, took the decision to move forward and start his own business from scratch by the end of 2019. with a friend and colleague co-founded IPL Group a company that started as a boutique 3PL and now is gearing up for the post-Covid era by moving to the big leagues.
Sales Support Intern
Alex is pursuing a Marketing degree and a Certificate in Legal Studies at the University of Georgia. As a dual citizen of both the US and UK; Alex has studied abroad at University College London and is passionate about travel and international business. Through her coursework at the Terry College of Business, Alex has gained valuable skills in digital marketing, analytics, and professional selling. She joined Supply Chain Now as a Sales Support Intern where she assists the team by prospecting and qualifying new business partners.
Joshua is a student from Institute of Technology and Higher Education of Monterrey Campus Guadalajara in Communication and Digital Media. His experience ranges from Plug and Play México, DearDoc, and Nissan México creating unique social media marketing campaigns and graphics design. Joshua helps to amplify the voice of supply chain here at Supply Chain Now by assisting in graphic design, content creation, asset logistics, and more. In his free time he likes to read and write short stories as well as watch movies and television series.
Director of Communications and Executive Producer
Donna Krache is a former CNN executive producer who has won several awards in journalism and communication, including three Peabodys. She has 30 years’ experience in broadcast and digital journalism. She led the first production team at CNN to convert its show to a digital platform. She has authored many articles for CNN and other media outlets. She taught digital journalism at Georgia State University and Arizona State University. Krache holds a bachelor’s degree in government from the College of William and Mary and a master’s degree in curriculum and instruction from the University of New Orleans. She is a serious sports fan who loves the Braves. She is president of the Dave Krache Foundation. Named in honor of her late husband, this non-profit pays fees for kids who want to play sports but whose parents are facing economic challenges.
Vicki has a long history of rising to challenges and keeping things up and running. First, she supported her family’s multi-million dollar business as controller for 12 years, beginning at the age of 17. Then, she worked as an office manager and controller for a wholesale food broker. But her biggest feat? Serving as the chief executive officer of her household, while her entrepreneur husband travelled the world extensively. She fed, nurtured, chaperoned, and chauffeured three daughters all while running a newsletter publishing business and remaining active in her community as a Stephen’s Minister, Sunday school teacher, school volunteer, licensed realtor and POA Board president (a title she holds to this day). A force to be reckoned with in the office, you might think twice before you meet Vicki on the tennis court! When she’s not keeping the books balanced at Supply Chain Now or playing tennis matches, you can find Vicki spending time with her husband Greg, her 4 fur babies, gardening, cleaning (yes, she loves to clean!) and learning new things.
Ben Harris is the Director of Supply Chain Ecosystem Expansion for the Metro Atlanta Chamber. Ben comes to the Metro Atlanta Chamber after serving as Senior Manager, Market Development for Manhattan Associates. There, Ben was responsible for developing Manhattan’s sales pipeline and overall Americas supply chain marketing strategy. Ben oversaw market positioning, messaging and campaign execution to build awareness and drive new pipeline growth. Prior to joining Manhattan, Ben spent four years with the Georgia Department of Economic Development’s Center of Innovation for Logistics where he played a key role in establishing the Center as a go-to industry resource for information, support, partnership building, and investment development. Additionally, he became a key SME for all logistics and supply chain-focused projects. Ben began his career at Page International, Inc. where he drove continuous improvement in complex global supply chain operations for a wide variety of businesses and Fortune 500 companies. An APICS Certified Supply Chain Professional (CSCP), Ben holds an Executive Master’s degree in Business Administration (EMBA) and bachelor’s degree in International Business (BBA) from the Terry College at the University of Georgia.
