Supply Chain Now Episode 491

How did one of the most successful supply chain technology companies get started? In this episode of Supply Chain is Boring, powered by Supply Chain Now, host Chris Barnes sits down with industry veteran Duncan Klett to learn about his career and why he started Kinaxis.

What you might learn:

The three rules of business:

    • First rule of business is to stay in business
    • Second rule of business is cash is king
    • Third rule of business is the customer is always right

Chris Barnes (00:06):

Hey, it’s Chris. The supply chain doctor and host of supply chain is boring, where we provide insight into the history of supply chain management and expose you to some of the industry’s thought leaders and driving forces. In this episode, we sat down with industry veteran Dunkin clit to learn more about his career and why he started can access one of the great supply chain technology companies. It all sounds pretty boring. So let’s see if Duncan can prove me wrong Duncan. Thanks again for investing time with me to hear about your career and learn about your perspectives on supply chain management.

Duncan Klett (00:40):

Well, Chris, thank you for inviting me and letting me talk. And I’m looking forward to this session.

Chris Barnes (00:45):

You’re a co-founder with a major supply chain company can access and I look forward to learning more about the start development and the, even the current status of the organization, but Dunkin for now let’s, let’s learn a little bit about you. You’re you’re from Canada, you attended the university of British Columbia and you studied electrical engineering. So, so tell us a little bit about why you chose that organization. Why you studied engineering.

Duncan Klett (01:08):

I grew up in Vancouver, BC, and actually grew up fairly close to the UBC campus. So I don’t know, two or three miles away in those days. You basic, well, everybody from my high school that went to university, almost everybody went to UBC. There was really no choice. I guess I had a few friends who went to med school other than UBC, but almost everybody that from that school went to UBC. So it was a no brainer to go to UBC in terms of engineering. I love understanding how things are made and how things go together and how things work. And like, even as a, as a little kid, I used to like taking things apart and hopefully put them back together again with no pieces left on the table when you were done. So yeah, engineering was also kind of a no-brainer um, I liked math and sciences. Well, and so yeah, building things, understanding how things work, good place to go

Chris Barnes (02:02):

Now was electrical engineering. Was that computer related engineering or,

Duncan Klett (02:06):

Well, you’ve got to remember. I started UBC, I think in 1970. So I did electrical engineering. A lot of it was computer science. So starting from Nan Gates, Nora Gates, flip flops and stuff like that. And transistors, even to theory, I think we did a little bit of that and then it rapidly read in led into, uh, computer science. Although I guess there was a computer science faculty UVC at the time, but I was really interested in the nuts and bolts of things, how things really work. So I stayed in engineering and, but did a lot of programming and computer science type stuff as well.

Chris Barnes (02:42):

Okay. Yeah, because now I know computer science is its own study, but a lot of times it originates out of electrical engineering. What was your first job out of university?

Duncan Klett (02:50):

First job at a university was Belvoir and the research, which is kind of like bell labs that you’d be familiar with part of Northern telecom and Canada developed the, uh, telephone systems that bell Canada used and then Nortel sold off to other parts of the world. It was a center, it was almost like a, another grad school. Its offices in Ottawa is like another grad school. You could go there and do some really interesting things. And it was also a real focus on high-performance time systems and high reliability. So if I remember correctly, the spec for telephone systems was two hours downtime in 40 years. So hugely, highly reliable systems. And of course you expect dial tone. And there’s a, there was a spec on that too. I think you had to get dial tone within three seconds. So as we computerized the telephone network went from the old storage or rotary switches to computers driving the whole system. That’s what I was involved in the real-time grounding as a kid out of school, it was a great place to be, uh, doing lots of interesting things and learning lots about real systems.

Chris Barnes (04:01):

Yeah. I even remember, I think in the States you mentioned the bell labs, that was a popular think tank. And a lot of, a lot of thought leaders came out of that organization. At least in the, as I say in the store,

Duncan Klett (04:11):

I actually had an opportunity to visit the, uh, bell labs headquarters, Murray Hill, New Jersey, I guess that is, it’s now a part of, I guess it’s now part of Nokia. That’s gone to bell loosen all Alcatel loosen and now Nokia, but walking the halls there and seeing the pictures on the wall of the inventors of transistors, like Schottky and people like that, it’s almost a religious experience. Actually.

