Supply Chain Now Episode 489
“The people have to understand that even though the person that is coming to work as part of your workforce, is that individual, he or she, is being influenced by the environment outside of those walls or outside of that organization. And so you’ve gotta be mindful of it. You can’t let it drive necessarily your business, but you have to be aware of situations.”
-John Holly, HR Expert & Consultant
In this episode of the Supply Chain Buzz on Supply Chain Now, Scott and Greg share the top news in supply chain for the week and also welcome featured guest, John Holly, Human Resources Expert and Consultant, to the podcast.
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 (00:00:40):
Hey, good afternoon, Scott Luton and Greg white with you here on supply chain. Now. Welcome to today’s supply chain buzz livestream, Greg. Good afternoon. How are you doing? I’m doing quite well. What a great weekend. It was beautiful weather. The teeth. Well, that’s nothing new. Get stumped. Well, you know, the chiefs just keep winning. They’re so good. Great team. Of course. Our Falcons here dropped another one. Tough, tough, tough season. They’re going through, but Hey, we’ll see. It’ll get better. It’ll get better. And life is much bigger than sports. Good context. So, Greg, today, it’s all about supply chain buzz. We’re we’re talking about some of the key stories that you should be tracking across global supply chain. We’ll be getting, uh, we’ll be giving our spin mainly Greg white spin on the stories, right? Right. It is always a lively show and we’ve got an outstanding guests.
Scott Luton (00:01:41):
We’ve got John Holly a long term, long time, uh, supply chain, uh, HR leader is going to be coming, talking to us about some things you gotta know when it comes to supply chain talent right now. Right. The man who didn’t throw the book at training, he threw the book away at training and made training. Interesting. So yeah. Love that. Um, Hey, real quick. Want to say so Kayvon is here, Kayvon. Greg, if you saw him over the weekend, I saw it on LinkedIn. He just graduated. I see there’s MBA or a PhD. My apologies. Cavon but regardless bigger news. Yeah. I’m pretty sure it was a PhD. Uh, but he’s been really active in research and of course matriculating through a tough program. So congratulations took him on, we look forward to big things that lie ahead, right? Yeah. That’s awesome. Well, I mean always a great contributor here now. I feel completely outclass. Thanks for that, Scott. Welcome. Hey, we got, uh, Lisa with us via LinkedIn. We’ve got Dave, uh, Dave in, obviously we can’t do the live stream without Dave and via LinkedIn. Uh, T squared is back with us via YouTube. T-score at hangout because we were going to touch on reverse logistics. Um, is one of the headlines. Cynthia Fields is where this pre-teach is back. He says, good morning. And guys tighten your seatbelt for another rocking session. Hey, critique.
Greg White (00:03:02):
I love what he’s in for. That’s right. If your hands and arms inside the vehicle.
Scott Luton (00:03:07):
That’s right. Gary Smith is with us and Gary has been joining us for an upcoming. He’s gonna make an appearance and upcoming version of the buzz in the, in a few weeks. He’s got a nice thought leadership. He’s coming out, major industry publication. So Gary, great to have you here with us. Uh, Pierre is back with us, Jeff, of course, Jeff Miller, Rob Morris, Nicole Glenn, you name it so welcome everybody. And y’all split tide as we worked through a jam packed episode and own that note. Gregory let’s talk let’s let’s give two quick updates on events, right?
Greg White (00:03:39):
Yeah. So we’re partnering with AME via the association for manufacturing excellence, October 27th and 29th, the AME Toronto 2020. Now Toronto is all around the world. So it’s, what’s going on in manufacturing. You can bet we’re going to be talking about lean and um, Oh my gosh. We’re going to be talking about lean and what else? Scott shoring near shoring. Oh man. Yeah. That’s right. So reassuring. Isn’t exactly what you think it is. And it’s not as easy as we think it’s going to be. So anyway, join us for that. Um, sign up. That’s a great program. What a great team Kim has put together there, and we’ve really enjoyed the prep calls with that agree. And AIG of course the automotive industry action group. This is a bargain seems like the 20, 20 supply chain summit. We’ve talked about it a lot, but where is better to learn about supply chain than someone that contracts seven tiers worth of suppliers in this day and age? Uh, I just see that as so incredibly valuable. So that’s November 5th, um, and join us there. Uh, we’ve actually prerecorded a couple of the sessions there and they’re pretty impressive. A couple of folks from Ford. Um, I think we’ve released the surge air episode, correct? Yep. Just a sample of what this thing is all about.
Scott Luton (00:05:10):
I agree that a lot of good stuff there and sign up sign. How about a deal 29? If you’re a member for nine bucks, if you’re a non-member full day, all about the future supply chain five years from now. So check it out. Link is in the show notes for that and a M E and Greg, thanks so much for giving our audience update on those two big upcoming events.
Greg White (00:05:30):
Well, I wish one of them would have chimed in to let me know the other thing we were talking about.
Scott Luton (00:05:36):
Greg White (00:05:38):
Some of these folks might note as well as we do. They’ve seen that promo so much, right?
Scott Luton (00:05:42):
That is right. Hey, let’s say loads. A few folks. Peer has an interesting comment. Scott is a fax. Greg’s a spin interesting summary of the approach. Love that peer, you know us too. Well. Uh, let’s see here. Want
Greg White (00:05:55):
To save science? There you go. Kayvon. Was that what it was
Scott Luton (00:06:01):
Huge accomplishment. Congrats. So
Greg White (00:06:05):
Going in Wichita. Yes.
Scott Luton (00:06:07):
Can you believe that already?
Greg White (00:06:09):
So he’ll be calling me anytime. I need you to shovel the walk. Uh, so professor over there. Yes.
Scott Luton (00:06:20):
Which does state university home of the what? Greg shockers. That’s right. And we got to say lo our great friend, James Malley with packer. It interesting business model. He’s doing a lot of, uh, leading a lot of big innovative, um, uh, packaging and, and other initiatives and, and James, we enjoyed chatting with you a week or two ago. And welcome to today.
Greg White (00:06:43):
His ears must have been burning. I was talking about him the other day. Yes.
Scott Luton (00:06:47):
Well, one last, uh, so lutea Thomas. Great to have you here. Hope you’re uh, I saw you rounding up a couple of, uh, internship events that at a couple of different companies, hope, hopefully you’re doing well. If you’re not running the place already.
Greg White (00:07:01):
Right? Right. Yeah. The supply chain princess, right. We already have a queen. Lithium must be the supply chain, princess and
Scott Luton (00:07:09):
Joseph Valentine. Hello, Joseph. Great to have you. We look forward to TM back up our, our, I think we call it Greg supply chain, nerds, talk sports, uh, conversation. But Joe, let’s look forward to bringing you back and, uh, get your insights on what it’s like playing in the major leagues alongside to all a hall of Famers. All right. So Greg, we’ve got to dive right into this
Greg White (00:07:30):
News. Right? All right. Let’s get to it.