Host, The Freight Insider
Prior to joining TeamOne Logistics, Page Siplon served as the Executive Director of the Georgia Center of Innovation for Logistics, the State’s leading consulting resource for fueling logistics industry growth and global competitiveness. For over a decade, he directly assisted hundreds of companies to overcome challenges and capitalize on opportunities related to the movement of freight. During this time, Siplon was also appointed to concurrently serve the State of Georgia as Director of the larger Centers of Innovation Program, in which he provided executive leadership and vision for all six strategic industry-focused Centers. As a frequently requested keynote speaker, Siplon is called upon to address a range of audiences on unique aspects of technology, workforce, and logistics. This often includes topics of global and domestic logistics trends, supply chain visibility, collaboration, and strategic planning. He has also been quoted as an industry expert in publications such as Forbes, Journal of Commerce, Fortune, NPR, Wall Street Journal, Reuters, American Express, DC Velocity, Area Development Magazine, Site Selection Magazine, Inbound Logistics, Modern Material Handling, and is frequently a live special guest on SiriusXM’s Road Dog Radio Show. Siplon is an active industry participant, recognized by DC Velocity Magazine as a “2012 Logistics Rainmaker” which annually identifies the top-ten logistics professionals in the Nation; and named a “Pro to Know” by Supply & Demand Executive Magazine in 2014. Siplon was also selected by Georgia Trend Magazine as one of the “Top 100 Most Influential Georgians” for 2013, 2014, and 2015. He also serves various industry leadership roles at both the State and Federal level. Governor Nathan Deal nominated Siplon to represent Georgia on a National Supply Chain Competitiveness Advisory Committee, where he was appointed to a two-year term by the U.S. Secretary of Commerce and was then appointed to serve as its vice-chairman. At the State level, he was selected by then-Governor Sonny Perdue to serve as lead consultant on the Commission for New Georgia’s Freight and Logistics Task Force. In this effort, Siplon led a Private Sector Advisory Committee with invited executives from a range of private sector stakeholders including UPS, Coca-Cola, The Home Depot, Delta Airlines, Georgia Pacific, CSX, and Norfolk Southern. Siplon honorably served a combined 12 years in the United States Marine Corps and the United States Air Force. During this time, he led the integration of encryption techniques and deployed cryptographic devices for tactically secure voice and data platforms in critical ground-to-air communication systems. This service included support for all branches of the Department of Defense, multiple federal security agencies, and aiding NASA with multiple Space Shuttle launches. Originally from New York, Siplon received both a bachelor’s and master’s degree in electrical and computer engineering with a focus on digital signal processing from the Georgia Institute of Technology. He earned an associate’s degree in advanced electronic systems from the Air Force College and completed multiple military leadership academies in both the Marines and Air Force. Siplon currently lives in Cumming, Georgia (north of Atlanta), with his wife Jan, and two children Thomas (19) and Lily (15).
Host, Logistics with Purpose
Kristi Porter is VP of Sales and Marketing at Vector Global Logistics, a company that is changing the world through supply chain. In her role, she oversees all marketing efforts and supports the sales team in doing what they do best. In addition to this role, she is the Chief Do-Gooder at Signify, which assists nonprofits and social impact companies through copywriting and marketing strategy consulting. She has almost 20 years of professional experience, and loves every opportunity to help people do more good.
Host, Supply Chain Now en Espanol
Sofia Rivas Herrera is a Mexican Industrial Engineer from Tecnologico de Monterrey class 2019. Upon graduation, she earned a scholarship to study MIT’s Graduate Certificate in Logistics and Supply Chain Management and graduated as one of the Top 3 performers of her class in 2020. She also has a multicultural background due to her international academic experiences at Singapore Management University and Kühne Logistics University in Hamburg. Sofia self-identifies as a Supply Chain enthusiast & ambassador sharing her passion for the field in her daily life.
Sales and Marketing Coordinator
Katherine is a marketing professional and MBA candidate who strives to unite her love of people with a passion for positive experiences. Having a diverse background, which includes nonprofit work with digital marketing and start-ups, she serves as a leader who helps people live their most creative lives by cultivating community, order, collaboration, and respect. With equal parts creativity and analytics, she brings a unique skill set which fosters refining, problem solving, and connecting organizations with their true vision. In her free time, you can usually find her looking for her cup of coffee, playing with her puppy Charlie, and dreaming of her next road trip.
