Supply Chain Now Episode 471

“So right now 35% of the workforce is female. One of my concerns is really the greater issues of diversity and that we don’t have enough diverse thinking. And we’re clogged with old thinking. And a lot of that tends to be baby boomer, Caucasian males, and people that think they know the answer.  I think that we need new thinkers.  We need people that reflect the population and we need innovation. And I think that comes from diversity of thought, diversity of color, diversity of gender, diversity of age. And I think white males should be more embracing.”

-Lora Cecere, Founder, Supply Chain Insights

 

This week on the Supply Chain Buzz, Scott and Karin share and discuss the top news in Supply Chain and welcome featured guest, Lora Cecere, of Supply Chain Insights.

Intro (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.

Scott Luton (00:00:29):

Hey, good morning, Scott Luton, Kerryn bursa with you here on the buzz on supply chain. Now welcome to today’s live stream Kerryn. Good morning. How are you doing good, man. I’m doing great. Scott, a great weekend. I trust those sports real sports, not replaced. Oh, that is such a breath of fresh air. I know. And we’ll also here in Georgia where we’re based in the Metro Atlanta area. The weather was just gorgeous. What amazing, amazing. I could take months and months of that, whether I’m with you a and w we’ve got another pretty day here today, but today also on this show here, it’s all about the buzz, right? Where we take a collection of some of the top news stories that folks need to know about and kind of give them the news and give them a little bit of our take. And today Kerryn, we’ve got a very special guest.

Scott Luton (00:01:18):

Who’s going to join us here today. We are going to be chatting with Los to Siri, who is the founder of supply chain insights. And she’s got a wide wide background of supply chain from practitioner to working for a solution provider to being an industry analyst and now an industry influencer. So I think our audience will really enjoy getting to know Laura A. Little bit. Undoubtedly, I’ve already gotten several messages just since in the last couple hours that we have been promoting her appearance. Uh, folks are ready. They’re excited. So, uh, but we’re going to take the next couple of minutes and we’re going to talk about a couple of news stories that got our attention in particular. And then we’re going to be bringing Laura sincerely own about 1215. So are you ready current, uh, before we say hello to a few folks that are dialed in, want to offer a quick programming note. So if you enjoy today’s live stream, certainly check out our podcast, wherever you get your podcasts from today, Kerryn, we dropped the first episode of the tech talk, digital supply chain podcast, featuring none other than Korean bursa.

Scott Luton (00:02:28):

And I want to invite all of our listeners to tune in and also to chime in and let us know what they want to hear about in all things, digital supply chain. Absolutely. We want to hear from you as always. And our audience is not won’t let us down as we know. So, uh, look forward to them, offering their feedback on tech talk, look forward to getting seen how the episode, uh, resonates and, uh, and of course right here, here, now looking forward to audience, uh, participate in live stream. So let’s say hello to SIADH and Mann soar. Both are connected via LinkedIn. Great to have you here are June and Nanda also here with us, both connected via LinkedIn, uh, you Del Sayyid, uh, so Quander and Daria Patel, uh, welcome everybody. I think all LinkedIn is a popular platform for these lines.

Karin Bursa (00:03:20):

It is, it’s amazing. It’s really being, um, or becoming the platform for business connections. And I love the fact that they support these live streams and ability to connect with our audience as well. So good stuff

Scott Luton (00:03:32):

Agreed. Agreed. A few other quick shout outs before we dive into a couple of things here, PR AA, professor Mohib and the air capital of the world. Woodstock Kansas is here with this great heavy AA, Sophia, our resident supply chain, ambassador and analyst. Good morning, Sophia. Um, Tom, Tom B. So Tom just relocated to the upstate. Um, he’s a, he’s a veteran and he’s also a supply chain practitioner. So you’ll make sure you connect with Tom Brinegar in the comments there. Claudia Freed’s with us, John [inaudible], Larry Klein gossip. All our friends are here, correct,

Karin Bursa (00:04:11):

Man, let’s get started.

Scott Luton (00:04:13):

Let’s do it. So for starters, we’re going to, we’re going to tackle three things before we bring on the one and only Laura says, Siri, first thing we’re going to talk about was last week, last Friday was national manufacturing today. And you know, Korean as that episode that we published today speaks to you. And I both love the manufacturing sector. What are some of your favorite elements there?

Karin Bursa (00:04:34):

Oh man, it is so cool. I want to tell our audience that if they have not been in a manufacturing facility recently, as soon as they can. So post COVID, as soon as tours are available, you need to get back in there because it is, it’s just fun. It’s phenomenal. And it’ll get you excited about all things supply chain.

Scott Luton (00:04:54):

Absolutely. Well put, uh, you know, I’ve been very thankful, not only to have worked in the industry, both for a metal Stanford and for a small manufacturer in South Carolina, but also supporting industry for, for gosh, over 15 years now, I have been in and out of, of more than 300 facilities tours and whatnot. And it’s just the salt of the earth, the industry, the people, the commitment to getting the job done, the creativity of, of working around problems, you know, that are there and all those pop up. So some of the best people I’ve ever rubbed elbows with are in the manufacturing industry. So, uh, I echo what Kerryn says. If you hadn’t been in a plant, put that on your, uh, top of your, to do list. When we get back into whatever version of this, I’m gonna say it, new normal, that we’re, that we’re moving towards. Hey, real quick, before we move on, Keith Duckworth says, Hey, good afternoon. Here from the home of the celery capital of the world, Callum is new. I did not know that Keith, uh, thanks for, uh, for sharing

Karin Bursa (00:05:58):

That one more point on national manufacturing day. So it was Friday. It’s always going to be the first Friday of October, but the statistics are astounding. So over the next 10 years, there’s going to be 4.6 million jobs in the fracturing sector. Can you say that one more time? Lilian 4.6 and that’s for people with strong technology, backgrounds, engineering, backgrounds, process, product innovation, you name it, supply chain. Um, you know, if you’re interested, get your kids interested because this is a skilled profession and it’s very important that we continue to fuel it with the top talent.

Scott Luton (00:06:39):

Well put so much opportunity. We’ll put, Hey really quick to man sores question here via LinkedIn. Thanks for joining us, man sewer. Hey, checkout to your question. He wants to know about getting involved in supply chain, right? Getting a job in supply chain. What course should I pursue? I’m sure folks in our audience will share via comments, but also man, sor uh, check out last week’s buzz, where we spent about 30 minutes tackling that particular question and getting some of, uh, Greg White’s nods, uh, comments and experiences there. So check that out and we’ll tackle that subject again in upcoming lab streams. All right. And want to say hello to memory memory of course is based in Johannesburg, South Africa. She’s a great regular contributor here in last stream participants. So hope this finds you well memory. Alright, so Korean, uh, talking about manufacturing, let’s dive into our first, uh, story for today’s bus.

Scott Luton (00:07:36):

So let’s talk about lean. So this conversation we’ve heard about it for months, we’re going to hear about it for a lot more months. There’s a lot of educated, intelligent professionals kind of on both sides of this survey, but let’s tee it up a bit. So in this story from Matlin or over at supply chain, dive ton of hubbub about lean and whether or not the pandemic exposed link, thinking in some way, shape or form for our listeners that may be unfamiliar with lane. Um, it’s been a buzzword for perhaps 25, 30 years. Um, it’s at its core. It’s all about limiting, eliminating waste in all forms, right? In all forms. Um, inventory has been scrutinized here in the States for months as consumers and industry professionals, right? We’ve had that stark reality for the first time in decades, perhaps of empty shelves, right. Um, and that, that has driven a lot of discussion, right?