Scott Luton (00:07:33):
All right. So first story is all about the sticker prices on warehousing. Real space is going up. So in this story from Matt Leonard over at supply chain dive, if you look at this, this, uh, latest data from pro lodges, there’s a couple of trends identified. I’m going to bounce these off you, Greg. And at the end, I want you to get, I want you to comment. Sure. First off e-commerce facilities represented 37% of all new leases for Prologis and in Q3, that is up 16% over historically, historically, uh, e-commerce represents 21% of its book of business to Prologis is seeing inventory levels coming back and they’re recovering. So we’re making some progress. It looks like maybe with the restocking three real pricing is now surpassing. The space pricing is, is surpassing pre COVID 19 levels, which is interesting. They probably aren’t done increasing. In fact, some of the quotes in here, one of them basically said, Hey, if we knew exactly how this thing will play out, we would have raised rates even further for fourth. And finally, customer retention rate for Prologis is down, is at 73% for, for, uh, uh, at Q3 lowest. It’s been since 2018, but CFO Thomas Olinger says it’s all about the K shaped recovery. He says, quote, there is the world of haves and the, of have-nots and relatively little in the middle compared to most other periods in quote, all right, Greg decipher it force,
Greg White (00:09:05):
Uh, I’m in the middle. I’m just going to say, and I would have never wouldn’t have, I wouldn’t call this a K shaped recovery. I mean, you can imagine it to be whatever you want, but it’s, it’s been pretty rapid comeback if you think about that. Um, but yes, of course e-commerce facilities are up by almost 70% over what they were. So they were at 21% of their leases and now they’re at 37% of their leases. That’s incredible. But it also has to do with the fact that they are losing some of their other, uh, type customers. So what I imagine is happening, I mean, um, I can’t, I can’t go to the store without passing these types of facilities, which are typically office, very small office in the front and, and warehouse in the back. In fact, I’ve passed two or three per load for largest facilities on the way.
Greg White (00:10:02):
Um, and the smaller companies, probably the reason that their retention is down is because some of those smaller companies don’t exist anymore. And those facilities are being filled with last mile type delivery. Right? So these actually I posted about this article over the weekend and got a ton of conversations about it. So it’s, it’s an interesting topic for everyone and, um, expect more upheaval, right? The recovery, the downturn, whatever it is, could be very local to where you are, right? Because the predominant motion in regard to these types of facilities is towards e-commerce, which is towards last mile. It’s going to be opportunistic based on whether you are close to populations of consumers. Right?
Scott Luton (00:10:54):
Yup. So much good stuff there. I appreciate you offering your insights in terms of what this means, but yeah, we’re not done. Uh, pricing will continue to increase for sure. Um, all right. Let’s say look to a few more folks. Laura Lee, uh, Homebole says hello from trade trans corporation, new York’s Hudson Valley. Good stuff there. Yeah. Roy is tuned in via LinkedIn from Taiwan, Roy
Greg White (00:11:19):
Staying up late. That’s
Scott Luton (00:11:20):
Right. Stephan he’s back. Uh, Stephan look forward to reconnect with you later today. He says we were actually in a pro lodges facility right next to the airport. Yeah. Excellent day. Uh, let’s see. And one other person I want to say hello. Um, uh, Ehrenfried is back with us. Aaron was bringing it then a couple of the previous livestreams and great to have you back, Aaron. Okay. So let’s dive a little bit deeper into this next story, Greg. So, you know, we’ve got an incredible noble mission ahead of us as the global supply chain, right? Uh, one of the most important missions since, I mean, going back decades. Yep. All about this COVID-19 vaccine and you know, we’re going to talk about one twist related to the vaccine that I got gotta admit it’s kind of been in my blind spot. So in this story from Jared Hopkins at a wall street journal, the security of the vaccine supply chain is being scrutinized.
Scott Luton (00:12:15):
So Greg evidently there’s a ton of concern around the threat that professional thieves pose. So evidently there’s a long history of these professional criminal groups stealing a variety of healthcare related items from COVID-19 tests to mask other PPE, even pharmaceuticals and medicines. So get this quote from Paul Mingo, who’s deputy chief of staff for policy at the U S department of health and human services. Quote, we are, are, we are appropriately paranoid about anything that has to do with either cybersecurity or physical security. And we are taking great precaution to ensure that these are safe, guarded, paranoid. Interesting. Um, and so what are some of the steps being taken and steps that we’ll be taking a couple of days may surprise you Greg, first off, as we all expect storing vaccines and secure and undisclosed locations to carrying out fake shipments in dummy trucks, like right out of the movies, three Corning incorporated.
Scott Luton (00:13:17):
One of the companies involved in the vaccine supply chain will be equipping vials with blacklight verification to catch counterfeiting that will make certainly mr. Supply chain happy, um, a lot more security personnel and protocol at a wide variety of facilities. We expect that, but including pharmacies. So at your local pharmacy, you might have some different procedures to go through. And then finally, I can just picture this us marshals will be utilized to accompany vaccine shipments, like riding shotguns with shotguns, maybe, I don’t know, but really interesting, Greg, but let me give you the counter side of this and then it get you away in so five large hospital systems and several state governments has said that their top priorities are not security. Their top priorities are number one, making sure enough people take the vaccine. And number two, they have enough cold storage space because of course, uh, the shelf life and, and the right temperature store in these vaccines is a priority. But they say theft is not their top priority to which Anna and a gurney who is a supply chain logistics professor at the university of Massachusetts at Amherst. She says, quote, they don’t want to admit it’s a problem. It’s another conduct expense for them in the quote. So two sides of the store, Greg, what does it, what does it say to you?
Greg White (00:14:39):
Well, it says there’s going to be a vaccine, which is, you know, some of our listeners may know I kind of suspected that there was not, it would be harder to get to than this though. I did, uh, right at the end of the week here that, and I guess I will leave the D the destination undisclosed, but I did hear that, uh, large amounts of, um, vials and, and, um, needles, whatever, not needles. Um, yeah. Anyway, large amounts of distribution devices for vaccines are being shipped to some specific distributors around the country. So it’s looking like we’re fairly close. Um, um, and I think that’s one thing that is actually good news. Actually, the rest of it doesn’t really surprise me that much because, uh, before I started blue Ridge, our first client, when I was still consulting was a medical distributor and we distributed all over the world and it’s quite common in particular societies. And also when there is something of such value, it is also interesting. Uh, to me, I mean, what, you know, this sort of speaks to me is that, you know, the cold is a COVID, uh, is a COVID virus, right? And it speaks to me that when there is money to be, to be made that the medical establishment can probably cure just about anything.