Chris Barnes (04:37):

I hear you like to put things together, create, I guess, create systems concepts. And so that, that links us into can axis that you started in what, 1984, or you were the founder, where did the idea come from and tell me about how that all started.

Duncan Klett (04:50):

The three of us who started the company were all at Mitel and they made PBX telephone equipment, but also did the chips that gave it unique performance and capabilities. And so we were on the design automation side of the organization. So helping our chip designers primarily develop new technologies. Yeah. So that’s, that’s really started from, we also had responsibility for running the company’s MRP system at the time. This is before outsourcing, remember 84, eight Mitel had its own manufacturing operations and right, uh, installing MRP system. And it ran about 40 hours. So he’d run it once a week on the weekend and hope that it ran successfully and that the results made sense and were usable otherwise typically about once a month on average, it was a problem with the MRP and therefore had to make a decision. Do we rerun MRP for two days and shut transactions on the floor while it’s running?

Duncan Klett (05:50):

Or do we run off of last week’s box of paper? Uh, neither was terribly attracted at the same time, one of the other founders. So I wasn’t the founding president of the vomit president was my car, but he came up with the idea that we hadn’t found a piece of hardware that ran logic simulation about a thousand times faster than we could run it on our deck faxes, which will definitely date me. And so the idea was maybe we could make a piece of hardware that we could run MRP in less than five minutes with that idea, we started a company and there half we went. So it was all about giving interactivity interaction to planners and let them really plan rather than just following the instructions on the piece of broad computer printout that came to them.

Chris Barnes (06:33):

So it sounds like just always, always looking for kind of continuous improvement. You talked about the MRP systems and making them making them better.

Duncan Klett (06:41):

Yeah. So it started with running it fast, so you could run multiple sessions and learn from it, uh, and, and therefore do better. So you can iterate as the company continued to grow and expand our foot print, we’ve added a user interface. We moved in all of the cloud. Uh, well, in fact, we rewrote it all for the cloud and, and use your interface and added more functionality, full level paving and availability, date calculations, and, uh, what we call a automated sourcing intelligence to help sort out the best path of supply to get, to get that of satisfy customer demand from all the variables, various courses that might be available to a very complicated supply network, but making it interactive and do a better job.

Chris Barnes (07:30):

Was your, what was your role then? Were you a, uh, just a thought leader, a business leader, a programmer, or,

Duncan Klett (07:36):

Well, when you start a company with, with three of us, like the day we started English, August 5th or something like that, 1984, the three of us sat around a card table in the classic basement office rental suite and sort of said, what are we done now? And if we weren’t working, nothing was happening because it was just three of us. And so you, you do everything you do what has to be done, right. Uh, so you do some design, I guess when it first started, I was doing what would now be called product management and some of the architectural design. Um, the other founder, John peacock around development. Mike was primarily responsible for, for sales in January, getting revenue as a startup in January and cash, I guess, as a startup. Um, and so I ran some operations. I had some design activity, uh, some architectural stuff, and then that’s, that’s evolved. I’ve done different things for a little while. I was chief operating our chief when it was at a managing director. I was for a little while, while we were looking for a new president, had done lots of different things in the company.

Chris Barnes (08:38):

And you’re still, you’re still fairly active. I mean, how long has it been? 30, 40 years?

Duncan Klett (08:42):

Well, it’s three 30. Well, it was 36 years. So a little more than 36 years now that I’ve been with the company. Yeah. I’ve done lots of things. So what I love about can access and what I do is I get to solve, understand what’s going on, meet and work with some great people, uh, both internally and with our customers and partners. And, uh, yeah, it’s still fun. So what else would I do?