Scott Luton (00:08:32):

It’s, it’s a shock, certainly a shock to the system. Uh, this story centers on the 2021 third party logistics study, which was published last week, its findings. And it was published by CSC and P Infosys consulting, Penn state university, and Penske logistics. So we can’t dive into it, uh, fully here, but, but in a, in a nutshell, Korean 42% of survey respondents in the study agreed that supply chains were too lean during the pandemic 49% disagreed with that. Uh, Andrew Monica’s, uh, Nick Monica, sorry, associate professor of management at the university of Louisville was a key member of the study. And he was, he was interviewed quite a bit for this piece. He said, quote, when you went to Kroger and they’re added bleach and hand sanitizer, those were obviously too lean, right? The whole point of inventory is a buffer against demand shocks. So clearly they failed.

Scott Luton (00:09:26):

They’re in quote a current. I know you’re chomping at the bit. I’m gonna get just a second. Um, a couple, a couple additional thoughts here, the study sites, several ways to still incorporate link thinking with, uh, with flexibility, uh, that they site a couple to be able to effectively handle demand shocks one. You lock in contract manufacturing, partnerships to vendor managed inventory, which has been more and more popular here in recent years. And thirdly, technology for that V word, a lot more visibility or by is after more visibility, right. To limit, especially the bullwhip effect, which we’re seeing. I think just last week, we talked about how there’s a glut of meat now after months where you’re being limited in terms of what you could buy. But here, this is what I find. I think the whole discussion is fascinating. I think we’ll all get better by having the discussion, but I would just urge a bit of caution here, Kerryn, just, just my POV, uh, the man shocks on certain items that are going to happen every month, every year, for sure.

Scott Luton (00:10:30):

Um, what we saw and what Greg and I talk about all the time is all time historic shocks to the system levels of demand, especially in some of these products. Right? Of course, if I never say toilet paper again on a supply chain would be too soon. Uh, but you know, some of the things that they talk about, you know, hand sanitizer, other things, but I would view my, take it. We can’t overmedicate, there’s going to be, let’s take the lessons learned. And of course we’re constantly improving tweaking global supply chains, but let’s keep perspective here. This was all time. This is, this is something that may never happen again in terms of the shutdown we saw. Um, so don’t overmedicate is one of my responses I’ve got between my ears, but Korean, what would you, where does your head go when you hear this discussion?

Karin Bursa (00:11:18):

So, so first of all, Scott, I think it’s an important topic. I think we do need to continue to talk about this. Uh, the first thing I would say is it’s very interesting that 42% said, um, that we are too lean and then 49% not lean enough. And it all depends. So it depends on what industry you’re in. It depends on your business. Um, it depends on how many channels you have to go to market. So there are a lot of factors that come into play, but I want to make sure that our audience understands that lean is not just about cost cutting it’s about the ability to eliminate waste, but still respond to market triggers. So in order to do that, we’ve got to have that visibility, that B word that you mentioned. So lots and lots of opportunity there, um, to have better visibility up and down the supply chain with our suppliers, as well as what’s happening with our customers.

Scott Luton (00:12:12):

Well put, and I wanna, I wanna, uh, accentuate one point you made, you know, lean has gotten a bad rap, a bad rap, primarily by companies using that as an excuse for cost downs and layoffs and all that stuff. That’s not lean that really is not lean, at least not my definition of lean. So, um, I think it’s really important that we embrace lean thinking. And really we, we, we get outside of just an inventory discussion, but really look at waste up and down global supply chains in all forms. So we’re going to have to dedicate an episode I’d love to bring on. I’d love to steal a couple of folks from both sides and have a really enlightening discussion. So we’ll have to do that. Um, all right. So Kerryn, we’ve got one more story before we bring on, uh, we’re getting the, Hey, the audience is clamoring

Karin Bursa (00:12:58):

Laura.

Scott Luton (00:13:02):

I wouldn’t say it led to a few folks whose way great to see here, uh, tuned in, uh, via LinkedIn this morning, hope you and the business is doing well. Uh, Jim Weber is here. Uh, Philippe is also here with us this morning. Good morning. And, um, who was the Alex? Uh, [inaudible] was asking where lore is coming. I promise, promise, not false promises, Alex, so great to have you here via LinkedIn. And then finally, um, there’s a few, a few others that we’ll try to get to through the program, but, uh, David is with us here and he says he hates how LinkedIn doesn’t notify me of the life any more. We’re gonna have to fix that. I have to fix that. All right. So let’s tackle one more story before we bring on our, our star featured guests here today. So Kerryn, tell us what might surprise some in terms of demand for robots, automation, and then an industry.

Karin Bursa (00:13:54):

Yeah. So Scott, first of all, 2.7 million industrial robots in use today in use today. So this particular article tells us that demand has slowed, um, predominantly because of automotive and electronics sectors and Asian production. Um, and I fully expect that when the economy gets back on track, we’re going to see growth in this area as well. And of course you see some little robots here from our friends at gray orange. I know that you’ve spoken with, um, Jeff Cashman and team recently.

Scott Luton (00:14:30):

I had a great webinar last week. We’re publishing today, the recording and, um, lot of outstanding, innovative, uh, work being done in that space. For sure.

Karin Bursa (00:14:42):

Yeah, absolutely. So in, in the Western hemisphere, there’s about 300,000 industrial robots that are in operation today and us as the majority of that. So it’s interesting to see that combined with our needs still in manufacturing, national manufacturing day jobs projected. So we’re not losing jobs to these robots. We’re still going to have 4.6 million jobs that are going to be available in manufacturing in the next 10 years. So I think we embrace the technology and let it do what it does well, and then we look at enhancing our skills in other ways.

Scott Luton (00:15:19):

Excellent point. And as are our mutual friend, Anne Robinson PhD with connects has said in a recent podcast, Hey, it’s all about technology, empowering people, right? People still, they matter big time in supply chain. So that’s where a lot of the, the, the, some of the greatest opportunities for advancement are going to come so well said there Kerryn all. Alright, so we can’t keep the people waiting. I’m going to share a couple of comments that lean as we thought that lean discussions triggering some, some great comments here. I’m going to share a few, uh, let’s see here. So Claudia freed. Hello Claudia. Good morning. Two areas mentioned in the media today about changes in consumption patterns, Campbell soup and telemedicine. As we come out of the pandemic, well said, Claudia, certainly something to keep your finger on the pulse of, especially one of my favorite companies, Campbell soup company, um, memory States, the ripple effects of the relevance of lean cannot be underestimated, especially if we want to reduce waste and continue with quality and process improvements well said, memory always Philippe says, Hey, you got to keep in mind level of service, right? Everything, current comp echoes some of your points, how it, you know, lean and its application means so many different things in so many different functions of a business, but also the sectors of industry. So well said there, uh, Philippe Doris says one way to be lean and simultaneously handle uncertainty or sudden demand spikes is by placing strategic buffer stocks at various echelons of supply chain Corrine. I’ve been hearing,

Karin Bursa (00:16:56):

Talking to me for that. Again, we could have a home, maybe we will do a whole episode on just that multinational on inventory and the strategic positioning.