Scott Luton (00:16:14):
Well, let’s, let’s hear from the audience, good stuff there from Greg. So Michael and Mike, great to see you. Thanks for passing along that great, uh, piece on supply chain, finance transparency looks like some legislation coming down the pike. Uh, Mike says that the distribution of the vaccine has been fascinating because you do not typically get a look behind the curtain in other corporations, but the wall street journal has done a fantastic job covering it and shows many overlaps within each supply chain discipline, excellent point. And yes, the wall street journal. One of our favorites here, their logistics report in particular has been on it. So great reporting. They’re in great call Mike, uh, Dave and says, I have heard of straight up fast and furious style highs for prescription meds shipments to, to Greg’s point.
Greg White (00:16:58):
It’s common in third world countries. For sure. I mean, sometimes it’s the government just straight takes it, whoever supposed to get it. But yeah,
Scott Luton (00:17:06):
So Jeff Miller says logistics, decoys and information diversions are well-established anti-counterfeiting practices established years ago for Oxycontin V uh, Viagra and others. One manufacturer actually built a plant in remote, Minnesota, AK middle of nowhere, specifically for these purposes. How about that? Uh, good stuff there from Jeff. Aaron says the health and human services contractor for the vaccine storage and distribution is McKesson my employer.
Greg White (00:17:36):
No, nevermind. I guess I won’t, I guess I didn’t mean to keep it secret.
Scott Luton (00:17:42):
That’s right. We take security at all of our DCS. Very seriously. That’s all I can say on the subject. Excellent point, Erin. And thanks. What you’re you and your team are doing to tackle this, this huge challenge. Pierre short sell short shelf life say that 10 times for vaccine that requires refrigeration, uh, looks like he’s quoting Michael Berg CEO at Envirotainer says quote, once vaccines become available, we know they will require temperature controlled air freight in a global distribution in very large quantities. Yes. That’s an asset, huge concern that the supply of all of that to keep it, you know, keep it at the right temperature throughout the entire transit, right. Which other industries have been, have been challenged with for years?
Greg White (00:18:26):
Well, we don’t have a shortage of that by the way. There’s not a shortage of cold storage in the industry. Some of it is being used for other purposes. And as we know, companies like lineage logistics are trying to corner the market on it. Well, fortunately other providers have come in so that we can be assured that there will be a competitive marketplace, continue to be a competitive marketplace in cold storage
Scott Luton (00:18:50):
Challenge is not, um, shortage of actual warehouse square footage. I would be more concerned based on what we’ve read about the entire culture, not just a space, but all the transit and making sure that the temperature and all those trade-offs and all that movement is all protected. And, and some of the numbers just from sheer capacity, you know, if they, um, you know, with, with, with, well, we’ll just leave it at that. Well
Greg White (00:19:18):
Challenge. Yeah, that’s right. And, and particularly a particularly cold chain committed to medical, but as we have experienced during this crisis, many people, especially when there’s money involved have been willing to adapt and, and cold chain is a very common, a very common transportation and warehousing in the food and food service industry. There’s some possibility to adapt there in as much as the, there will be a mass effort to distribute the vaccine as rapidly as possible. So it should be a relatively short lived if massive strain, at least short-lived strain on the supply chain. Yep.
Scott Luton (00:20:03):
All right. Well fascinating. The whole whole rollout, the whole, not just the development of the vaccine, but moving into distribution is going to be a story to be told for generations. Uh,
Greg White (00:20:16):
Do you ever think your kids would have a better when I was a kid than you do?
Scott Luton (00:20:19):
Oh boy, you’re right there. Uh, Claudia, welcome to the show. She says state governments, supply special fridges for temp control, vaccines, flu vaccines, and pediatrician’s office, as an example. And I expect higher demand in these units to help with local storage at medical offices. Excellent. And then Kayvon, the newly master of science, uh, uh, technical professional says supply chains should regard social anxiety as a new concern for increasing the number of distribution channels. As we have seen such externalities, that’s a word during COVID-19 good point.
Greg White (00:20:55):
Sounds like a master of science.
Scott Luton (00:20:59):
All right. So we’re going to have to wrap and, and, and, and transition from that. As we do one final walk through the headlines here, Greg, and let’s see here, this
Greg White (00:21:11):
Is kind of rapid round
Scott Luton (00:21:14):
Up. That’s right. Really quick. So first off, the grocery Wars are heating up. Now. Uh, whole foods is offering one hour pickup fulfillment pickup and, uh, 480 all of its us locations. And it’s free if you’re of course, an Amazon prime customer and you place an order at least $35. So the anti’s continue to get higher and higher in the grocery Wars. The gap closed in 50 stores. Greg, I spent a lot of time at the gap in my mall as a teenager, but by the end of 2023, they’re going to have 350 less stores. It’s a 30% drop in their overall footprint. The big big driver is they’re fleeing dying malls, unfortunately.
Greg White (00:21:59):
And both words, you can just say malls. Okay.
Scott Luton (00:22:04):
Um, and then 80% they’re projecting the 80% of their revenue, which is so male-driven for so many years, 80% of revenue by the end of 2023 is going to be non mall producing revenue. The Coca-Cola company killing 200 drink brands. That’s half of their portfolio,
Greg White (00:22:22):
Greg, whatever it takes to get rid of tab, which is one of the band brands that is being healed. Finally, the most chemically created drink on the planet. If you drink tab, and I hope you don’t find something else, I’ve never know battery cared for tab. Yeah.
Scott Luton (00:22:44):
But also the Coca-Cola is looking at their hydration line, you know, which is Powerade and all those other types of drinks removing some brands there. And they look at it as a, as a top line revenue play so they can invest more heavily in the brands that really drive revenue for the company, including Coke, zero and diet Cokes, and which big fan vans up in our household, at least. All right. So big news at, at gap, big news at whole foods, big news at Coca-Cola company. And then let’s talk about, uh, and, you know, I ha had a neat little animation here, Greg and I have completely forgotten yeah.
Greg White (00:23:18):
Look at her hair exactly where we are and all of our rambles. That is amazing. Thanks so much. All right. So,
Scott Luton (00:23:30):
Uh, you know, we’ve talked on the front end about how inventory is making a little bit of a comeback, you know, as driven by the warehousing, uh, activity, but still a lot of inventory is become tougher to restock. As we’re finding out automotive dealership, inventories are down quite a bit, paint producers are low on paint cans. How about that? Yeah. And new and replacement parts for appliances can be tough to find as we’ve learned here. Now, I think we touched last week on our dishwasher saga. It took us almost two months to get some pretty basic parts to get our dish washer back online. So interesting firsthand experiences there. And, and as we’ve alluded to dirty dishes pile up quick with three little kids here at, uh, in the Luton university at being homeschooled. So inventory is still tough to restock. And finally, Greg, you know, we’ve had ha uh, happy returns and FedEx on the show and they’ve rolled out this new partnership. They’re going to be building more of these return bars, right. Um, growing their network by 76% in terms of places that, that, uh, customers can go, consumers can go and drop off returns, making it easy to send them back. You’re going to find places this part of this rollout at Walmart’s fed more FedEx locations, malls, interestingly enough, right. Bookstores, you name it. So that’s going to be an interesting making life easier maybe for consumers. Right.
