Supply Chain Now Episode 524

In this episode of the Supply Chain Buzz on Supply Chain Now, Scott & Greg discuss the top news in supply chain, and welcome special guest David Shillingford with Resilience360 to the podcast.

Intro/Outro (00:00:05):

It’s time for supply chain. Now broadcasting live from the supply chain capital of the country. Atlanta, Georgia heard around the world. Supply chain. Now spotlights the best in all things. Supply chain, the people, the technologies, the best practices and the critical issues of the day. And now here are your hosts.

Scott Luton (00:00:40):

Hey, good morning, Scott Luton, Greg white with you here on supply chain. Now, welcome to the supply chain buzz, Greg, how are you doing this morning? Hey, I don’t think we usually announce the actual name of this or else I’m not listening because that’s the first I recall. Um, for at least for awhile, I got to keep you on your toes. Got to keep you, keep you guessing. But yeah, every Monday, Greg, uh, 12 noon, we bring some of the latest and greatest developments across the world of global supply chain and better yet today. We’ve got a fascinating guests. We’ve got David Shillingford with resilience three 60 and David in and of itself is a great guest, but the message he’s bringing today, we’re getting a sneak peek of some of their latest research. That’s going to talk about the impact of the, of the massive vaccine distribution, but the impact indirectly across the rest of global supply chain, right?

Greg White (00:01:31):

Yeah. I just had, uh, a discussion today with the chairman of the board of a leading technology company and resilience, agility. All of that was a big part of the discussion because disruption is the new normal that’s right. And it certainly lies ahead and bigger and bigger doses. But nevertheless, there’s lots of good news there as well. Um, quick programming note, Greg, before we get started in four, we say hello to a few folks. Uh, if you enjoy our live stream, check out our podcast, wherever you get your podcasts from search for supply chain now and subscribe stoma succinct. But today we published the one and only you call you call Mr. Fred Tolbert, the doc holiday of supply chain. Greg, is that right? Yeah. Mostly because of, I think an email that he sent us after the session where he said, I don’t, I don’t really like my accent.

Greg White (00:02:20):

And I feel like maybe I was a little bit too aggressive in the discussion. And I said, no, you, you are the doc holiday. He tells it like it is. And um, he’s coming for you music lover, if you’re not, if you’re not on board and Hey, you ever watched tombstone the greatest Western of all time, um, and Val Kilmer in his greatest role of his entire career, then you know what I’m talking about? Yes. Yeah. You’re you’re right. Iceman on top gun was, was, was way down below on the top 10 lists doc holiday with Val Kilmer is a wonderful, wonderful performance. But if you want to know what, who he is tune in for that episode

Scott Luton (00:03:00):

Will tell you exactly what it is and he doesn’t make any bones. He brings it. So wherever you get your podcasts from Fred is without these demand solutions and a great friend of the show. All right. So Greg, we’ve got so much jam packed on this episode of the buzz. Uh, we’re going to dive into news on the front end there. We’re going to bring in David and we’ve got a couple show notes after David’s appearance. So let’s, let’s dive right in. Let’s say hello to a few folks. Real quick critique is back with us, looking forward to sharing some Indian food with you, Greg outstanding. Um, uh, Amanda and clay behind the scenes as always appreciate all that they do. Pierre. Great to have you back on the livestream via LinkedIn

Greg White (00:03:44):

Speaking French with a Southern accent.

Scott Luton (00:03:46):

That’s right. Mike aver is here. Gary Smith is here. Evidently it’s very cold in New York. Uh, Gary, look forward to chatting with you this afternoon. Dana also feels the frigidity, uh, uh, fragility

Scott Luton (00:04:02):

Talking about Val Kilmer or tombstone one of the two, I think you’re right. I need you to clarify there. Dana, are you more of a Western fan or a Val Kilmer fan?

Scott Luton (00:04:12):

We’ll get to the important stuff here

Scott Luton (00:04:15):

Down to business, right?