Host, Supply Chain Now
The founder of Logistics Executive Group, Kim Winter delivers 40 years of executive leadership experience spanning Executive Search & Recruitment, Leadership Development, Executive Coaching, Corporate Advisory, Motivational Speaking, Trade Facilitation and across the Supply Chain, Logistics, 3PL, E-commerce, Life Science, Cold Chain, FMCG, Retail, Maritime, Defence, Aviation, Resources, and Industrial sectors. Operating from the company’s global offices, he is a regular contributor of thought leadership to industry and media, is a professional Master of Ceremonies, and is frequently invited to chair international events.
He is a Board member of over a dozen companies throughout APAC, India, and the Middle East, a New Zealand citizen, he holds formal resident status in Australia and the UAE, and is the Australia & New Zealand representative for the UAE Government-owned Jebel Ali Free Zone (JAFZA), the Middle East’s largest Economic Free Zone.
A triathlete and ex-professional rugby player, Kim is a qualified (IECL Sydney) executive coach and the Founder / Chairman of the successful not for profit humanitarian organization, Oasis Africa (www. oasisafrica.org.au), which has provided freedom from poverty through education to over 8000 mainly orphaned children in East Africa’s slums. Kim holds an MBA and BA from Massey & Victoria Universities (NZ).
Host, Logistics with Purpose
Adrian Purtill serves as Business Development Manager at Vector Global Logistics, where he consults with importers and exporters in various industries to match their specific shipping requirements with the most effective supply chain solutions. Vector Global Logistics is an asset-free, multi-modal logistics company that provides exceptional sea freight, air freight, truck, rail, general logistic services and consulting for our clients. Our highly trained and professional team is committed to providing creative and effective solutions, always exceeding our customer’s expectations and fostering long-term relationships. With more than 20+ years of experience in both strategy consulting and logistics, Vector Global Logistics is your best choice to proactively minimize costs while having an exceptional service level.
Host, Logistics with Purpose
Kevin Brown is the Director of Business Development for Vector Global Logistics. He has a dedicated interest in Major Account Management, Enterprise Sales, and Corporate Leadership. He offers 25 years of exceptional experience and superior performance in the sales of Logistics, Supply Chain, and Transportation Management. Kevin is a dynamic, high-impact, sales executive and corporate leader who has consistently exceeded corporate goals. He effectively coordinates multiple resources to solution sell large complex opportunities while focusing on corporate level contacts across the enterprise. His specialties include targeting and securing key accounts by analyzing customer’s current business processes and developing solutions to meet their corporate goals. Connect with Kevin on LinkedIn.
Host, Logistics with Purpose
Jose Manuel Irarrazaval es parte del equipo de Vector Global Logistics Chile. José Manuel es un gerente experimentado con experiencia en finanzas corporativas, fusiones y adquisiciones, financiamiento y reestructuración, inversión directa y financiera, tanto en Chile como en el exterior. José Manuel tiene su MBA de la Universidad de Pennsylvania- The Wharton School. Conéctese con Jose Manuel en LinkedIn.
Host, Logistics with Purpose
Nick Roemer has had a very diverse and extensive career within design and sales over the last 15 years stretching from China, Dubai, Germany, Holland, UK, and the USA. In the last 5 years, Nick has developed a hawk's eye for sustainable tech and the human-centric marketing and sales procedures that come with it. With his far-reaching and strong network within the logistics industry, Nick has been able to open new avenues and routes to market within major industries in the USA and the UAE. Nick lives by the ethos, “Give more than you take." His professional mission is to make the logistics industry leaner, cleaner and greener.
Host, Logistics with Purpose
Allison Krache Giddens has been with Win-Tech, a veteran-owned small business and aerospace precision machine shop, for 15 years, recently buying the company from her mentor and Win-Tech’s Founder, Dennis Winslow. She and her business partner, John Hudson now serve as Co-Presidents, leading the 33-year old company through the pandemic.
She holds undergraduate degrees in psychology and criminal justice from the University of Georgia, a Masters in Conflict Management from Kennesaw State University, a Masters in Manufacturing from Georgia Institute of Technology, and a Certificate of Finance from the University of Georgia. She also holds certificates in Google Analytics, event planning, and Cybersecurity Risk Management from Harvard online. Allison founded the Georgia Chapter of Women in Manufacturing and currently serves as Treasurer. She serves on the Chattahoochee Technical College Foundation Board as its Secretary, the liveSAFE Resources Board of Directors as Resource Development Co-Chair, and on the Leadership Cobb Alumni Association Board as Membership Chair and is also a member of Cobb Executive Women. She is on the Board for the Cobb Chamber of Commerce’s Northwest Area Councils. Allison runs The Dave Krache Foundation, a non-profit that helps pay sports fees for local kids in need.