Greg White (00:24:58):
Well, I hope they’re not actually bars because people just buy stuff just to return it and go to the bar. So,
Scott Luton (00:25:06):
Uh, I, I agree with you and, and our friend,
Greg White (00:25:09):
Unlike what, um, Kohl’s is doing for Amazon, right. And, you know, um, home, home Depot, uh, lots of, of, uh, retailers have positioned that for themselves, but that’s really interesting, um, that they would take undertake that middle ground that actually is, is going to be huge cost benefit to retailers.
Scott Luton (00:25:33):
Uh, agreed. Uh, Felicia dear friend from the reverse logistics association is given some love to both happy returns and FedEx. She says, making returns easier for all those e-commerce purchases. That’s right. All right. So Greg, that is the buzz headline headline Roundup. We can never get to all the news of course industry, but we want to share some of the important developments that we’ve captured, what up next. And by the way, Stephen says, Hey, I tried to repairing our dishwasher, made it worse, man. Those things can produce some smoke,
Greg White (00:26:05):
Man, Hey, consider this though, Scott consider this possibility. And that is all of the, all of the, um, issues in terms of availability of parts could lend to 3d printing. And I think in one of our shows last week, somebody, uh, alluded to that, right? Because some of these parts are plastic. Some of them are aluminum. Some of them are very easy to duplicate and perhaps that fills the gap and starts to open the door there. I think we’re going to see some other creative doors open. Yep. Agreed.
John Holly (00:26:44):
Scott Luton (00:26:44):
That comment. Great comment. And we’ve seen, as we’ve all seen 3d printing and additive manufacturing get more and more practical and more and more relevant. Uh, so love that comment. Hey, two others real quick, Daniel Hartnett, Daniel stick around because we’re going to be sharing part of your submission after we bring on our featured guests, but he says speed. Plus new supply chain partners across end to end supply chain, where resort will result in increased risk of third parties, rushed to own board will lead to potential to minimize due diligence. Good point. And finally, Kim winner who interviewed the one only Greg white, looking forward to that dropping, I think Wednesday or Thursday of this week when they get Kim and Greg together. And you’re going to have a guaranteed exciting times. I’m looking forward to this interview. Uh, Greg. Yeah,
John Holly (00:27:32):
There may be a hot mic moment in there that prevents my run for the presidency.
Scott Luton (00:27:39):
You know, I said, uh, I got, I got to share this from Gary. Uh, Gary says about 30% of our online sales are returned, reverse logistics, part of the circular economy. Great point. All right. We’ve got as much as we want to dive deeper in those stories and with all these great comments we couldn’t get to, we’ve got to move on for sake of time because we’ve got an outstanding featured guests here on today’s show. Greg, are you cited? I am. Let’s hear it. I am too. And so repeat guests, we’ve got mr. John Holly with Holly executive services. Hey, good afternoon, John. How are you doing
John Holly (00:28:19):
Greg? Good to see you guys. Good to have you back.
Scott Luton (00:28:22):
Great to see you again. Uh, you know, we were talking pre-show, it’s probably been about a year since you last joined us and get that we were in the studio together. The last time you joined us enjoying each other’s company and camaraderie and kindred spirits. And we’re not quite there yet. It feels like it was about 18 years ago, but we will be back. And, and in the meantime, it’s great to have you here talking about a hot topic, talent across industry, but in particular supply chain talent. So, um, for folks that may have missed that first episode, John, tell us a little about yourself.
John Holly (00:28:55):
Well, I, human resources is what I’ve done. All of my professional life, be very Frank from the time that I was in college and up until now and human resources is if that’s all I do, uh, I’ve worked in the technology world. I’ve worked in the utility world. I’ve worked for food services companies, uh, for, for a manufacturer, um, nonprofit. So I’ve kind of covered the gamut in terms of sectors the work in. And so I, a couple that I can be able to kind of expose a little bit of knowledge about what’s going on in the world, people these days. And what I find to be very, uh, interesting is that, uh, even though the, the, the environment changes the people and the people issues very much similar, very much similar, some nuances, but very similar. No, what industry you go for house. So that’s doing I’m right now. I’m doing some consulting, like I said, and enjoying that.
Scott Luton (00:29:48):
Love it. All right. So Greg, we’re ready to pick his brain a little bit.
John Holly (00:29:52):
Yeah. Well, I mean, tell us a little bit about something before you did all that, by the way. I mean, give us an idea of how you kind of, I’m really interested in how you kind of shaped how you think about things. We call it worldview here, but give us a little bit of insight on that rural views. In other words, how did I get to be who I am really stuck with you or something like that? Well, you know, probably the person that has influenced me a lot in terms of how I carry myself, I interact with people. So my mother, she was a very quiet person, uh, but she was the person that in our household, really, she was the person that made decisions about what was going on. She was the one that always made things, right. Uh, but the thing that I probably got that I carry with me has been beneficial has just to be calm in bad situations, uh, because when you’re, when there’s a fire and your hair is on fire, you know, it’s chaos.
John Holly (00:30:58):
And so I’ve learned to just keep it calm, demeanor, and all of these things. I’ll give you one quick example of that. Uh, I worked for, uh, actually worked for Cox communications and in 2005, uh, I took on the role and went down in new Orleans and about four or five months into that assignment along came hurricane Katrina. And, you know, so all of a sudden, every word was something that was very much unexpected, you know, and we did a conference call with folks in the plant or who were in headquarters. And I said, you know, y’all gave me this book and you are in it. None of this is in this book. And so with some basic general direction, we make things up as we went along. But bottom line is being calm, being calm in the face of a tragedy, sometimes being calm in the face of things, just like on the ride. And I think that’s the best way to kind of go through things.
Scott Luton (00:31:57):
One quick comment on that, Greg, cause we’ve, we’ve been fortunate to have John on panels with us on the show with us when the sidebar conversations and John is as, as even, uh, even tempered calm, cool, and collected as they come. So John clearly you’re following your, your mom’s advice and model.