Scott Luton (00:17:07):

Absolutely great, great point there, Daria. And then finally from our dear friend, Sylvia joins us for these live streams. Really enjoyed her episode a few weeks back. Sylvia says, Hey, when done correctly, Elaine supply chain is an integral part of sustainable supply chain. Amen. High five completely echo that sentiment Sylvia. So well said as always. All right. So Corrine, are we ready to bring in our esteemed guests here today?

Karin Bursa (00:17:36):

Absolutely. Let’s hear what Laura has got to say.

Scott Luton (00:17:39):

Let’s do. So let’s welcome in Laura Seseri founder of supply chain insights. Hey, good morning, Laura. How are you doing? I’m great. And guys doing fantastic. We’re talking to supply chain on a Monday morning and it’s one of the best ways to drive through the a case of the Mondays. Right?

Lora Cecere (00:17:58):

I talk supply chain every day.

Scott Luton (00:18:02):

Love it, love it. Well, you know, I got to admit I’m a little bit starstruck. You know, I’ve been citing your thought leadership and studies and surveys and blogs for years now, in fact, uh, Kerryn, you and I, uh, have featured it in a lot of our work previous work together. So it is really rewarding to be able to rub elbows with you here virtually today and share your expertise with our audience.

Lora Cecere (00:18:25):

Okay. Let’s rub elbows. Let’s get going.

Scott Luton (00:18:28):

Alright. Alright. So for the three people in our audience that had is that you’re new to, let’s learn a little bit before we dive into work and supply chain more or less, learn a little bit more about you. So tell us about Laura Seseri.

Lora Cecere (00:18:42):

So I started in manufacturing and chemical engineer back when women weren’t in chemical engineering. So I was one of two women in my class and I was a co op student with Proctor and gamble. My first job was on standard deviation, the Pringles going into the can. And, um, you know, nothing’s better than sitting on the Salter at the Pringles plant in Jackson, Tennessee as a co op student. And then I worked for Proctor and gamble and research and development, and actually have some patents on poly glycerol, Ester technology, and take mics and started up some plants for Proctor and gamble, and then went to general foods and spent nine years bringing new products to market. And Philip Morris bought general foods and general foods merged with crafts. And I’m like, okay, I think I need to find another job. So I went to work for Clorox and, uh, worked on vendor managed inventory for Walmart.

Lora Cecere (00:19:37):

And back in those days, we thought vendor vantage inventory was going to be a big deal. But you know, today the average company has 33 VMI processes and none of them really work past order management. And then I built plants in factories for dryers, Grande, ice cream, before it got purchased by Nestle and brought great tasting products to the West coast. And then I went then worked for a software company Manugistics which now got bought by JDA and worked for Manny, just sticks for 10 years around. How did he do forecasting and planning better back when we thought planning was wanting to save the world. And then I became an analyst and first worked for Gardner and Gardner wasn’t as serious about supply chain as I wanted to be. So I went to AMR and AMR got sold to Gartner. So I’m like, okay, you’re an old gal, but I think you need to start your own business. So I’m followed by about 319,000 people on LinkedIn and I do research work. So I use the panel. I’m LinkedIn, thanks, everybody who fills out my surveys. And I give away the research and speak and write books and help people on, how do we crack the code of next generation supply chain, processes, and technologies. That’s probably a lot more than you wanted.

Scott Luton (00:20:55):

No, that’s, you know, uh, there’s so much there Corrine, we’re going to have to take a deeper dive with Laura. And I bet there some of the stories of being a trailblazer in chemical engineering a bit are so much there alone. Uh, and the here, here, Laura, you walk us through the different companies and different projects. I mean, we’re, we don’t have enough time with you, but I really appreciate you setting, uh, setting the table for the rest of our conversation. So Kerryn, where did we go from here?

Lora Cecere (00:21:21):

Well, so I just want to reiterate, so Laura has been in engineering, in manufacturing, so a practitioner up to her elbows in producing and driving efficiency. She’s been with a technology solution provider, actually two, I think in the mix and then an industry analyst. And now Laura recognized as an industry influencer. So 320,000 people are following you on LinkedIn. Wow. Ever think you would call yourself an influencer. No, I remember in 2005, I have a good friend by the name of Karen. Who’s a lot more savvy on technology than I am. And she says, Hey, Laura, you should get on LinkedIn. And I’m like, well, people want me, they know where to get me. Right. And I’m humbled and honored to have that following. And, um, I work hard at it. I answer any question I get and I try to post daily, you know, something about supply chain that is deep and content drives me crazy when I see all this Hollis stuff that isn’t very well grounded. There’s no question. You’re all about substance.

Scott Luton (00:22:32):

In fact, uh, just with your background, we’re getting a lot of comments coming in. Uh, just appreciating that alone. Hey Kerryn, before we move forward, I want to share a Sylvia’s comment here. She says she used to ship from the P and G plant cheese, Pringles to Japan. Number one, seller in Japan, 35 years ago. Lots of memories there. She said,

Lora Cecere (00:22:50):

Yeah, Pringles was a great product. We thought we were going to sell double. And it Pringles an interesting product because it had two markets. It had the young children that put them in their lunch box and then the older consumer, and I thought Procter and Gamble’s choice to grow the market with the young consumer to basically evolve trial over time was a fascinating story. Very interesting. So you’ve seen a lot of change, right? And you made the comment one of two women in a chemical engineering program, right? What’s the opportunity like today for women in supply chain career? So right now 35% of the workforce is female. One of my concerns is really the greater issues of diversity and that we don’t have enough diverse thinking. And we’re sort of, you know, clogged with old thinking. And a lot of that tends to be baby boomer, Caucasian males, and, um, people that think they know the answer.

Lora Cecere (00:23:59):

And, you know, I’m like, how can you think, you know, the answer when 96% of supply chains are stuffed people that say we have best practices and I’m like, how can you say we have best practices when we’re stuck? Right. If you look at the Cova, then I’m sorry, but the big issue on toilet paper, which we’re going to talk a little bit about toilet paper, getting to the shelf was the fact that we did not take the initiative to redesign the middle mile, right. We had 40% more volume going through the doors of warehouses of grocery. And we did not dis-intermediate that middle mile to go directly to the store. And why did we not do that? Why did we not take more initiative? Well, because we’re not syncing the shelf, right? The average time for shelf sensing is three weeks for a high volume product. And it can be a hundred days and we are not using channel data point of sale data and building outside and processes. So back to diversity, I think that we need new thinkers, right? We need people that reflect the population and we need innovation. And I think that comes from diversity of thought, diversity of color, diversity of gender, diversity of age. And I think white males should be more embracing. Hmm.

Scott Luton (00:25:15):

Hey, Corrine, if I could ask a quick follow up question to that, uh, Laura, we hear a lot about in this day and age of, um, um, yeah, right. How could I forget that AI and the, the, the programming and the thinking and the perspective that goes into those algorithms and, and how, you know, there are certain groups being stood up to make sure that all of that, uh, that coding and programming reflects to your point, a greater, uh, diversity of thought, any quick comments around that, especially as we are leveraging AI in, in every way, shape and form, and a lot more in the months ahead.

Lora Cecere (00:25:54):

Well, Scott, I just got off a call where they probably don’t like me very much because they were talking about AI, this and AI that may I faster. And I’m like, you are just putting yesterday’s processes on steroids and not really thinking about how do we move from functional silos that are inside out because efficient silos do not make effective supply chains and we need to be outside in. We need to, particularly now we need to sense what’s happening in the market and since market to market and do bi-directional orchestration. So what happens when we do that outside in definition, today’s processes are obsolete and today’s technologies are obsolete and we need to get on with, how do we use market sensing and AI. This depends upon what your AI in, right? So kind of a simple, um, question for you from that perspective, or you said something I think is very important and that is the outside in thinking.