Host of Dial P for Procurement
Billy Taylor is a Proven Business Excellence Practitioner and Leadership Guru with over 25 years leading operations for a Fortune 500 company, Goodyear. He is also the CEO of LinkedXL (Excellence), a Business Operating Systems Architecting Firm dedicated to implementing sustainable operating systems that drive sustainable results. Taylor’s achievements in the industry have made him a Next Generational Lean pacesetter with significant contributions.
An American business executive, Taylor has made a name for himself as an innovative and energetic industry professional with an indispensable passion for his craft of operational excellence. His journey started many years ago and has worked with renowned corporations such as The Goodyear Tire & Rubber Co. (GT) leading multi-site operations. With over 3 decades of service leading North America operations, he is experienced in a deeply rooted process driven approach in customer service, process integrity for sustainability.
A disciple of continuous improvement, Taylor’s love for people inspires commitment to helping others achieve their full potential. He is a dynamic speaker and hosts "The Winning Link," a popular podcast centered on business and leadership excellence with the #1 rated Supply Chain Now Network. As a leadership guru, Taylor has earned several invitations to universities, international conferences, global publications, and the U.S. Army to demonstrate how to achieve and sustain effective results through cultural acceptance and employee ownership. Leveraging the wisdom of his business acumen, strong influence as a speaker and podcaster Taylor is set to release "The Winning Link" book under McGraw Hill publishing in 2022. The book is a how-to manual to help readers understand the management of business interactions while teaching them how to Deine, Align, and Execute Winning in Business.
A servant leader, Taylor, was named by The National Diversity Council as one of the Top 100 Diversity Officers in the country in 2021. He features among Oklahoma's Most Admired CEOs and maintains key leadership roles with the Executive Advisory Board for The Shingo Institute "The Nobel Prize of Operations" and The Association of Manufacturing Excellence (AME); two world-leading organizations for operational excellence, business development, and cultural learning. He is also an Independent Director for the M-D Building Products Board, a proud American manufacturer of quality products since 1920.
Lori is currently completing a degree in marketing with an emphasis in digital marketing at the University of Georgia. When she’s not supporting the marketing efforts at Supply Chain Now, you can find her at music festivals – or working toward her dream goal of a fashion career. Lori is involved in many extracurricular activities and appreciates all the learning experiences UGA has brought her.
Social Media Manager
My name is Chantel King and I am the Social Media Specialist at Supply Chain Now. My job is to make sure our audience is engaged and educated on the abundant amount of information the supply chain industry has to offer.
Social Media and Communications has been my niche ever since I graduated from college at The Academy of Art University in San Francisco. No, I am not a West Coast girl. I was born and raised in New Jersey, but my travel experience goes way beyond the garden state. My true passion is in creating editorial and graphic content that influences others to be great in whatever industry they are in. I’ve done this by working with lifestyle, financial, and editorial companies by providing resources to enhance their businesses.
Another passion of mine is trying new things. Whether it’s food, an activity, or a sport. I would like to say that I am an adventurous Taurus that never shies away from a new quest or challenge.
Trisha is new to the supply chain industry – but not to podcasting. She’s an experienced podcast manager and virtual assistant who also happens to have 20 years of experience as an elementary school teacher. It’s safe to say, she’s passionate about helping people, and she lives out that passion every day with the Supply Chain Now team, contributing to scheduling and podcast production.
Business Development Manager
Clay is passionate about two things: supply chain and the marketing that goes into it. Recently graduated with a degree in marketing at the University of Georgia, Clay got his start as a journalism major and inaugural member of the Owl’s football team at Kennesaw State University – but quickly saw tremendous opportunity in the Terry College of Business. He’s already putting his education to great use at Supply Chain Now, assisting with everything from sales and brand strategy to media production. Clay has contributed to initiatives such as our leap into video production, the guest blog series, and boosting social media presence, and after nearly two years in Supply Chain Now’s Marketing Department, Clay now heads up partnership and sales initiatives with the help of the rest of the Supply Chain Now sales team.