John Holly (00:32:16):
Oh, no doubt. No doubt. No doubt. Well, not only the demeanor, but also the voice that just calms you down. Right. Um, someone told me once they said you could probably read the telephone book and I’d feel pretty good about that. And I
Greg White (00:32:49):
Will make us feel good then John, about three or, you know, we tend to expand the list here, maybe four or five of the top kind of things. You’ve got your eyes on in talent and talent management right now. It’s very tumultuous right now, right? People coming out or force coming back into the workforce, coming into the workforce in new roles or even new industries, which we’re experiencing here in supply chain. So what do you see happening? You can make us feel Commonwealth
John Holly (00:33:20):
In, in what I’m seeing, not only in the roles that I’ve been taking on over the last few months, but also just in general and talking with some colleagues, you know, of certainly the biggest thing is working remotely, you know, working remotely as something bad, a lot of organizations had not planned for prepared for. I was shocked. There was a webinar that was over HR leaders shortly after the beginning of the pandemic. And this person will say, well, just last week we sent everybody home. So starting Monday, we’re going to start to work remotely. They said, Friday, we finally put in, you know, teams, we finally put in a system that would allow them to do that the Friday before the Monday, they’re going to start. This is when they put it in. They had not used it before. I was absolutely floored in surprise.
John Holly (00:34:05):
And this is the big organization that had not made that plan. Remote working is a thing, many people now that I talk with say, you know, when I’m looking for a new opportunity, uh, if it’s possible, I’m going to find out if I can work remotely as opposed to having to go into a facility because people are getting a little custom and adjusted to it. And that’s it, there are some jobs that can be done remotely. And, uh, certainly that is true within the supply chain world, you know, for those who are planners and those who might be no strategists or, uh, they’re involved with, uh, you know, sourcing, uh, maybe even, uh, coordinating the delivery of products, uh, they can work remotely. Most times you’ve got manufacturers, people in production plants know that they can’t work remotely. Uh, but there is a larger number of people. In fact, uh, the, the estimation is that after those pandemic, uh, about 48% of the workforce is going to be working remotely or have that,
Greg White (00:35:05):
Wow, how much was it before John,
John Holly (00:35:09):
Before it was like 30%.
Greg White (00:35:11):
So it was still, but now almost. Yeah,
John Holly (00:35:16):
Exactly. So it was happening already, but now with the pandemic, it really has kind of exploded a little bit. And people are finding that they’re able to do some things that, uh, you know, they thought they couldn’t do remotely. So it’s even expanded their main minds and thoughts about how they can do work, how they can just organize the word. So remote work is one of things, um, contingent workforce. And that’s also a thing that had been gathering steam and finding now that more employers are in fact using contingent work, as you want to contend that we’re talking about temporary workers, contract workers, people who may have, who may work, flexible schedules, um, those kinds of, or maybe just specific project work. So there’s more of that going on. And a lot of that terminology for it. Sorry, say it again. Gig economy. Is that a fair terminology for it or exactly? I actually did a presentation a few weeks ago about gig economy and the employment that happens within the gig economy. And so those are those classifications, like I said, of a part-time contract workers. There is a growing number of, because in uncertainty it helps you to feel the gap without the obligation of having to say, okay, if I don’t need this in nine months, you know, what do I do with this person? So you feel the gap with contingent workers, get the work done and you keep moving. So that’s the big,
Scott Luton (00:36:41):
Hey, real quick, John, if I can break in for a second, we’ve got a question from, uh, Dave in, uh, Davan, uh, I don’t know why that does not flow right through my lips, but David, Hey, we’re going to pose your question to John. We’re going to, we’re going to get through, uh, some of his key observations and then we’ll circle back with questions. So great question. And, uh, we see it and what we’re going to pose that to John here, after we wrap his key insights. All right. So John let’s keep driving.
John Holly (00:37:07):
Yeah. Another trend. Another thing that’s interesting is that, um, during this time again, during the pandemic in 2020, um, there has been, the employers are finding themselves becoming the safety net for employees, uh, as a social, you know, a social safety net, uh, they’re finding that employees are saying, Hey, I need help. Uh, there are, there’s an increased use of EAPs. Uh, there are more dollars being spent. There’s more time being spent now communicating by employee assistance programs for their, their work staff, because people are, are just inundated with all of the things that are going on in public. Then of course their uncertainty about their own work world that they need some help and guidance. And also is opening up things because there are times when people were, who needed EAP. They wouldn’t talk about it or even seek it out because they thought it would be held against them. But like this is impacting everybody. So I don’t have any problems raising my hand and standing up, but there aren’t organizations now they’re doing more to market and utilized or help them utilize that service so that it will be additional costs for those who provide those services. Um, there’s a number
Scott Luton (00:38:22):
When you say EAP, you’re talking about employee assistance programs, is that right?
John Holly (00:38:30):
Okay. That is correct. Great. And that kind of thing, financial financial kind of counseling can also fall under that umbrella as well on this programs. And people will find themselves without jobs or not making money. You know, so all these things are impacting them. And if an employer is interested in, it can demonstrate their investment in employees. They have to do more to communicate as well as increase the benefits sometimes for these employee assistance programs. And they’re one of the thing that comes to mind is a resilience of flexibility. And this is something that has to happen. Not only for employees as the work role has changed. Has that been for leaders as well? Even going back to the thought of remote working, there are some managers that feel very comfortable managing by site, meaningful. See, that’s half the battle. You must be doing something, but if I don’t see you, I have no idea.
John Holly (00:39:33):
And they’re very uncomfortable on certain, you know, are you putting out or you’re doing what I’m asking you to do? And so even either is have to be retrained sometimes to find ways of measuring people’s performance. So that in fact, they don’t get saddled with this uncertainty, uh, was going to be an inhibitor. I sampled was that actually worked for an organization once where the leader said, you know, I’ve walk around about five 30 and everybody’s gone. And so they met the words, started passing out to the managers and managers saying, okay, everybody needs to stay at your desk until six o’clock. Well, hell they were paying, they were playing up. You know, they were playing on the computer output. That’s important context is that say, it’s those things that are tangible, that you have to measure, not just your presence and seeing you sitting in a seat. Well put, yeah, that’s what we’ve got.
Scott Luton (00:40:32):
Greg and John, we’ve got, we’ve got a couple of comments here. One come from Gary Smith. He says here on long Island, we are seeing a huge increase in telecommuting. This is impacting the long Island railroad, which as C a, which has seen a 75% decrease in ridership and revenues while this will eventually increase a permanent drop-off is estimated up to 40%. Holy cow.
John Holly (00:40:58):
Yes. Yes. Well frankly, because long Island railroad is not a profitable venture. So in a way, I mean, maybe they find another way to make that work, you know?
Scott Luton (00:41:14):
So, um, as Greg mentioned, sometimes we cover three, sometimes four, sometimes five John, before I pose this question from, uh, Dave, into you, any other key observations, do you want to share, or can I, can I pose this question?
John Holly (00:41:27):
Yeah, go ahead and reword the question. Alright.