Scott Luton (00:04:17):

Well, Hey, well, let’s do this. Let’s uh, so welcome to all the audience. We’ve got a great show lined up for you. Um, so thanks for joining us here today. Make sure you always, they always do. They bring it, they’re going to bring their perspective and their comments. So looking forward to that. So let’s dive into the news, a couple of headlines here. So first up Greg XPO, who says breaking up is hard to do. XPO is breaking up into two new entities. You’ve got XPO remain co, which is probably just a temporary title. I imagine that’s going to be global LTL carrier and transport broker that, that side of the business. And then the other side is new co contract logistics, right? So part of the move, Greg, and, and I think you had a great, um, take on it via LinkedIn earlier this week. Part of the moves due to how XPO leadership believes it is offering a quote conglomerate discount currently, and they want to really focus and separate those two lines, very different lines of business, right?

Scott Luton (00:05:15):

Yeah. So, uh, full disclosure after January 15th, when Brad Jacobs announced this, I became a, an XPO shareholder because I saw the beauty of this vision. So at that time he announced he was going to break the company into as many as four separate companies. And the reason for that is it was trading at a seven, nine, 12 kind of range of multiple of EBITDA or, or earnings, I think earnings anyway. And other companies in the segments that they hit were as much as a 22 multiple. So he knows that he’s leaving money on the table for the shareholders. And he’s trying to recapture that. And he and our friend, Ben Gordon at capital are masters of creating value for shareholders. So not only is this a great move for shareholders, but it’s a great move for the industry because then the companies have more capital operate and expect. I expect two more, um, splits here. Yep. So they’ll create another couple of companies out of this.

Scott Luton (00:06:18):

Yeah. I didn’t even know you were a shareholder, uh, full disclosure. I appreciate you sharing. I will, uh, tread lightly on our XPO reporting.

Scott Luton (00:06:26):

No, no. It’s okay. No, no, no. Let’s, I mean, let’s encourage them to be strong. Yes, I agree.

Scott Luton (00:06:32):

I love food. I love focus is such a powerful thing. Whether you’re early stage company or ma you know, massive company, the size of XPO. So if we ends that looking forward to how this plays out and, you know, you don’t accomplish big, um, a Beehag right. Big, hairy, audacious goals without huge bold moves. So kudos to XPO moving right along Walmart layoffs. And then you’ve got to take care of Greg, but we’re going to, we’re going to move quickly. It’s laying off 1000, 241 employees in January, but it’s creating a bunch of new roles, which really hasn’t gotten a lot of the attention from the press, right? Um, all about strengthening it’s continued omni-channel transformation. So interesting to note here, Greg buried deep in this article and I picked this up across, uh, from supply chain dab on a recent earnings call. Walmart CEO, Doug McMillan says at Walmart customers had embraced omni-channel adoption two to three years faster than the company expected. Of course the pandemic plays a big part there, but there’s a ton of good news here and they’re doing a bunch of hiring and a bunch of new positions. Um, and by the way, Walmart has eliminated the online shipping minimum for Walmart. Plus know, as it’s, you know, continues to compete there against Amazon. But Greg, you, you pointed out, uh, on a social post a few days ago. Some of the great news here for, for both the organization and the Walmart workforce. What’s your take here?

Scott Luton (00:07:53):

Yeah. Well, first of all, uh, if anyone remembers jet, remember Walmart bought and that became their, their, uh, e-commerce arm. So they actually have two CEOs, the CEO of e-commerce so that if anyone is looking for a little social justice there, that may be one of the next coming layoffs. Um, but yeah, there is really good news here. And that is that they have a ton of course, of new supply chain jobs opening. And they’re offering those jobs first to the people that are being, um, that are being laid off from the the e-commerce roles. The other thing is they gave them five months notice that it was coming. That’s great. So these people have had plenty of time to do it. They all have, uh, incredibly valuable skills, skill sets. And of course, because the adoption came two to three times faster and COVID accelerated e-commerce, uh, even above that, there’s a ton of opportunity for those folks. So they are doing it the right way. I can’t believe I’m saying that about Walmart, of which, by the way,

Scott Luton (00:08:56):

I’m also a share full disclosure. We’re getting a sneak peek today. No, I, I agree with you. I think they’re doing it the right way and there’s a good news here and, and we love watching the story of how Walmart is transforming itself to compete in the, in the modern and the Ford, uh, landscape. I think it’s a fascinating business study, so kudos to all of the opera, new opportunities to the Walmart team there. Hey, really quick. Oh, AA. Hey, good morning, professor. Mohib congratulations on being at the top 1.5% global podcast. We appreciate that. Yeah. And it’s, it’s due to our big focus on, on top content, like with David Shillingford here at momentarily, but our listeners and our community, you know, giving you voice for your, you know, your experiences, your insights, your predictions, even so Mohit, appreciate that call out. We’re very proud of, um, you know, the recognition and, uh, thanks for being a part of the live stream today and go shocks.