Chris Barnes (09:08):

Sure. And I seen some of your taglines or things. Your bio is that you’re a can access fellow and a rapid response master. So w what are those, what do those mean? Is that just marketing or,

Duncan Klett (09:21):

Well, they can access fellow is like a university fellow or a bell labs has fellows or had fellows in my case. I think it means on my manageable. So I I’ve been with the organization long enough. And I guess people trust me to do, I’ll say the right thing. So I’m in the strategy team, but I do what I feel is most important, which oftentimes is responding to requests from others and helping others out. So helping people understand how to use the product, helping people understand what it does, helping potential customers understand what they could do with it, not too many sales opportunities. I get directly involved with that a few and again, involved with deployment project. So I live deep in the weeds of the product. And then as I learned what people want to do or could do, I take that back to product management and product development and help the fulfillment of those ideas. If you like, uh, verify that they actually solved the problem and therefore keep in touch with development and then help roll it out to the field that help our field people understand what these new functionalities do and how to use them

Chris Barnes (10:30):

Duncan. Let’s go back again. Back to the beginning, who was the, who was the first company? The first customer

Duncan Klett (10:35):

First customer was Nortel. So remember we were making hardware. The first thing we did was hardware. So it was a five, uh, five, six foot rock, a six foot rock, two of them side by side. So think of a French door, fridge, big fridge, full of full of gear, and a at the bottom of each of those two rocks was a air blower to keep it all cool, which I tease it would is only slightly smaller than what you see in a regional jet in terms of the amount of air flow that’s overstating, but it moved a lot of air and it was actually quite noisy and that connected to many computer and a terminal. And so I’ve never been able to verify this, but we were selling those at about six or 700,000 new S dollars each. And I’m pretty sure that would make the world’s most expensive personal computer because one person could use this thing at a time. And it had, uh, well, 16 rocks and processors and memory. I think it had 156 megabytes of Ram in it, which at that time it was huge. Of course there’s nothing now. So that did that answer the question? I think I went off to the side.

Chris Barnes (11:43):

No, no, that’s good. Any, any lessons learned from, you know, as you grew the business or interesting stories, great successes.

Duncan Klett (11:51):

I think one of the things we all learned, and, and I think you sort of know it, everybody knows it, but it doesn’t hurt to re to repeat it. And that is the first rule of business is to stay in business. So you’ve got to have enough cash to do things like meeting payroll and pay the rent. And at times that’s a challenge when, uh, when you’re selling a big piece of gear like that, it takes a long time to get it closed. I think the original Nortel contract had 26 different signatures on it. And if you think working a contract to an organization takes a week, a signature, well, there’s a half a year gone, right. And just, and that’s from when it’s, when it it’s a done deal until it’s a done deal is half a year. That can be challenging in terms of cash.

Duncan Klett (12:34):

Uh, we actually tracked our daily cash projections and projected out our daily cash requirements. So cash is King is, is the other, uh, another learning. And then the third one I’d say is the customer is always right, the customer, and it may need a little bit of reeducation, I’ll say, but ultimately it’s the customer that drives the business. We’ve always had a very customer intimate business model where we really work closely with the customer, understand what their business is, understand what their needs are and really help them get value and be successful. And that personally gives me a huge amount of pleasure. When I see that a customer is able to do something that they were never able to do before, or find a situation that they can solve. In first time, they look at data and rapid response, they see something they didn’t expect, and they can send an email or get on the phone or whatever, and, and solve a million dollar problem just like that, because they were able to see the impact of something and take advantage of that, which they never knew the court,

Chris Barnes (13:40):

New ideas and new ways of doing things. Yeah. So rapid response, you’ve said that a couple of times, what is, what does that represent to you?

Duncan Klett (13:48):

Well, rapid responses is our product. A single model of your entire supply chain is as much data as you can get from your own organization, from your customers, your customers, customers, your suppliers, your suppliers, suppliers, load that into rapid response. It all lives in memory. It’s always in memory. It’s not like a system that loads data into memory runs its batch job and shuts down again. It’s, it’s always there. It’s always on. And as the data changes, it recalculates automatically. And keep gives you a view of exactly the state of your supply chain. Plus, we have something else which is as far as I know, really unique and in the database world and that’s built in versioning. So we don’t have, well, we have one version of the truth that we have multiple one versions of the truth in the sense that you can create a child scenario off of any other scenario.