Scott Luton (00:41:30):
So, uh, they’ve been says, Hey, any advice for people that are trying to break into
John Holly (00:41:36):
New roles? Yeah. Understand that there is do hiring going on. If anybody goes online and looks at LinkedIn or looks at any of the other resources where they normally would go they’re file. There are jobs there, uh, as always in, particularly in this technological world that we’re in, there’s a lot of competition for it, but in terms of breaking into new roles, you just have to know, go ahead and put your hat in the ring. If there’s somebody who is saying, well, you know, I’m doing this particular job and this is what I’ve been doing historically, but I want to go over and do this. What they’ve got to be able to demonstrate in their communications work, the recruiters or hiring managers is what skill set that they have, that they now can bridge to this new role. And oftentimes I tell people, as they’re looking at new roles, clearly look at the job description.
John Holly (00:42:24):
We’ll listen to whatever these hiring managers or folks are saying and be able to demonstrate to them how you are able to link that. You know, if you’ve been a good this, but you need to be a good, uh, that you need to be able to demonstrate how you can do that, uh, skills and people have what you you’d be surprised at how much, uh, knowledge and skills that you have that is transferable, but you hadn’t thought about it because you’re just doing it. You just have to be able to map that to whatever those new role is.
Scott Luton (00:42:53):
Excellent point. Hey, John, I want to get you to speak to something for a second. Uh, and Martin for, I want to welcome in, uh, pink cause who is an ex air force logistician. Uh, hopefully this finds you well tuned in from India via LinkedIn. Great to have you. Hey, um, so we interviewed a senior HR executive from a, uh, a manufacturer in the upstate of South Carolina. And one of the things that she’s shared Kelly Shaw with Proterra is, uh, uh, from a show a month or two ago, one of the things that she shared that really resonated with so many folks is as a HR leader, her one of her, one of the biggest role she embraces is make sure that when they’re meeting with executives and it was meetings and planning this and planning that, that the family, the workers, and the families behind the numbers and Obama numbers are represented. And that they’re not just looked at as numbers. John, you strike me as someone that would probably, uh, really value that element of HR leadership. Can you speak to that if you would
John Holly (00:43:52):
Very much. So the people have to understand that even though the person that is coming to work as part of your workforce is that individual, but he or she is being influenced by the environment outside of those walls or outside of that organization. And so you’ve gotta be mindful of it. Uh, you can’t let it drive necessarily your business, but you have to be aware of, of situations. Um, I’ll give you an example, which goes, well actually way back where I was working in an organization. And they said that, uh, the president said, okay, we’re going to have a staff meeting starting at seven 30 in the morning. And I said, that’s good. I won’t be there because I got kids off. You know, I may be here by eight o’clock and so just count me out. So kiss me up when I get there, he thought about it because he was someone who was driven by work and he had no kids.
John Holly (00:44:44):
He had a dog that he had a dog is not the closest he get. And he, uh, he didn’t understand that dynamic of, and there were probably other people around the table that had that same situation as I am. And, uh, but he was not, but he backed up. He said, you know, I think about that. And so he actually changed and moved it to a later time, you know, just because of that observation and that assertion. And that was very serious. I was not going to be there at seven 30. You know, I could have probably made a lot of different rains missing, changed life and all that kind of stuff, but it was, it was just not going to be logical to do so. So leaders have to be mindful that they have people who have families. It become much more pronounced, particularly during this time when kids are in school or they’re not in school, they’re actually doing school virtually.
John Holly (00:45:36):
They’re doing you. Like for me, I had someone doing the homework in the other room. And so what do you do? You know, how you can, I, where do I go? What can I go back into the office? Um, you know, when I’m having a conference call, I have in mind for the fact that I might have interruptions a love, the commercial that’s there’s recently come out and I forget who’s is now where the sky is making presentations as board and the kids are all around. They’re playing that’s people’s reality. And so as leaders, you have to be mindful that the person that is there to do the work that you’re going to have them do, um, still has all these other things that they’ve got to be responsible for. And of course, works out to be mindful that they too have to manage their lives so that in fact they can do the work then and do it. Well, some people don’t like me, I like doing work like late at night. Uh, and so therefore if you’re giving me something, if I don’t get treated in a day, probably nine or 10 o’clock at night, and they get an email or maybe one or two o’clock in the morning, you get an email,
Scott Luton (00:46:39):
Hey, we all, we all work differently. We all have different situations and different family concerns. Excellent point, John, I appreciate you sharing that example. Hey Greg, I’m going to share a couple of comments and then we’re going to make sure our audience knows how to connect with John. And I’m sure you’ve got a couple last things you want, you want to share with John T squared says teleworking is a necessary evil, and should be availed as such. Uh, Stephen says good point, John. I think he was talking about how you got to really get creative with finding the skills that are relevant. I think is what he was saying. There, Greg actually helped me personally by finding activities and skill and the jobs I have done without realizing it. Nice, stay high five Greg, as job, my friend and, um, Mike Avra makes a great point. Look for a career partner, not simply an employer. And then one final one from Rob. I feel this is highlighting
John Holly (00:47:30):
The importance of a great business culture. All right. So John and Greg y’all get the final word. All right. I agree wholeheartedly. Like I said, in organizations, the culture that you develop and that is now evolving, uh, is going to be the thing that distinguishes you from other employers, uh, and employees are going to be looking and seeing, do I want to go there I go here. And so what you do want to be is that employer of choice. And so the things that you do that demonstrate that, uh, that’s going to have you, uh, be out in front of the pack in terms of attracting and keeping good people, Greg,
Greg White (00:48:06):
I, you know, I continue to be amazed by the fact that, uh, you know, the statistics that John just quoted that big companies were not prepared to have people work remotely. And frankly, that’s probably my own ignorance because I’ve been working remotely since 2000. Right. And, um, and I just, I guess I just didn’t realize what a foreign concept that was to so many companies, but I’m glad if there’s anything in there actually are a number of good things that have come from this seismic societal disruption. It is that recognition that you can do certain jobs from anywhere. And frankly, some of those jobs are better done. I mean, I have a, I have a daughter who is essential. She’s been going to work every single day since COVID started. They had someone pass at her workplace and they did not, they did not cease to continue to go to work every single day.
Greg White (00:49:03):
So, uh, and then I have another who sells technology and she was going to the office, um, and quite productive in a really, of course you can imagine it was one of those startup environments where everybody’s yelling, riding skateboards and having a lot of fun and really energizing. But she, uh, she has actually excelled at her job by working remotely. Uh, I still do some things like zoom calls and whatnot to do that jazzy enough thing, but they’ve actually done it. I and Scott, you know, you and I both are, we prefer to work in person. Right. Um, and yet I see an incredible value in doing that and the value is substantial, but John, one thing you pointed out that I think is really important is companies are going to save 25 to $105 a square foot on, on a space because another huge chunk of their workforce is going to be working from outside the office. But that doesn’t mean that money goes to the bottom line because as you stated, that means that it will be spent on other things like team building activities and EAPs and whatnot that are going to keep people healthy and engaged with the entity. So, you know, it’s not, it’s not, we just turn off the office, we have to turn off the office and turn on some additional, uh, capabilities or services, the employees and team
Scott Luton (00:50:29):
Excellent point and, you know, going back, um, you know, the heart of our, our business here is bringing people around a table to have dialogue and talk with each other and connect with each other. And as, as, as much as you can do that remotely, it certainly doesn’t replace the real thing. And that’s the most rewarding part of this journey. So we can’t wait to get back into a brand new studio and John reconnecting with you again in person, and maybe even breaking some bread after we’re done. But John, thanks so much for your time.