Lora Cecere (00:26:59):

Can you elaborate on that for our audience? Well, outside and thinking is let’s look at all the market data that surrounds us and let’s think about how do we use that market data to translate and sense what’s happening in the market today? I think we went astray when we implemented forecasting as a time face snapshot of orders, orders have latency and a time phase forecast of orders is only partially useful, right? Demand is a river and demand starts with the market, moves through the entire value chain and where we choose to do time face snapshots, and how we translate that demand into source make and deliver should be very deliberate, really looking at synchronization, not integration, right? Synchronization harmonization of demand is a river. So when we’re looking at demand is river, we’re looking at all forms of market data. We’re looking at e-commerce point of sale rating and review data, unstructured data, weather, data, whatever’s driving the supply chain.

Lora Cecere (00:28:13):

So we can just go on for hours, do two things, and you can get really an appreciation for the depth of expertise. So last week, one of the articles that you published in, and again, our audience should know that Laura does a lot of publishing and makes it available to them, the market, to the industry. So if you want a great resource check out supply chain insights, or look for Laura’s to Siri on LinkedIn, but the article that I wanted to get your feedback on is driving a customer centric, supply chain. And I love the provocative subtitle of that. Is it too risky to bold or too risky not to build? So your thoughts were, what kind of feedback have you gotten? A lot of people have read it and a lot of people agree, but they don’t have the courage to build it. And that’s so sad, right?

Lora Cecere (00:29:07):

And they don’t have the courage to build it because they’re still thinking about supply chain and a very functional, efficient way. And so if we think about customers and we think about our brand promise, and we think about the supply chain and how we delight customers, we need to think about how do we design the supply chain to do that. And the case study I gave was sleep number that really takes ownership, the white glove delivery. They sense how well their product is performing through sleep data. And they take ownership for the tire supply chain, right? And I conference last year, I had people come up and say, well, where are the difference between the speakers that you handpicked? Because at my events, I handpicked speakers, they’re going to paid speakers. The difference is they’re taking ownership of the entire supply chain, you know, and I’m like, you got it, right.

Lora Cecere (00:30:02):

Most companies can’t even tell me why they short orders much less take ownership of the entire supply chain and not really look at the brand promise of what they’re trying to do reliably. Now long, you’ve done a pretty in depth evaluation of the marketplace, right? You’ve published multiple books, um, supply chain metrics that matter, um, uh, amongst amongst those, but also from the perspective of you do an analysis of the market and have just recently announced the new supply chains to admire the new winners. Right? So, um, that at the top of your list, right, two years running, yes. When it comes to sleep, number couple of things that really stand out, you mentioned they’ve got ownership of the full process and really looking at that customer experience. Anything else we should be considering? Well, when you read the case study, which it’s available, look at the clarity of strategy, 3% of companies, manufacturers, or retailers are really clear on their strategy as it pertains to the value proposition for a customer.

Lora Cecere (00:31:09):

Secondly, look at the ownership of the entire supply chain. They’re very aligned. So I did a review with the executive team asleep number. There is no lack of clarity across marketing or sales or supply chain. The third goal is that people love the product and that they’re delighted, right? And they know if people love their product. My most people don’t know what happens to the product after the order. And most people don’t even know why they short orders, right? So there’s a whole different mindset and it starts with strategy and very much focused on products that gives people a great night’s sleep. And so I would encourage people, you know, if you see Tony or John on the event, roster, listen to them first about how they define customer centric. And second, listen to the, how they’re defining digital. My concern is that most people are defining digital as I’m going to do today’s processes faster and paperless.

Lora Cecere (00:32:10):

And I’m like, okay, Jada, forget it. Like you were talking about lean. And I like could talk for five hours about lean because that survey was not well grounded in definitions. And most people aren’t clear on lean as a process and where it fits, right? So we’ve got to really think about digital holistically as it ties to strategy and not necessarily how we make today’s processes faster. I define digital as how do we look at the atoms and electrons of the supply chain differently and redesigned for customer value. And I think that’s what John and Tony are doing. Yep.

Scott Luton (00:32:47):

Wow. I love so much. I’d love to take about five, right? Turns off a lot of what you just shared there, Laura, but going back to clarity, clarity is such a powerful element to success, to strategy when everybody’s singing to that same sheet of music, because it’s really that simple, you can drive so much success and improvement and progress. So I really appreciate that point. You made, Hey, Karen, I want to share a couple of comments. We’ve got a slew of them from the audience, but Laura from Sophia who really admires the inspirational aspect of your story, Sofia is our resident supply chain ambassador. Uh, let’s see here, our chiro says, Hey, we need people to be on the floor and see what’s going on. Buyers should spend time on the floor. Well said, Arturo and hope this finds you. Well, it’s been a while. Uh, Claudia says innovation sounds great on research papers. However, running an innovative business model is very challenging because decision makers have little appetite for risk. We talked about that Kerryn last week as part of that webinar, lot of echoing of your earlier comments, um, Laura, about diversity and inclusion. And, uh, I’ve got one more here. So, um,

Lora Cecere (00:34:09):

Well, you know, if you want to do innovation and then you want to build outside and processes, you know, pack your bags and go find another company, you know, there’s going to be, you know, 10 to 20% shortage of supply chain leaders in the market. And I think the ability to have meaningful work professionals is going to be a big determinant. If people are going to want to come, they’re not going to want to just go to an organization that’s not aligned and stodgy and doesn’t embrace diversity. Right.

Scott Luton (00:34:39):

Right. And, uh, or, or worse perhaps is they speak to all that and there’s no action or they speak to innovation and there’s no action. That’s that, that, you know, we all have no time for lip service leadership, right. This at this moment in time. So I really appreciate what you’re sharing there, Laura. All right. So Corrine, um, I was able to kind of share some comments from the audience and, and, uh, piggyback on a couple of my favorite things largest shared what stands out, uh, Kerryn there to you.

Lora Cecere (00:35:09):

Well, I want to know what Laura’s sleep number is. I don’t have their bed, but I hope we get some more research in this area. So we’re going to need to know the next time around Laura, what your sleep number is, but just published the seventh edition of the shaman circle. Tell us what that is and why this is such an important milestone. So the shamans journal is my, of all the bond posts from the year. So it’s 200 blog posts. So I write about 3,500 words a day. I write for Forbes. I write for LinkedIn, I write for my blog. And then I take them at the end of the year and I put them together on their topics so that people can look at what happened over the year. And it’s a good package for people to be able to put it all together.

Lora Cecere (00:36:02):

And so there’s a section on building organizations, looking at planning, technology changes goes, those that follow me know I’m pretty deep in technology, uh, case studies, risk management, which we learned a lot about risk management this year and then supply chain 2030, what, what we can expect going forward. And they’re really put out there just so people have an easy way to digest it. Yeah, absolutely. It’s a great resource. Um, I like the way it’s organized and I would definitely recommend for our users, you know, Scott, maybe we can put that link in the show notes and direct them to that as a resource for them getting familiar both with Laura, if they’re not familiar with supply chain insights, but also a great organized way to look at some comprehensive thinking in these areas.