Duncan Klett (14:44):

And then you can go change data as much as you want. So that’s a private scenario. You can change any data that you want to simulate the impact of that change or those changes, and, uh, see what it does to your supply chain. So we have customers that keep snapshot. So what was the plan last week? What was the plan the week before that? And then they also do contingency planning with it to say, well, what if this supply disappears? So then you can shut off a part source, see what that does to your availability of custom orders and things like that. Uh, so hugely powerful system and we don’t store all the data. We only store the changes. So it’s very efficient in terms of how much memory it takes, how long it takes to load up and things because of the way we do our multi version, multi scenario database,

Chris Barnes (15:32):

It sounds almost like a modeling simulation tool, correct?

Duncan Klett (15:37):

Well, it is right. That is what it is. Now. It happens to run the current planet. He liked the company operating Glenn is more like your normal system. The more you say, you know, what’s going on to do whatever recommendations would it be actions, things like that. There’s an understanding,

Chris Barnes (15:58):

Looking to the future Duncan. What if you had to start another company, what would you be looking at?

Duncan Klett (16:03):

Good question. So I would say I actually listened to, uh, bill Gates, bill Gates, uh, interview, uh, yesterday. And he commented that if you start a company, you’d really better love what you’re doing, because there are going to be times when it’s tough. And if you don’t love what you’re doing, you do in any same person to do something else. So, uh, I’d say that’s the first thing is, is find something that you love doing and then stick at it. As I said, the first rule of business is to stay in business. So if you decide that it’s not going where you want it to be going, figure out what you like, figure out what’s fun, maybe do a pivot to, towards that. There’s a better market opportunity, but it still has to be something that you enjoy doing in terms of supply chain, specifically, boy, there’s lots going on in the complexity of company.

Duncan Klett (16:55):

So I remember when we were at my tail, HP had $4 billion in revenue and people just shook their heads and said, wow, what, what a huge company now, 4 billion in revenue hardly raises an eyebrow, right? Like you’re talking 40 or more billion dollars in revenue for a company that is significant. I would say. So part of that I guess is inflation. But part of that is the complexity and the scope of products and the scale of the market that people are able to address. So back to supply chain, how can we help people manage their supply chains with another order of magnitude increase in the data volumes and complexity of what they’re trying to do? Uh, every company is similar but different. So every company I say, well, every successful company at least has some aspect of either their product or their market or their processes that lets them stay in business.

Duncan Klett (17:56):

And so you have to satisfy that unique requirement for each company, uh, as they magnified by Apple by, by, by 10 X. Uh, so I think that’s the challenge in supply chain, uh, what tools will be needed to do that will clearly you can’t just keeping, keep throwing more and more people at every problem. So computers are involved more and more, the need is there to automate more and more. So you can automate 80, 90% of the supply chain transactions. That means that your people can get five to 10 X more value, uh, from the time they spend on doing something themselves, such huge. So I think automating, uh, activities, connecting the links. So one of the things that I’ve been promoting a lot of late, but I’ve had it in the back of my head for a long time, is that managing a supply chain?

Duncan Klett (18:52):

We should be thinking of that as a control system. So in engineering, an awful lot in engineering curriculum, curriculum deals with, uh, control systems, uh, the math to understand how to manipulate and optimize those things. But a lot of it deals with control theory. And one of the big aspects of control systems is delays. So every control system pretty much has a, has a feedback loop. So if you think of your cruise control in your car, it’s sampling the speed and adjusting the throttle thousand times or more a second. And that they, that keeps it pretty smooth speed and it works pretty well. If you think about it for just a second, if the cruise control only adjusted that throttle, once every minute, it would not be a smooth ride at all. It’d be over accelerating and then slowing down and then speeding up because it would have no way of, it would have no way of responding to the changes of up and down the Hills around curves and things like that that would slow you down.