Greg White (00:50:57):
Scott Luton (00:51:00):
Our audience can connect with you. So, so we’ve got your LinkedIn profile, I think, in the show notes. And it’d be great to have folks connect with you that way, but how, how can folks connect with you?
Greg White (00:51:10):
Yeah, I mean, that’s one of the key ways of getting to me is through the link in a link through email. It’s very simple. This John G as in good Holly, H O Y at Gmail
Scott Luton (00:51:22):
Outstanding. And that’s a capital G for sure. I love your perspective, John, and great to have you here again, we’ve been talking with John Holly with Holly executive services, John, hope to reconnect with you again real soon. Thanks so much.
Greg White (00:51:34):
All right. Thank you so much. Thank you guys.
Scott Luton (00:51:40):
You know, Greg, I love that conversation. Uh, John and Kelly Shive or two of the folks that, that they’ve just got that steady perspective that communicates, Hey, I’m a great resource. Let me help you. You know, and, and that he’s got that space beyond the expertise. There’s something around that personality that this position that really in, in a really challenging business environment, whether it’s 20, 20 or, or, or other years you’ve got to have folks like that at your disposal, right?
Greg White (00:52:12):
Yeah. Well, I mean, we know John, so we already knew that, but I’m glad that, that our community got to see that. I think honestly, aside from what John said, which was a really different take on talent, talent management and the challenges that this new work environment has, has created the way he says it, as I said, so level the way he says it makes me feel bad.
Scott Luton (00:52:36):
Yeah, absolutely. And it’s real, it’s a real, I know we’re, we’re kind of laughing about it, but it’s a real thing. Yeah. Um, so Jaymin, Hey, uh, Hey, better, late than never. Great to have you here. Part livestream. Jaymin is our co-host for logistics and beyond one of the nicest folks you’re going to meet. He says he’s gotten more creative in how he stays connected with people instead of simply only relying on, Oh, I’ll wait until I see him.
Greg White (00:53:01):
Yeah. Excellent point. You gotta be deliberate and intentional takes on a whole new meaning now. Doesn’t it
Scott Luton (00:53:05):
Agreed. All right. So, uh, hope you all enjoyed John’s appearance as much as, as we did, as much as we, we certainly thought that that, uh, he would resonate in his, his point of view, but let’s, we want to share one other point of view with our audience here today. So, uh, if this, there we go. All right. So Daniel who still may be with, I know he was, he was part of the earlier stream. So Daniel, Greg was the first individual. He’s going to go down and record books that shared his POV via that new recorder. We’ve got, we’ll touch on that in a second. So, you know, the question we threw out there, Greg was, Hey, what, what in global supply chain is not getting enough visibility? So part, this is I’m taking an excerpt. This was a nice, fully well thought out, uh, share with us. He said, quote, one area that I think needs, uh, I think there’s a need of re-evaluation and a closer look is the evolving role and nature of supply chain, risk management, skirmish, uh, his new nickname, new, uh, acronym now through skirt is not a new concept that emerged with COVID-19, but it has taken on a new meaning and importance since the pandemic first appeared. And, and Greg, of course, that falls right in line with dozens of conversations that we’ve we’ve we’ve had. Right.
Greg White (00:54:26):
Yeah. It’s hard to overstate the way I feel about supply chain as a risk management task. Right. Um, but yeah, absolutely. I think we’ve too, we have for too long, uh, focused on our belief that we can somehow preempt predict and preempt trouble and do so with a minimum of costs. Yeah. Right. It is possible to balance these things, but risk risk management has to be first there’s one job in the supply chain. One job, get the product to the customer, right. End of discussion.
Scott Luton (00:55:10):
Well, you know, there, there’s going to be an entire, we’ve already seen companies are hiring chief risk management officers, the true discipline and science of risk management are folks. When they hear that phrase, they’re thinking a whole new component. Um, and I think that’s going to be one of the silver linings is Daniel’s kind of speaking to, you know, of the year that is 2020. So, um, great. A Daniel, thanks for taking the time to submit your POV. You know, we’re going to be using the, uh, this feedback. We get a number of different ways we might put together kind of a podcast featuring a variety of these voices. We’re going to try to feature in the live streams. We’re going to try to build out a page and have them, uh, as a library for, for some of our web visitors there. But Hey, it takes great thought leaders to share that want to share their voice. And thanks for being the lead off batter, uh, Daniel Hartnett, thanks so much.
Greg White (00:56:01):
And as you prefer, right, that is right. Look like it matters what you say, right. And why do I think that picture could be from like his, why do I imagine I’ve never met Daniel, but since it’s black and white and you know, dark shirt, do you think that could be like his high school yearbook in 67 or something
Scott Luton (00:56:26):
We’ll have to get him to weigh in? I don’t know. Um, uh, but Mike, Eva says, Greg, so this, this resonates with me. I miss the daily commute that Stephan Mt. Used to give me a chance. Uh, Oh, I guess he’s speaking to Stephen. I missed the daily commute. Used to give me a chance to thinking quiet or decompress after work. Mike, I gotta agree with you a hundred percent. Yep. We have a, um, independent on the traffic. The middle, the time we leave, we’re 50 miles to the studio from where we live. And that morning, early morning commute. When I left the house at five 30 and I’d have, you know, an hour, hour and some change to really work, just sit in silence, sometimes the radio off thinking through some of the challenges that we all have. And then to your point, decompressing after work. Absolutely. Uh, when you could, you know, put the phone down, uh, and, and just disconnect and deep decompressed before you hit home and you got three kids yeah. Hug and give some attention to you, right, Greg?
Greg White (00:57:22):
Yeah. I mean, I think you have to make conscious time for that even. So, I mean, I’ve for absolutely forced myself to do it. Right. I’ve forced myself to eat breakfast and do a little bit tiny, little bit of workout and then to, and then to sit down and contemplate things with no electronics on. Yeah.