Scott Luton (00:36:51):

Absolutely. And Amanda and clay, if we can drop that while we’re still a, that’d be really helpful. And again, we’re after that one click make it really easy for folks to connect. Um, Laura, I wanna, I wanna, uh, as we wrap up your time here, I know you’ve got a thousand things going on. I’m sure. Um, but I want to talk about lean for a second cause that front end discussion that front end article, I know I’m really dying to hear more elaborate on, on your perspective there, because I think that will be an ongoing and intriguing discussion for four months, if not years to come. And I’m, I’m a big, uh, very blatantly and, and partially I’m a big proponent of lean thinking as I’ve been a part of, of lean initiatives for 15 years. And I really believe when applied the right way, the power in that, but Laura, what, what, what’s your take on what we’re hearing?

Lora Cecere (00:37:41):

Well, Scott, you don’t have one supply chain, usually a multiple hideously have six to seven and you type supply chains based upon coefficient of variation. The look at forecast and volume and lean is an appropriate technique where you have very forecastable products, then you have volume. It is not an appropriate technique. When you have a responsive supply chain like vaccines or responsive supply chain. It’s not an appropriate technique when you have an agile supply chain, which is high demand variability and very low volumes. And so my first issue that I have with people and lean is they don’t think about techniques and mapping to the supply chain types. The second issue I have with lean is that people will do it piecemeal. They’ll do it in manufacturing and all, by the way, they say, let me view manufacturing by Owyhee operation efficiency. And I’m okay.

Lora Cecere (00:38:36):

You don’t understand lane. Right? And they don’t really map outside in to demand, right? And so they miss use lane and it’s in a functional silos and we throw the supply chain out of balance. So that’s my second issue. The third issue is that we make it all about cost and finance, and we don’t really train people on the principles of lean going back to Kaizen events with suppliers, going back to the reduction of Moda, Scott, we have more inventory going into COVID-19 than we did in the 2007 recession across all industries. Wow. And why is that? We don’t recognize the need for buffers and we don’t recognize muda and get rid of it. Right. And so, you know, if we’re going to be lean and our thinking, right, we’re going to look at form and function of inventory, not just safety stock, and we’re going to be very principled about that. Right. And so we’re not good at that. And you know, so I think that we dipped their big toe in there and that water and, you know, we celebrated success and you know, it’s not been good. It’s been a failure by and large.

Scott Luton (00:39:48):

Well, I mean, going back and I largely agree with you. I think going back to your, your use of the phrase, holistic, you know, you can’t, uh, you can’t do one, you can’t lean one aspect of the operation and, and, and, and run a lean global supply chain or series of supply chains. It’s, it’s got to be applied holistically in as an, in my view is as big of a part of the culture as it is to the operational adjustments or improvements. So I appreciate what you share there

Lora Cecere (00:40:19):

And you can’t broad brush tactics, right? Tactics need to be aligned by supply chain type and rhythms and flows of the supply chain. And so the CCMP study I have issue with, because it doesn’t really look at their use of tactics based upon supply chain, discipline.

Scott Luton (00:40:37):

Yeah. Well said, Laura, all right. Corrine, any final thoughts based on what large is shared there, I love, um, again, there’s so much that it illustrates the fascinating topic that this is for many supply chain leaders and practitioners and professionals and business leaders of these lessons learned these real lessons learned coming out of this, this, um, deeply challenging year that 2020 is this will be one that will continue to be debated Kerryn. A couple of thoughts.

Lora Cecere (00:41:06):

Yeah, definitely. I think, you know, with, with 2020 with COVID and the impact is that these disruptions are elongated, the periods are elongated, so it uncovers additional weaknesses in our networks. But the point that I really want to underscore, uh, that Laura was making is that lean is not limited to what happens in the manufacturing production area. It is a business strategy and needs to be embraced comprehensively, um, and only puts more importance on things like visibility and partners throughout multiple nodes of your network. Uh, so there’s a lot of work, I think, still to be done, to build resiliency in these areas. So, um, more to come, I mean, lean has been out and about more for almost 20 years as a manufacturing strategy. Is that, I mean, is that correct? Yeah. I, I think I worked on lean back when I worked for general foods and 1980s. Right. Yeah. And, um, you know, it’s like we, we need to focus on the principles. And one of the issues I have in supply chain management is we get into words like lean or demand sensing or agility or responsive. We don’t define them and we don’t apply them to supply chain types. And I’m like enough of that. Right. As leaders, we need to be more disciplined than the design and the use of tactics. Yup. Absolutely. Totally agree. Thanks so much for sharing those insights,

Scott Luton (00:42:43):

Laura, one final question. That’s another question. How can folks connect with you and plug into all of your thought leadership and community? What’s what’s the one place you, we can point them.

Lora Cecere (00:42:53):

I post everything on LinkedIn, so they could go to Loris the Siri. They can follow me, they can link what you mean. I accept all the invitations except for business development, people that want to sell me stuff. And I answer all questions and I, you know, I put all my podcast and webinars and research out there and then they can go to my blog and then go to my website. I put everything else on SlideShare as well. So I try to be very open when I’m really trying to do is help supply chain leaders drive first mover advantage and to take a leg up because I’m pretty frustrated that we’re stuck, you know, 96% of companies are stuck and I’d like to break that

Scott Luton (00:43:35):

Well, well, we’re in kindred spirits there. And thanks to John [inaudible] who, uh, shared the link to the flip book that you were talking about earlier, Laura. So thanks for that, John. Right on the money. Thanks Jen. Thanks so much to Laura [inaudible] with supply chain insights, what an hour, um, you are extremely efficient by the way, and that 30 minutes time to cover as much ground as we did, uh, in, in, uh, and deliver the content. And, and I mean, Laura, we’re gonna have to have you back. Thanks so much.

Lora Cecere (00:44:06):

Hopefully I didn’t bore you. Thank you. Thanks so much. Bye bye. Bye.

Scott Luton (00:44:16):

Yeah. Wow. I had 20 more pages of stuff I couldn’t wait to share, but you know, we’ve got to respect time and we got a ton of comments and questions in the audience. We’re gonna, we’re gonna have to find a way to book through Laura’s agent or army of to get her more time here with us.

Karin Bursa (00:44:34):

Well, you know, now that she’s an influencer and just takes it to a whole new level. So, um, so probably by the time we speak with her again, she’ll add another 10,000 or a hundred thousand followers on LinkedIn.

Scott Luton (00:44:47):

I hope so. We have a couple of comments to indicate just that let’s share a few. So Greg white, who typically is my partner in crime here on the bus. He is out and about this week, traveling once again, he’s not sailing though Korean, but he really appreciated, uh, the panel. And of course Laura’s perspective here on the bus. And there’s a slew of messages like that. But Greg hope this finds you well, look forward to seeing you here later this week, uh, Sylvia amazingly well thought out, Laura, the more the supply chain is fragmented, the more waste is created. Excellent. Uh, Sylvia, I agree with you. And it really, you know, I don’t, I don’t offer up shameless compliments or, um, uh, in genuine. Is that a word Kerryn, uh, compliments that I don’t, I don’t really mean it really. I mean, Laura, to see the 30 minutes time to tackle some of the weightiest most complex issues and to do so in a way that I think if you’ve been in, if you’ve never, if, if you’re maybe an undergraduate or you’ve been in for 30 years, you can follow along and, and become more informed Korean.