Scott Luton (00:09:59):

Yes. And, uh, just kind of just real quick, Hey, I’d love to chat with you at some point after the show. Excellent. Excellent. Alright, so let’s move right along here. We’re going to, uh, move over to Boeing with this next headline here. So it is reducing the seven 87 wide, but wide body production down to five jets per month for slated for mid 20, 21 production. That’s down from six, but still one less jet per month is a huge, uh, reduction. Think about parts and, and, and the production hours. And, uh, you name it. Um, so PDPs new acronym for you. You have any idea, Greg, what PDP stands for when it comes to aviation? Yes, but I bet I’m not supposed to give it away, man. You know, everything great. I’m reading the notes. They’re right over. So pre delivery payments, PDP, that’s a big deal for, uh, in, in the aviation industry because they’re getting prepaid for the jets are producing big part of Boeing’s business model.

Scott Luton (00:11:00):

Boeing CFO, Greg Smith says the next couple of years are going to be pretty tricky and bumpy as he called it, uh, as it relates to their PDPs. But there is some good news at Boeing. It’s not all bad news. Good news on the heels of the FAA approving the seven 37 max to return to, to passenger aviation, Boeing, Greg has got a big new order. Our airline Ryan Ryan air has agreed to purchase 75 of the seven 37. Max is in a deal worth more than $7 billion. I’m in the wrong business, correct? $7 billion. How about that? Wow. Um, I don’t know if anyone at Ryan air is I think a uniquely European thing and it’s one of those airlines. I think Scott, you mentioned spirit where you literally pay for everything. If you want to arm rest, it’d be seven bucks more. Yeah. Yeah. If you want

Scott Luton (00:11:54):

A drink or crackers costs money. Um, I mean, seriously, I have flown on Ryanair for $18 one way and in Europe. So, um, but somehow they, they have been making money in the past. I don’t know what their status is now, but that’s really interesting. And it’s good to see that starting to come back. Yes. I have no doubt that that that aircraft will, as they usually are after a crash that will become the Mo the safest aircraft to be in the sky. Right.

Scott Luton (00:12:28):

Great point. And it’ll be interesting to see how the Boeing, the organization, the culture evolves from, you know, what last couple of years, um, the challenges there. So, uh, we’ll, we’re gonna keep our finger on the pulse. Of course, the iconic brand, um, you know, every company goes through some ups and downs, especially with some of the shifts they’ve made there. So, uh, but good news is it’s good to see. Good news finally, for both,

Scott Luton (00:12:51):

Boeing’s always big news in Wichita because spirit is there and a ton of, you know, tier one, two and three suppliers are there in the wa in the air capital. So agreed.

Scott Luton (00:13:03):

So Dave, and, you know, as to, well, good morning, by the way. So about those show notes, Greg, see, no one thought you use those Greg as Davidson.

Scott Luton (00:13:10):

I would say I use them. I just read it, but that’s good.

Scott Luton (00:13:17):

Going back to XPO. Mike says expo stock was in the top 10 fastest growers between 2010 and 2020. And, um, let’s see here. One of the comment here, Jeff, uh, Jeff agrees with you, Ryan air is the spirit

Scott Luton (00:13:31):

Airlines. Yeah. That’s where I got the idea. Yeah.

Scott Luton (00:13:35):

Well also say a low to a Rhonda bum Pinza Zimmerman PhD. I appreciate all the great feedback we’ve gotten from Rhonda, uh, with the global trans team, especially on social, great to have her back in the community here on the live stream. All right. Going right back to the news. Um, speaking of manufacturing, it’s still growing here in the U S which is good, the good news part of this, but according to figures released by ism, it’s growing a little bit slower. So the ism manufacturing report on business PMI for November was down a couple of points from the expansion rate that was reported, not Tobar Greg. One of the big call-outs w no surprise to you and I and our community labor market difficulties, as well as short term shutdowns that manufacturing plants have periodically had to do in order to sanitize facilities. Right.