Scott Luton (00:57:44):
Yes. That’s key. No electronics. Well, Hey, if you want to share your voice, just like a Daniel Hartnett did, uh, again, there’s a little black tab on the right hand side of our main page of our website. Soon, there’s gonna be a dedicated page, but right now this is what it looks like. Go there. I think I’ll ask for is your name and email address. So we know who it’s coming from and you can record up to, I think, five minutes of your perspective and your voice. And we’d love to hear from you. So y’all check that out. Um, Greg, we’re going to start wrapping up as much as it stinks. I love the comments. Love John Holly’s perspective is here today. You dropped some golden dimes as always Greg, no shortage of stories that, uh, that are taking place. But Hey, this week, the time we’ve been, we’ve been talking about this event forever is taking place this Wednesday, it’s free. Y’all go sign up. The link is in the show notes. We’re gonna be featuring Elba and Anya they’re, uh, equity advocates in fortune 500 companies. And they’re moving the needle to create opportunities for all. And we’re going to dive into that. We’re gonna dive into their experiences, but Greg, hence the title stand up and sound off. Our audience is gonna, is going to have equal time to weigh in as well. Right?
Greg White (00:58:54):
Join this thing because it’s not, um, it’s not uncomfortable or confrontational at all. It’s totally uplifting, right? No matter what, whether you’re someone who can help or whether you’re someone who needs help, these have universally every one of these sessions that I’ve been at have been unbelievably uplifting. They create a lot of understanding and openness and resolution, frankly, at least the opportunity to move forward. So yeah, join us
Scott Luton (00:59:26):
This, you can grab it over your lunch break. You don’t need to bring anything but your voice. So join us this Wednesday and Thursday, Greg, we’ve got the latest and greatest live stream, all about freight with two folks that know it. Uh, Bobby Holland or us bank, we’re gonna be talking about their freight payment index and their findings from third quarter and Eric Olson. Who’s with TQL. One of the most respected names in freight. Who’s going to be giving us that practitioner level insight,
Greg White (00:59:54):
Right? Right. Erickson, total quality logistics. We already know he’s got a great personality and a ton of knowledge. I don’t know if everybody else does, but I wait for this every quarter, especially now, right. Especially with what’s going on. Now. This is a look back that gives us the ability to have a look forward. Um, and Bobby and his team always bring it in terms of fantastic data, fantastic analysis. They break it down factually into what happened and why. And that gives us a great opportunity to figure out what’s coming and, and why and where. Yeah. I don’t know. I love this
Scott Luton (01:00:34):
Added to, uh, we may not talk about Mac and cheese and pro wrestling this go round.
Greg White (01:00:39):
So because Eric’s not a pro wrestling fan, but I feel like there is a fandom or two out there that he might share. Yeah.
Scott Luton (01:00:47):
Uh, y’all join us and want a wrap on this. Hey, it’s all about powering the voice of supply chain. That’s what we do. We take that role very seriously. Whether it’s voices like John, that you heard today, an expert in all things, HR and workforce and leadership for that matter, or it’s some of the voices we’ve heard from the comments or from the submissions, or, you know, you name it folks out, making it happen in global supply chain. And we not only are we so grateful for all that you do day in and day out, but we appreciate you taking time to share your POV, your insights, your perspective with our team here, whether it’s some live streams or somebody other episodes, but Greg, it is that’s, that’s the most rewarding part of this whole journey. At least for me,
Greg White (01:01:28):
I love that supply chain has, has a seat at the table. As you’ve been saying, we’ve been talking about leading up to that. I love that there’s a seat at the table. It’s right near the head of the table now. And it is as finally as it should be. So we’re proud to be the voice for, and of the supply chain.
Scott Luton (01:01:48):
Well put, well, put Mike says nature, boy, Ric flair, going back to our wrestling, wrestling analysis. Uh, good stuff there, Mike. Great to see you. Uh, pray tic says, Hey, great thought of leaving behind electronics and taking some time for refreshing one ma one’s mind completely worth the efforts. I completely,
Greg White (01:02:09):
I agree. I am disciplined. It’s that? I have to have that those few small disciplines that allow me to do those things otherwise, as you can
Scott Luton (01:02:20):
Imagine, dang, I get a little distracted, uh, so much good stuff. Well, a big thing to John Holly, a big thanks to clay and Amanda behind the scenes, a big thanks to all the folks that showed up and shared their, uh, your perspective and your insights. Great episode, Greg. Yeah. I’m glad to see. Uh, I’m glad to see all these folks joining us. It’s crazy. It’s, it’s a whirlwind every week and I love it when we see new names and faces out there. Agreed and big. Thanks for the, the con feedback, dr. Uh, is it V S you think the Shaw appreciate you charming in and participating with us here today? Hey, thanks to everybody. Hopefully you all enjoy the conversation and the dialogue as much as we have. We’ll see you next time. Hey, but before we go, do good, give forward and be the change that’s needed. And on that note, we’ll see you next time here on supply chain. Now the
Would you rather watch the show in action? Watch as Scott and Greg welcome John Holly to Supply Chain Now through our YouTube channel.
John Holly is a lifelong human resources professional. John is a BBA graduate of Clark College (known now as Clark Atlanta University). Also, he is a graduate of the 67th session of the Harvard Business School Program for Management Development. John had a long tenure with Georgia Power and its parent company, The Southern Company, before moving into the foodservices industry working for companies such as AFC Enterprises, parent company to a number of iconic foodservices brands. While at AFC Enterprises, John received the 1999 AFC Spirit Award. His last role there was a Vice-President of People Services for the Cinnabon brand. From 2005 through 2016, John was a human resources leader with Cox Communications. While there he provided HR leadership during the devastation of Hurricane Katrina and the subsequent successful recovery of that system. After Cox, John joined Kumho Tire Group (tire manufacturer in Macon, GA), serving as Deputy Chief People Officer. At Kumho, John and the team revised the employee handbook, guided the development of a salary and compensation system, improved the training process, and worked on labor relations issues.
Presently John is an Executive Human Resources Consultant. In 2019 he led the successful placement process for the inaugural Executive Director for an Atlanta non-profit organization. Presently he is an interim Human Resources Director for a client in addition to other HR projects.
Greg White is a host and principal of Supply Chain Now. Greg is a founder, CEO, board director and advisor in B2B technology with multiple successful exits. He recently joined Trefoil Advisory as a Partner to further their vision of stronger companies by delivering practical solutions to the highest-stakes challenges. Prior to Trefoil, Greg served as CEO at Curo, a field service management solution most notably used by Amazon to direct their fulfillment center deployment workforce. Greg is most known for founding Blue Ridge Solutions and served as President & CEO for the Gartner Magic Quadrant Leader of cloud-native supply chain applications that balance inventory with customer demand. Greg has also held leadership roles with Servigistics, and E3 Corporation, where he pioneered their cloud supply chain offering in 1998. In addition to his work at Supply Chain Now and Trefoil, rapidly-growing companies leverage Greg as an independent board director and advisor for his experience building disruptive B2B technology and supply chain companies widely recognized as industry leaders. He’s an insightful visionary who helps companies rapidly align vision, team, market, messaging, product, and intellectual property to accelerate value creation. Greg guides founders, investors and leadership teams to create breakthroughs that gain market exposure and momentum, and increase company esteem and valuation. Learn more about Trefoil Advisory: www.trefoiladvisory.com
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