Scott Luton (00:45:58):

I mean, that’s, that was my takeaway in the last 30 minutes. Right.

Karin Bursa (00:46:01):

So, you know, I’ve known Laura for about 20 years in the industry. And I, I learned something Scott, every time I have a conversation with her, I learned something new or she’ll point out something new or interesting. Um, so I think, I think if our, if our listeners get linked in with her follow her material, um, she’ll do the same thing in written format. She covers a lot of good core process improvement and observations and offer suggestions about what to do about it.

Scott Luton (00:46:34):

Yep. Agreed. And, and, uh, she brought it today just like our audience always brings it Laura. Wow. Um, so Greg here says Lane’s taking a lot of heat, but we need to acknowledge that words have power and execution against a perception of lean was truly the issue in the early days of COVID well said there, Greg, uh, AA says I seriously have to follow Laura more seriously, really? And inspirational thought leadership. Love it. Yeah,

Karin Bursa (00:47:02):

Absolutely. I, Hey,

Scott Luton (00:47:04):

Current, even mr. Supply chain, Daniel Stanton is here where this, we got to have him back on. Always love to hear Lara’s thoughts. Agree. Keith says it actually was about 25 minutes, five minutes of her minutes, five of her minutes was the introduction of her amazing background agreed. And our friend DMO deem. I hope this finds you well, the supply chain narrowed has arrived looking forward to linked learning today. BMO welcome. And we look forward to having you join us in earnest maybe in the weeks ahead. Alright, so Kerryn, um, we’ve got some, some other events we’re going to share about butts. Give us one final word. As we wrap up, uh, Loris a series appearance here on supply chain, uh, supply chain.

Karin Bursa (00:47:51):

Yeah, absolutely. So one thing that we heard Laura say multiple times is outside in thinking outside in thinking what is meant by that typically is look at what your customers need and how do you fulfill that need in the most innovative and frictionless process to do that, and then work through your business to satisfy that need. And I think as manufacturers, many businesses still say, what can I produce? And then where can I sell it versus what does my customer need and how do I manufacture it efficiently and distribute it efficiently and effectively just in time. So have that outside in view of your business. And, uh, and you may see it a little differently.

Scott Luton (00:48:40):

Yup. And he may get unstuck as she put it. No wonder the, uh, the Shama journal, is that what it’s called in six or seven

Karin Bursa (00:48:49):

Seventh year shaman journal just published last week, the end of last week? I think ShawMan journal a version version seven.

Scott Luton (00:48:58):

Well, no wonder, uh, we’re gonna check that out and thanks again to John [inaudible] with op Tessa for dropping that link in the comments. So folks can check out, um, uh, Larsen’s Siri in earnest. Okay. So moving right along as we start to wrap up the buzz here, we’re really excited about this tech talk digital supply chain podcast. We dropped the first episode today in the main channel. Uh, and we did a deep dive on what would we call your, your origin story, uh, Korean a little bit. So tell us, um, what was your favorite part of the interview and, and tell us, you know, what can folks expect from tech talk?

Karin Bursa (00:49:34):

Yeah, absolutely. First of all, thank you, Scott. And the entire supply chain model team, this is going to be a blast. I’m really looking forward to it and uncovering a lot of the hard topics and digging in and really trying to eliminate the noise and help everybody focus on where technology can add value. Um, Scott, one of the weird things about this very first issue is it’s a lot about me, which is not where we’re going with the series, but I think it’d be a good opportunity for our listeners to get to know me and my perspective, and then we can grow from there together and tackle some of these interesting and needy topics that are taking place all around us in the industry.

Scott Luton (00:50:18):

Agreed look for it. It was a, it was such a neat treat to be part of the first one, looked forward to all the conversations to come. And it’s a pleasure to find ways and exciting ways of collaborating with my dear friend, Karin bursa. So, uh, again, I’ll reiterate this, um, one of the brightest and articulate leaders have been able been fortunate that, uh, um, to volunteer with and collaborate with. So Corine make it easy.

Karin Bursa (00:50:46):

Thank you, Scott. It’s been a pleasure. It’s been so fun working with you over the years and our audience probably doesn’t appreciate how much you do for the supply chain industry, how much volunteer time you’ve put in everything from elementary schools. So helping people with their careers and the helping with the vet Lando organization, as well as we help, um, you know, those who have served our country find new jobs and new opportunities. So there’s a big story there. We probably need to tell at some point in time,

Scott Luton (00:51:16):

Hey, we love what we do. And, and you know, one of the great pleasures of life is working with great people and that’s what we get to do here every day at supply chain now. So we’ve just added to the incredible stable with Korean salt leadership and experience and expertise. So y’all check out tech talk. Uh, we look forward to sharing a lot more with you in the weeks and months to come. Alright. Hey, quick aside, Amanda and clay, evidently there was a question that was submitted. I don’t have ax. I can’t view and it might’ve come from a, is it Kashara? And Hey Kashara, if we can answer it, I promise you we’ll take a stab at it. But, um, Amanda and clay, if y’all could shoot me a quick comment and let’s make sure we’re on the same page there. I appreciate it.

Scott Luton (00:51:57):

Okay. So we want to share a couple of things with our audience here. So this is an opportunity we need your input, right? Um, so Alexis Bateman reached out director at MIT sustainable supply chains. You may have seen Alexis on her podcast and some of her programming, a wonderful leader, especially in the world of sustainability that we should all live in. Uh, she’s part of an intriguing project, the state of supply chain sustainability, that’s being fueled by MIT center for transportation and logistics and see a CMP. So Corinne they’re gathering feedback from any supply chain practitioner professional out there. And they asked for our help and getting the word out. So that’s what we want to do here today.

Karin Bursa (00:52:43):

Yeah. Lately it’s got an audience. I mean, they can bring it so you guys need to link in and participate in the survey process as well.

Scott Luton (00:52:52):

That is right. Um, and I believe again, we’re after one click, I believe we dropped that link directly to the survey in the show notes. If we didn’t Amanda and clay, if y’all could just double check that for me, it was a crazy Monday morning and sometimes I might overlook a link or a link or twos, but y’all help out give your input your expertise. And we’ll all benefit as we, as we share those findings in the months to come. Okay, let’s share a couple of comments here. Uh, Kerryn Keith says, Hey, looking forward to knowing more about how tech will add to supply chain 20 plus years as a server and networking administrator who is now transitioning to supply chain management would love to know more Kerryn. I think that’s exactly what’s in store.

Karin Bursa (00:53:35):

It is in store is, is how we bring the digital and physical together to drive tangible benefits. So staging

Scott Luton (00:53:43):

That’s right, stay tuned so much more coming. Greg says our community definitely needs to get to know your perspective Kerryn that helps frame the discussions that come letter later, looking forward to it. That’s a great point. I think, understanding the, the point of view and kind of what your journey has been and kind of how you view the world. I think that’s a great table setting, you know, level setting exercise. So that was, it was neat to be part of that on this first episode. Um, so FIA shares the results of the 2020 state of supply chain sustainability. Great, great work there. Sophia Ben, you’re your fast. So you’ll check that out and make sure that you contribute to the 20, 21 version. And Jim whomever says blockchain.