Scott Luton (00:14:28):

Um, you know, it’s, uh, as this next, uh, bullet point speaks to, if I can work my mouse correctly here, um, manufacturing, final workers in the manufacturing sector here in the U S has been extremely challenging. And, you know, it was challenging before the pandemic that a lot of folks kind of forgotten about. Cause it feels like it’s, you know, 20 years ago. Yeah. But according some, uh, reports, you know, back pre pandemic, the unfilled jobs at the time, which was dependent on what you look at, you know, hundreds of thousands to a million or more, uh, one report estimated that the unfilled jobs in that sector and the manufacturing sector could grow to 2.4 million by 2028. So, Greg, I know you’ve got some big, big opinions on, uh, the workforce in the manufacturing sector. What does a couple of your thoughts? Yeah,

Scott Luton (00:15:19):

Well, I mean, going into the pandemic, we had millions of unfulfilled jobs. We have a huge skills gap and you know, another topic of discussion today is this is the skills gap, and it’s not solely in manufacturing. It’s in a lot of the physical industries, you know, heating and air plumbing. Some of those industries are really struggling to fill what Mike Rowe likes to call dirty jobs. Right. And, um, and, and, and, you know, even, uh, not even the really dirty jobs like he does on that show, but it’s pretty cool. Um, but yeah, I mean, the, the issue lies in the fact that we have the largest generation ever to exist on the planet, leaving at a rate higher this year than it was last year. And last year was 10,000 per day leaving the workforce over 3.6 million more baby boomers have left the workforce at this point this year than they had at the same point last year.

Scott Luton (00:16:15):

So, uh, and, and a lot of the, you know, a lot of time, the knowledge skills that they take with them are not being back-filled, uh, they’re not even able to be back-filled if anyone even wanted to take the job, they couldn’t. So we know that automation is going to be a big part of our future. Not only because our workforce is going to be substantially smaller, but also because in order to compete economically with China and now Vietnam and other Asian countries that are taking so much business, um, getting so much more business, uh, even they are augmenting with robotics and that includes China. So in order to compete, we’re going to have to use a lot more automation. And the beautiful thing about it is nobody is going to lose a job for it.

Scott Luton (00:16:59):

Love that that is always good news, but I appreciate you sharing that. And certainly the automation and robotics firms, their pipelines are full and filling up. Uh, so it’s a great thing. We’ll find a way to compete for sure, but, um, want to say hello really quick. Uh, Shabaam greetings from France via LinkedIn. Great to have you. Thanks for joining us here today. Um, all right, so we’re going to wrap up on a couple of quick, quick items, quick hitters, um, U S e-commerce you think that’s grown a little bit, Greg brittle cyber Monday, November 30th, just just a little few days ago. Sales came in single day, $10.8 billion, according to Adobe analytics. That’s not only is that 15.1% over last year, which is Matt. Goodness gracious, massive, but that is the largest single day in online shopping in us history. How about that?

Scott Luton (00:17:56):

Wow. W which just overtook black Friday, which just became the single largest e-commerce day in us history. So that is an impressive growth right there. Agreed. I guess we should have expected it, but, um, still surprising in a single day that people, after all that shopping on Friday online still have the energy to shop on Monday. Um,

Scott Luton (00:18:20):

So one final headline, and then we’re going to take a deep dive into the vaccine, especially as it relates to supply chain workforce. Um, the two largest providers of data to wall street have combined Gregg S and P global has agreed to buy H S market in a $44 billion deal. Holy cab about that.

Scott Luton (00:18:40):

Wow. Um, did you see that Tesla also became part of the S and P 500? No, I didn’t. And because of its share price, they’re kind of staging that. I think that, I think I’ve read that they were kind of staging in the impact on the, on the S and P because it would cause it to skyrocket.

Scott Luton (00:18:57):

Well, Amanda says that she did her part on black Friday and cyber Monday. Love man

Scott Luton (00:19:04):

Been good presence. That’s what you can take away from that.