Duncan Klett (19:51):

And so it would overreact, or it would be so slow in responding that you would just not be happy either. So supply chain management, I believe is the same thing. So if you’ve got six or seven layers of companies involved and different processes, like SNOP MPS, production planning, distribution, planning, each of these being different modules that runs sequentially, each company adds a huge amount of time delay plus there’s transit times and shipping times and production times or lead times. So there’s huge delays throughout the supply chain. So is there any wonder that we have a bullwhip effect again, think of the guru’s control? How well that would not work if it was adjusting the throttle once a minute. So whatever we can do to take time, take delay out of the system. Uh, again, con uh, control theory has talked a lot about having a model of the system.

Duncan Klett (20:49):

And especially when the system takes a while to respond. If you have a model of this system, you can estimate what the system would do to your change in controls or change and changes in inputs, and therefore predict what’s going to happen and adjust its controls accordingly. And therefore it gives stability and better response to the systems. So that is what rapid response does. We are a digital twin or digital model of your entire supply chain. So we tell you what’s likely to happen when you do these changes and therefore what actions your partner should be taking, et cetera, et cetera. So ripple the change up and down the entire supply chain is close to entertain, honestly, as possible so that everybody reacts at the same time and therefore takes delay out and adds stability and resiliency, agility to your supply chain. So that’s some of the things that people could be looking at.

Chris Barnes (21:37):

I know that you’ve given me another idea, Dunkin it’s, you know, a lot of the cars now in the States, they have this, uh, I don’t know what it’s called, but they have the lane assist and the main keeping land keeping, and, and you put the cruise control on, and it, it lets you know, how close you are to the car ahead of you. It slows down. And the job,

Duncan Klett (21:53):

The automatic cruise control as is as again, another enhancement, because it’s got additional sensors and additional elements going into the control and it’s expanded now. So with the cruise control and the lane keeping assist and the proximity detection, it’s now controlling, not just throttle, but also, uh, brakes and steering it’s extended. What is, what is managing? And it makes driving like a lot more relaxing. I I’m amazed at when I turn those assists on that on a long drive. Like I just did. It’s not nearly as tiring as it used to be because you don’t have to worry about a bunch of stuff.

Chris Barnes (22:28):

You still have to pay attention, but you don’t have to concentrate nearly as much, but that’s, that’s the idea you said, maybe I don’t know what that whole system is called autonomous driving or whatever, but we almost need that for supply chain. That would be

Duncan Klett (22:41):

Well, in fact, yes. So that’s, I think we’ll, we’ll never have a supply chain. That’s totally relined by a bank of computers. There is stuff that’s just outside of the scope of whatever program you’ve got. Now you keep adding to what’s automated and what’s adding to what the computer does, but as your scope goes up by a factor of 10, then the, the likelihood of, uh, more uncertainty and more unexpected variations increases. And therefore this there’s still lots of work for people to do if only in improving the system. But in fact, analyzing some different situation, building relationships. So the computers don’t set up relationships with each other automatically. Um, they can find out what services are available, I guess, but they can’t set up a relationship that takes people to set up the relationship. And then the people set up the computers to do the, uh, the standard normal normalized transactions. Uh, so people still need to be involved in the supply chain to extend it, adding, adding new participants, changing

Chris Barnes (23:47):

No Duncan. You dropped a lot of terms in there SNOP MPS bullwhip. And that makes me start thinking about apex, which I’m a fan of apex. And as many of our listeners will be a big fan. So you have a bit of history with apex or ASC.