Vice President, Production
Amanda is a production and marketing veteran and entrepreneur with over 20 years of experience across a variety of industries and organizations including Von Maur, Anthropologie, AmericasMart Atlanta, and Children’s Healthcare of Atlanta. Amanda currently manages, produces, and develops modern digital content for Supply Chain Now and their clients. Amanda has previously served as the VP of Information Systems and Webmaster on the Board of Directors for APICS Savannah, and founded and managed her own successful digital marketing firm, Magnolia Marketing Group. When she’s not leading the Supply Chain Now production team, you can find Amanda in the kitchen, reading, listening to podcasts, or enjoying time with family.
Constantine Limberakis is a thought leader in the area of procurement and supply management. He has over 20 years of international experience, playing strategic roles in a wide spectrum of organizations related to analyst advisory, consulting, product marketing, product development, and market research. Throughout his career, he's been passionate about engaging global business leaders and the broader analyst and technology community with strategic content, speaking engagements, podcasts, research, webinars, and industry articles.Constantine holds a BA in History from the University of Illinois at Urbana-Champaign, and an MBA in Finance & Marketing / Masters in Public & International Affairs from the University of Pittsburgh.
Host, Veteran Voices
Mary Kate Soliva is a veteran of the US Army and cofounder of the Guam Human Rights Initiative. She is currently in the Doctor of Criminal Justice program at Saint Leo University. She is passionate about combating human trafficking and has spent the last decade conducting training for military personnel and the local community.
Host of Dial P for Procurement
Kelly is the Owner and Managing Director of Buyers Meeting Point and MyPurchasingCenter. She has been in procurement since 2003, starting as a practitioner and then as the Associate Director of Consulting at Emptoris. She has covered procurement news, events, publications, solutions, trends, and relevant economics at Buyers Meeting Point since 2009. Kelly is also the General Manager at Art of Procurement and Business Survey Chair for the ISM-New York Report on Business. Kelly has her MBA from Babson College as well as an MS in Library and Information Science from Simmons College and she has co-authored three books: ‘Supply Market Intelligence for Procurement Professionals’, ‘Procurement at a Crossroads’, and ‘Finance Unleashed’.
Host of Logistics with Purpose and Supply Chain Now en Español
Enrique serves as Managing Director at Vector Global Logistics and believes we all have a personal responsibility to change the world. He is hard working, relationship minded and pro-active. Enrique trusts that the key to logistics is having a good and responsible team that truly partners with the clients and does whatever is necessary to see them succeed. He is a proud sponsor of Vector’s unique results-based work environment and before venturing into logistics he worked for the Boston Consulting Group (BCG). During his time at BCG, he worked in different industries such as Telecommunications, Energy, Industrial Goods, Building Materials, and Private Banking. His main focus was always on the operations, sales, and supply chain processes, with case focus on, logistics, growth strategy, and cost reduction. Prior to joining BCG, Enrique worked for Grupo Vitro, a Mexican glass manufacturer, for five years holding different positions from sales and logistics manager to supply chain project leader in charge of five warehouses in Colombia.
He has an MBA from The Wharton School of Business and a BS, in Mechanical Engineer from the Technologico de Monterrey in Mexico. Enrique’s passions are soccer and the ocean, and he also enjoys traveling, getting to know new people, and spending time with his wife and two kids, Emma and Enrique.