Scott Luton (00:54:36):

I can see you roll your eyes as you say that. And for, for many in industry, I bet they share that sentiment. I’ve, I’ve been, uh, really excited to hear some of the real practical applications of how blockchain is, is changing things and, and, and, and protecting the consumer in many ways. All right. So we’ve got the question. So I’m going to give you a curve ball Corrine, but it’s a curve ball for both of us. Okay. So cause, cause Shar says, will you please guide me where to focus on supply chain to meet my passion in supply chain? I will be more than happy to see your feedback, please. Okay. So I’m gonna take that as a career question. And first my first response is Kashara check out last week’s buzz. We spent about 30 minutes, uh, Greg and I do diving into that. But beyond that, if you had to, if you had to give folks a couple of pointers for breaking into the industry, Korean, what would you share?

Karin Bursa (00:55:35):

Well, Scott, with me, all paths lead to supply chain. So I think you need to look at what your experience has been and where you can get, um, the next leverage point out of that experience, whether you’re a customer focused individual or your supply side or procurement, or in the area of transportation or logistics, right. Let’s look at what those skills are and how we can leverage them in a broader sense. I also think that supply chain expertise is very portable from one industry to another industry. And I think you and Ann Robinson covered a little bit of that just in her background last week when you were interviewing her and talking about some of the opportunities that she sees in supply chain. So those core skills are very, very portable. So look for the opportunity to expand where you are or to look at taking that great skill set and tapping into a customer service role or a distribution center role or a production manufacturing role or in the area of planning as well.

Scott Luton (00:56:43):

Yep. Excellent advice. I’d add two of the things really quick here, before we share a couple of events, Kashara, number one, you gotta learn to talk the language and we have a wonderful resource we’ve had, uh, we’ve, um, uh, supply chain management for dummies, mr. Supply chains with us, that is a

Karin Bursa (00:56:58):

Wonderful,

Scott Luton (00:57:00):

Comprehensive, right? And you can pick up so much of the vernacular, which, uh, which will allow you to have other conversations and better yet it’ll help you determine perhaps what aspect of supply chain that you want to get into. Cause they’re, you know, in, in supply chain global supply chain, so broad, so it’ll help you target that better. So, uh, so Amanda and clay, Amanda, they’re busy here today. If y’all could drop in the link to that book in the, the notes, that’d be really helpful, I think for a lot of folks. And then secondly, your industry associations, while some of them I’ll use Lars phrasiology are stodgy and aren’t forward-looking, and they’re very static and we’re just gonna call it like it is however there’s others that are very forward looking their own. They’re closer to the cutting edge of where industry’s headed. And most importantly, for members, they offer two big things. Number one, that body of knowledge, best practices, again, helps you become more informed and target your efforts. And number two, a network that you’ll, that you’ll really lean heavily on to break into the conversations and opportunities and the industry career. Now I know you’re, you’re not in your head. You would agree.

Karin Bursa (00:58:12):

Absolutely, absolutely. Um, and there’s a lot, that’s good foundational, um, education. I think the point that you made Scott about get the lingo down, understand what these topics mean and how broad supply chain really is. Uh, there’s tremendous value in, uh, and, and just being able to talk the talk and understand the impact and the leverage that businesses can pull in order to influence that customer experience or new product introduction or the efficient manufacturing distribution of core products.

Scott Luton (00:58:47):

Yup. Love it. Well said, Hey, uh, so we’re getting ahead of ourselves, but our audience knows where we’re going. I love this. Um, so Kashara check out all of that. There’s so much there that you don’t even have to pay for to become more informed and help break you in. Uh, Greg’s got a couple of questions to you cause Shar, that will also help you think about where and then pinpoint. It’s so important to really envision where you want to be and then put your path, put your plan together. So hopefully that helps Kashara. So, uh, all right, moving right along, you are right professor. Mohib the webinar by right links and analytics, how to build a control tower in 30 days is tomorrow and it’s free. And we had the link to that in the show notes. So thank you. Well, we probably owe you a, um, a promotional, uh, paycheck maybe.

Scott Luton (00:59:34):

Alright, so let’s get back. We’re going to wrap, uh, Korean and a couple of final things here. Also this week, big event, uh, Greg and I really enjoyed, uh, spending some time with Petter, their CEO of Arla foods, uh, supply chain USA virtual, uh, put on by the Rogers events team. Nick [inaudible] the one and only I’m doing a lot of good work here. Um, Sandra McQuillan of course, one of our favorites, uh, chief supply chain officer with mandolins international. She’s one of, I believe six keynotes Korean, and here here’s some good news, but it’s a secret it’s free to attend the keynotes. Don’t tell anybody,

Karin Bursa (01:00:12):

Wow,

Scott Luton (01:00:14):

Sign up. It’s free. Um, and, and this is going to be, um, they call it a taster pass, but you can check out the link in the show notes, sign up, get your free taster pass for these keynotes that will be taking place October 7th and eighth. From there, there’s some other things that you can enroll or register for, but they got six of the greatest supply chain leaders on that. We’ll be sharing some really Frank perspective on some topics.

Karin Bursa (01:00:38):

Yeah, that’s an impressive lineup that you’ve mentioned and to be able to hear what they have to share and to do it free and from the comfort of your office, um, you guys don’t want to miss that. Okay.

Scott Luton (01:00:49):

And you know, one other speaker that is not on this graphic here that we’re really interested in hearing from because of the space they’re in, in particular is Greg Lemcole with lineage logistics, a largest mover and shaker in coal chain. And we all know the role that cold chain is gonna be playing in the, in the, in the months ahead. So, uh, it’d be interesting to see. And for that matter, their growth, they are, they’ve been acquiring left and right. Um, assembling the largest cold chain across the globe. So it’ll be neat to, to hear from, uh, from Greg in the next couple of days. All right. I think one final event. So Korean, we spoke a lot about lean today, right? We did. And to your point, it’s nothing new. It’s been around forever. You get companies that get it right and get it holistically.

Scott Luton (01:01:36):

And it’s part of the culture and part of the way they view the business and where they’re going. And unfortunately you got a lot of folks that, um, bought, um, I gotta watch what I say here that it’s just misapplied, right? It’s, it’s lean and name only. I think that’s kind of what Greg was alluding to, and that does so much damage and holds back the industry in so many different ways. But here’s the good news. AME is an outstanding, it’s one of those industry associations. Uh, it’s all about manufacturing excellence. That’s the name AME association for manufacturing excellence and lean is a very big component of their body of knowledge. In fact, they offer educational products around, uh, lean learnings. Uh, Greg and I are very pleased to be leading a panel include, it includes the CEO of AME Kimberly Humphrey. And I got a feeling Korean. We haven’t put the agenda together just yet. Cause we’re, we’re trying to narrow it down to what is the most important to talk about an hour as it relates to, um, supply chain from a manufacturing kind of central view. That makes sense, but Korean, I bet lean is going to be a big part of that.

Karin Bursa (01:02:49):

If it’s not already, you need to add it to the, uh, added to the items to be discussed, because I know that they’ll have a strong perspective. Um, but also it’ll be a great forum to, uh, to get more information and to network with others on that topic as well.

Scott Luton (01:03:04):

Yep. Well said. Um, and you know, one of the thoughts that was planted with us from one of the panelists is kind of lean in the application, successful application of lean in this industry, 4.0 environment that we’re in, right with all the automation and robotics, uh, many of us believe there’s still, uh, for organizations that truly want to do it, right. There’s a huge opportunity. So look forward to that panel and we’re going to wrap or a few minutes over, we’re going to wrap own finally high five have made the URL move. We are now supply chain now.com and folks, I am no webinar website guru, but this was quite a project current.