Duncan Klett (24:00):

Yes. Uh, ASC, M now, or Quebec as it’s called in Canada. I’ve been a member for, I think, 40 years or so. I think I had a lapse in there maybe. So my official membership is 25 plus, but anyway, uh, of the current membership term, uh, yeah, I’ve been a member a long time. I was, uh, on the executive of the Ottawa chapter for a few years, quite a few years ago, uh, helped with the educational side of it, which as you might’ve gathered, kind of fits into things. I like to do some of my passions. I like teaching people and helping people learn and understand. And so being involved with the education committee of the pig chapter was something I enjoyed doing. I would add as a pitch for apex or SCM. It’s a great opportunity for people to develop a management and leadership skills. There is nothing harder than managing a group of volunteers. You don’t have any of the commercial leavers that are available as a company manager. And so if you can manage a group of volunteers at that is great experience and great training for the future of management within a company or running a company for that matter.

Chris Barnes (25:12):

As I tell people, it’s kind of like herding cats, correct? Managing volunteers.

Duncan Klett (25:18):

Yeah. Figuring out what, why, why would this person volunteer? What do they want to get out of it? And giving them the opportunities to, to get whatever it is they want to get out of it. And maybe a few things they hadn’t thought of that would also be useful to them.

Chris Barnes (25:32):

Something that might apply to what you can access is doing or has done is, is the beer game, have you ever heard of the beer game associated with?

Duncan Klett (25:38):

Yeah. Well, I’ve heard of the beer game. Funny. You should ask that Chris is, is I think it was just last week for the first time ever. I actually played in the beer game here a game, and it was very informative. I’ll say, I mean, I’m certainly well familiar with the operation of a supply chain and well familiar with the operation of the beer game. I was put in at the retail level. So I was driving it. I was very conscious that decisions I was making at the retail level would impact the three levels below me. And therefore I tried very hard to, to keep stability and still scoot up a bit, not as it turned out nearly as badly as, as another team that was playing at the same time, but it was very instructive. And that leads back to what rapid response to can access product does is at the end of the game, I wished I could have told my warehouse what I was doing and why I was increasing or decreasing my order.

Duncan Klett (26:36):

I wish I knew what they were going to place as an order for the next cycle. And similarly why they satisfy the demand. I was passing out them. Uh, I presume it’s because they ran out of stock. But, uh, I don’t know for sure, nor do I know what they were ordering from the distribution center, et cetera, et cetera. So if we’d had concurrent planning where we could all see what each level was doing and if we’d had collaboration, so we could talk, and I can say, I’m decreasing right now because I’ve got too much inventory, but only for this one period, because then I’ll burn it a lot then, and we’ll be better. So don’t you overreact or I’m increasing because I think there’s been a, uh, an increase in demand, which I think is, is sustaining. So therefore you should be increasing your, uh, your, your production as well, et cetera, et cetera. So that’s the collaboration. So I’m dying to try this again with collaboration and concurrent planning going on and see if the results are significantly better. I’m sure they will be. Yeah,

Chris Barnes (27:37):

It’s always an interesting game, especially if you’re not familiar with the ideas of collaboration and sharing at the start, it can become very frustrating. You’re like what?

Duncan Klett (27:46):

The beer game doesn’t let you collaborate or communicate. So that prevents you from doing so, uh, if you could, I think that would be really interesting to see how much better the supply chain would operate.

Chris Barnes (27:57):

Well, Duncan, anything else you’d like to share about your history or, or what you’re thinking about before I asked my last question?

Duncan Klett (28:03):

Well, that’s been an interesting conversation. I think we’ve covered a lot of ground here. Thanks, Chris. So

Chris Barnes (28:10):

Yeah. Well, one thing, just, just to get your perspective on this, you know, it’s something I’d like to conclude with is always getting the guest perspective on the future of careers in supply chain management. So do you have suggestions or guidance for anyone, any students entering university that might be looking at supply chain management or even experienced professionals that might want to make a career change into supply chain management? Any thoughts there?