Host of Digital Transformers
Kevin L. Jackson is a globally recognized Thought Leader, Industry Influencer and Founder/Author of the award winning “Cloud Musings” blog. He has also been recognized as a “Top 5G Influencer” (Onalytica 2019, Radar 2020), a “Top 50 Global Digital Transformation Thought Leader” (Thinkers 360 2019) and provides strategic consulting and integrated social media services to AT&T, Intel, Broadcom, Ericsson and other leading companies. Mr. Jackson’s commercial experience includes Vice President J.P. Morgan Chase, Worldwide Sales Executive for IBM and SAIC (Engility) Director Cloud Solutions. He has served on teams that have supported digital transformation projects for the North Atlantic Treaty Organization (NATO) and the US Intelligence Community. Kevin’s formal education includes a MS Computer Engineering from Naval Postgraduate School; MA National Security & Strategic Studies from Naval War College; and a BS Aerospace Engineering from the United States Naval Academy. Internationally recognizable firms that have sponsored articles authored by him include Cisco, Microsoft, Citrix and IBM. Books include “Click to Transform” (Leaders Press, 2020), “Architecting Cloud Computing Solutions” (Packt, 2018), and “Practical Cloud Security: A Cross Industry View” (Taylor & Francis, 2016). He also delivers online training through Tulane University, O’Reilly Media, LinkedIn Learning, and Pluralsight. Mr. Jackson retired from the U.S. Navy in 1994, earning specialties in Space Systems Engineering, Carrier Onboard Delivery Logistics and carrier-based Airborne Early Warning and Control. While active, he also served with the National Reconnaissance Office, Operational Support Office, providing tactical support to Navy and Marine Corps forces worldwide.
Director of Sales
Tyler Ward serves as Supply Chain Now's Director of Sales. Born and raised in Mid-Atlantic, Tyler is a proud graduate of Shippensburg University where he earned his degree in Communications. After college, he made his way to the beautiful state of Oregon, where he now lives with his wife and daughter.
With over a decade of experience in sales, Tyler has a proven track record of exceeding targets and leading high-performing teams. He credits his success to his ability to communicate effectively with customers and team members alike, as well as his strategic thinking and problem-solving skills.
When he's not closing deals, you can find Tyler on the links or cheering on his favorite football and basketball teams. He also enjoys spending time with his family, playing pick-up basketball, and traveling back to Ocean City, Maryland, his favorite place!
Principal, Supply Chain Now
Host of Supply Chain is Boring
Talk about world-class: Chris is one of the few professionals in the world to hold CPIM-F, CLTD-F and CSCP-F designations from ASCM/APICS. He’s also the APICS coach – and our resident Supply Chain Doctor. When he’s not hosting programs with Supply Chain Now, he’s sharing supply chain knowledge on the APICS Coach Youtube channel or serving as a professional education instructor for the Georgia Tech Supply Chain & Logistic Institute’s Supply Chain Management (SCM) program and University of Tennessee-Chattanooga Center for Professional Education courses.
Chris earned a BS in Industrial Engineering from Bradley University, an MBA with emphasis in Industrial Psychology from the University of West Florida, and is a Doctoral in Supply Chain Management candidate.
Principal & CMO, Supply Chain Now
Host of Supply Chain Now and TECHquila Sunrise
When rapid-growth technology companies, venture capital and private equity firms are looking for advisory, they call Greg – a founder, board director, advisor and catalyst of disruptive B2B technology and supply chain. An insightful visionary, Greg guides founders, investors and leadership teams in creating breakthroughs to gain market exposure and momentum – increasing overall company esteem and valuation.
Greg is a founder himself, creating Blue Ridge Solutions, a Gartner Magic Quadrant Leader in cloud-native supply chain applications, and bringing to market Curo, a field service management solution. He has also held leadership roles with Servigistics (PTC) and E3 Corporation (JDA/Blue Yonder). As a principal and host at Supply Chain Now, Greg helps guide the company’s strategic direction, hosts industry leader discussions, community livestreams, and all in addition to executive producing and hosting his original YouTube channel and podcast, TEChquila Sunrise.
Founder, CEO, & Host
As the founder and CEO of Supply Chain Now, you might say Scott is the voice of supply chain – but he’s too much of a team player to ever claim such a title. One thing’s for sure: he’s a tried and true supply chain expert. With over 15 years of experience in the end-to-end supply chain, Scott’s insights have appeared in major publications including The Wall Street Journal, USA Today, and CNN. He has also been named a top industry influencer by Thinkers360, ISCEA and more.
From 2009-2011, Scott was president of APICS Atlanta, and he continues to lead initiatives that support both the local business community and global industry. A United States Air Force Veteran, Scott has also regularly led efforts to give back to his fellow veteran community since his departure from active duty in 2002.