Karin Bursa (01:03:50):

I imagine it was for the team, but I think it will be great. Especially as supply chain now continues to expand and grow certainly well beyond radio beyond the early days. So congratulations Scott to you and the entire team for getting this done. It’s exciting.

Scott Luton (01:04:07):

It is exciting. It’s, it’s taken a village between our team and our audience, which in the whole shebang, but, uh, it’s been a, um, w I’m glad to be able to cry. I’m a big LR list user. So being able to being able to cross this off gave me, gave us all a minute satisfaction. So, um, good stuff there, a couple of quick comments as a wrap up and to our audience, check us out there. If there’s something we can do to serve as a resource, shoot us a note, you’ll find contact information there on the site. And you know, if, if you remember one thing about what we’re after here at supply chain, now it is that very deliberate phrase that I added on that slide right there, giving voice to those moving us forward. I mean, that’s, that’s our mission. So, um, however we can help do that the best.

Scott Luton (01:04:58):

Um, please give us some feedback. Alright. Uh, Kerryn, I’m going to share a couple of comments and then we’re going to call it a day, but heads up, I’m gonna ask you for your one big thing. One more time from today’s entire show. So I want to give you that heads up, but before I do, let’s talk about a couple of things here. So Tom shares, Hey, following Corinne’s remarks recommend a future show where you host with veteran leaders in supply chain, for starters, some great ones at tractor supply company. I agree with you, Tom. Thanks for pointing out Colin Yankee. Is there a chief supply chain officer if I’m not mistaken and I believe he’s, uh, he’s a Marine, uh, and we were, have we, in fact, we had him booked for the show, Oh, back in March, I think Korean before the world changed.

Scott Luton (01:05:46):

So they’re doing some really special things at tractor supply and we’ll, we’ll try to, uh, get that rebooked. So thanks for calling it out. Sophia says the networking platform is own from today. Onwards. I love that Sophia. It truly takes a village. She, she also says, I don’t know, uh, we all know how much Scott loves cold Shayda, you know, I think it is just one of those aspects of global supply chain. I do con kind of find a little bit fascinating, I guess. Uh, let’s see here, our chiro. Great. It’s great to have you back home with this, uh, Arturo. You remember you from our, our apex days a few years back. So Arturo says love to connect with you. I sent you my connection to be approved. I think that’s for the supply chain now insiders group, that is one outstanding resource for folks that do want to get connected with fellow passionate Easters in supply chain. So thanks for that. Our chiro y’all check that out. All right. One final comment. Tom says Colin is army. So I had it wrong. So I don’t want to, don’t want to mix as an air force guy. We love our inner service rivalries. I don’t want the wrong label.

Karin Bursa (01:07:05):

Thank you for clarifying that Tom. That’s important.

Scott Luton (01:07:08):

And he’s a West point graduate, which I didn’t know, Tom really appreciate you sharing that. We’re going to have to have Colin back on now. Alright, so Corinne as we wrap up, I promise one final question for you. I look back at the last rock and roll hour and seven minutes, which was really jam packed. What was your favorite aspect here?

Karin Bursa (01:07:29):

My favorite aspect, I think Scott woven through everything that we’ve covered today is the word opportunity, opportunity to improve our manufacturing operations through lean practices and other practices, but opportunity for a diverse population in this area of supply chain so that we can all bring our unique skills and, and strength to the table to really make the business and make the business of supply chain be better. And then self-serving, there’s an opportunity for our listeners to hear a brand new podcast for join us for tech.

Scott Luton (01:08:07):

Love it. And I agree with you that opportunity. I thought elbows was going to be the theme of the day, cause we were all talking about those, right. But opportunity that, that is it. There’s so much opportunity if you’re willing to learn and step into that uncomfortable zone and, and learn something new everyday, constantly learning. There’s so much opportunity. So I appreciate you. That’s a great call out. And that certainly the theme of today’s show, hopefully our audience enjoyed Laura says Siri. Wow. As much as, as much as we did, I forgot to get her to give me an autograph Korean. Yeah, let’s do that next time. But to our audience on behalf of Kerryn, bursa and our entire supply chain team, thanks so much for tuning in today. The comments and the engagement from the audience is the most rewarding part of all of this. So thanks so much for tuning in, Hey, challenge. You like we challenge ourselves here every single day. Do good, give forward, be the changes needed. And on that note, go Braves and we’ll see you next time here on Spotify.

Would you rather watch the show in action?  Watch as Scott and Karin welcome Lora Cecere to Supply Chain Now through our YouTube channel.

Lora Cecere is the founder of the research and advisory firm,  Supply Chain InsightsThe organization is helping supply chain leaders pave new directions. As a prolific writer, Lora is the author of the enterprise software blog Supply Chain Shaman. Eighteen thousand readers read Lora’s weekly posts. She also writes a blog for Forbes, bylined articles for Consumer Goods Technology and Supply Chain Quarterly, and is an active LinkedIn Influencer. Her co-authored book, Bricks Matter, published in December 2012, and her new book Metrics That Matter, published in December 2014. Lora has also published four self-published books based on the compilation of blog posts in 2014 and 2015. This series is titled Shaman’s Journal. As an enterprise strategist, Lora focuses on the changing face of enterprise technologies. Early adopters seek her work. Lora manages the editorial calendar for Supply Chain Insights. With more than 30 years of diverse supply chain experience, Lora spent nine years as an industry analyst with Gartner Group, AMR Research, and Altimeter Group. Before becoming a supply chain analyst, she spent 15 years as a leader in the building of supply chain software at Manugistics and Descartes Systems Group, and several years as a supply chain practitioner at Procter & Gamble, Kraft/General Foods, Clorox, and Dreyer’s Grand Ice Cream (now a division of Nestlé).

Karin Bursa is the 2020 Supply Chain Pro to Know of the Year and the Host of the TEKTOK Digital Supply Chain Podcast powered by Supply Chain Now. With more than 25 years of supply chain and technology expertise (and the scars to prove it)Karin has the heart of a teacher and has helped nearly 1,000 customers transform their businesses and share their success stories. Today, she helps B2B technology companies introduce new products, capture customer success and grow global revenue, market share and profitability. In addition to her recognition as the 2020 Supply Chain Pro to Know of the Year, Karin has also been recognized as a 2019 and 2018 Supply Chain Pro to Know, 2009 Technology Marketing Executive of the Year and a 2008 Women in Technology Finalist. 

Scott W. Luton is the founder & CEO of Supply Chain Now. He has worked extensively in the end-to-end Supply Chain industry for more than 15 years, appearing in publications such as The Wall Street Journal, Dice and Quality Progress Magazine. Scott was named a 2019 Pro to Know in Supply Chain by Supply & Demand Executive and a 2019 “Top 15 Supply Chain & Logistics Experts to Follow” by RateLinx. He founded the 2019 Atlanta Supply Chain Awards and also served on the 2018 Georgia Logistics Summit Executive Committee. He is a certified Lean Six Sigma Green Belt and holds the APICS Certified Supply Chain Professional (CSCP) credential. A Veteran of the United States Air Force, Scott volunteers on the Business Pillar for VETLANTA and has served on the boards for APICS Atlanta and the Georgia Manufacturing Alliance. Follow Scott Luton on Twitter at @ScottWLuton and learn more about Supply Chain Now here: https://supplychainnow.com/

 

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