Duncan Klett (28:32):

Well, first of all, I’d say, I think this goes in a theme you have chris’ supply chain is by no means boring. On one hand, we’re trying to do the same stuff that we’ve been trying to do for for 40 years, get the right stuff to the right place at the right time. But there’s so much variability and there’s so much complexity and uncertainty going on. It’s no, by no means boring. And I think in terms of the students, the first thing is how many students even know that they could potentially have a career in supply chain and that it might be something interesting. Uh, so for sure, they need to be thinking about data science and statistics and maybe some optimization. There’s a lot of math. I would like to see supply chain planning, get renamed as it gets, we focused and become like either network planners, which is one way of looking at it for network managers or even supply chain engineer, uh, would be an interesting title to indicate the higher level of, of I’ll say academic, uh, involvement in it. And, uh, the difficulty and complexity of being successful of successfully managing a very complicated supply chain.

Chris Barnes (29:48):

Yeah. One thing I, I keyed on is just, you mentioned that about 10 minutes ago was the focus on regardless of how we automate transactions and supply chain, there’s still gonna be a need to manage the relationships.

Duncan Klett (29:58):

Yeah. So everything is people process and technology. They really go together to some extent the technology is the least. On the other hand, you can adjust the processes based on different technology, or you need to adjust the processes to take advantage of different technology. And that means almost always that you need different skills and the people that are are operating it

Chris Barnes (30:22):

Well, super, I appreciate your perspective and I appreciate your, your, your position that supply chain is not boring. So you may have proven me wrong.

Duncan Klett (30:31):

Well, I hope so, as I said, I’m still finding it exciting after 36 years now of doing this, uh, this game. It’s exciting. It’s interesting. And it’s fun. So, Chris, thank you for taking the time to talk with me. It’s been, it has been a pleasure.

Chris Barnes (30:47):

Yeah. Duncan, thanks for what you’ve done to the industry for the industry. And also thanks for investing time with me. All right. Most welcome supply chain is boring as part of the supply chain. Now network, we highlight historical events, companies and people in supply chain management and create a picture of where the industry is headed. Interested in learning more about supply chain, technology, startups, mergers, acquisitions, and how companies evolve. Take a listen to tequila, sunrise crafted by Greg white or check out this week in business history with supply chain now is owned Scott Luton to learn more about everyday things you may take for granted and pick up short stories you can use as general conversation starters logistics with a purpose series puts a spotlight on neat and interesting organizations who are working toward a greater cause. If you’re interested in logistics, freight and transportation, take a listen to the logistics and beyond series with the adapt and thrive mindset, Sherpa Jayman Alva dress and check out the newest program tech talk hosted by industry veteran and Atlanta zone. Karin bursa bursa will discuss all things. Digital supply chain. If interested in sponsoring this show or others on supply chain. Now send a note to chris@supplychainnow.com and remember supply chain is boring.

Duncan Klett is a Fellow and Co-founder of Kinaxis (established in 1984), whose product RapidResponse, offers an interactive tool for supply chain management. As a certified professional engineer, B.A.Sc, M.A.Sc Electrical, he has more that 35 years experience with analytics and software solutions. Duncan now acts on the Strategy team as a liaison amongst supply chain practitioners, researchers, the Kinaxis design team and executives. Prior to starting Kinaxis, Duncan held various positions developing real-time and computer-aided design systems with Bell Northern Research and Mitel Corporation. He also has been involved with several professional and community organizations and regularly gives lectures at universities and industry events.

Chris Barnes is a supply chain guru, the APICS Coach, and Supply Chain Now Contributor. He holds a B.S., Industrial Engineering and Economics Minor, from Bradley University, an MBA in Industrial Psychology with Honors from the University of West Florida.  He holds CPIM-F, CLTD-F and CSCP-F designations from ASCM/APICS, one of the few in the world. Barnes is a professional education instructor for the Georgia Tech Supply Chain & Logistics Institute’s Supply Chain Management (SCM) and University of Tennessee-Chattanooga Center for Professional Education certificate courses. Barnes is a supply chain advocate, visionary, and frequent podcaster and blogger at www.APICS.Coach.com. Barnes has over 27 years of experience developing and managing multiple client, engineering consulting, strategic planning and operational improvement projects in supply chain management. Connect with Chris on LinkedIn and reach out to him via email at: chris@apicscoach.com.

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