Scott Luton (00:19:07):

And hello, Luke, small, uh, hope this finds you well, you and, and the digital transformation. I thought leadership team there, Luke hope this finds you well, Dave and says, the rest of us will never retire. I’m going to have to work till lunch. The day of my funeral, man, David, you’re bringing it today. We’re going to at a microphone. Uh, all right. So on this next story, uh, Greg, let’s talk about the backs that supply chain workforce and a vaccine, and maybe some prioritization. Tell us more.

Scott Luton (00:19:38):

Yeah. So the CDC of course, has suggested the transport workers get the Corona virus vaccine in essentially the second allocation. So, um, it’s a really incredibly well thought out plan. Of course, we would expect that they’ve recommend this recommendation will serve as a guideline for the States as each undertakes their distributed distribution initiatives. As, as I’ve said before, especially for people in, in, uh, from outside the U S we don’t have, we don’t have a single government here. We basically have 50 governments who are overseen in some cases by the federal government. So the States are responsible and have the capacity to, to, um, distribute the vaccine as they see fit. So that as an underpinning, um, you know, I think this is a really important acknowledgement of transportation pros, truck drivers, specifically, but also other supply chain workers who will come in contact with this product as essential and high priority.

Scott Luton (00:20:42):

Right? So, um, obviously the, the trucking and the supply chain industry has gained a ton of Goodwill, obviously the CDC and, and I think the rest of the world has recognized that 60% of, of people polled said that that essential work, that the, um, transportation workers should be considered essential workers and actually get the first allocation of course, healthcare workers are, are. And those in, in, um, long-term care facilities are going to be in the first allocation, which makes perfect sense the most vulnerable and the most exposed. So, um, Dr. Redfield, the, the leader of the CDC has accepted that proposal and that’s the way it’s going to happen. So I think that’s a great acknowledgement of our truck drivers who have been on the front lines every day. And of course, all the people who will work around them, it’s not exclusive to truck drivers. It is supply chain professionals generally, but it is very important for truck drivers who are constantly exposed, just like the retail workers that they come in contact with and the dock and warehouse workers and other workers that they come in contact with on the supply chain. So, yeah,

Scott Luton (00:21:58):

Love that. Um, and, you know, as we alluded, as we called out almost every show, you know, that this workforce that keeps us moving forward, it keeps stuff moving, keeps driving e-commerce of folks, you know, especially those that may have health issues don’t have to venture out. And it just protects that psyche. So really appreciate all, all that gosh, that global workforce and neat, um, they should be prioritized for sure. So, thanks for sharing that, Greg, from our friends at transport dive, I’ll share a few comments before we bring on the Hollywood star, uh, in supply chain own today on supply chain buzz. So Daniel Hartnett is talking about how black Friday is huge and, and cyber Monday is huge, but China’s singles day. He thinks that, uh, was $74 billion this year. That sounds about right. The last article I saw. So great point, Dan, how about that for perspective, Greg?

Scott Luton (00:22:50):

Yeah. Well, and you know, that, that is an excellent point. And what that makes me think is we still haven’t heard, or I haven’t seen the, uh, in store retail numbers, which had to have been down dramatically. So this won’t be a bigger Christmas, right. It will be probably the 14% decrease that that was predicted or somewhere around there, but it has signaled a significant shift to e-commerce. So, um, you know, obviously with a population of whatever it is, 10 times our population, I would expect that. Right.

Scott Luton (00:23:30):

Yeah. Great point. And thanks for sharing that. Daniel, Paula has a great point here. There’s plenty of baby boomers out there, as well as other generations who have the skill sets that are needed. As we were talking about the manufacturer course, a few moments ago, companies hiring managers need to how their relevant skills are transferable across industries. Hey Paula, I agree.

Scott Luton (00:23:51):

Not only that they need to capture the knowledge of an entire generation whose jobs were largely undocumented. I don’t mean undocumented the way we euphemized it in the States. I mean, there’s not a lot of playbook around the way so many baby boomers do their job, and we have to capture that knowledge. We just have to agree. I’ve been imploring the industry for years to do that. Yeah.

Scott Luton (00:24:15):

Great point. Uh, let’s see, this is pro I think this is Rhonda here. It’s going to be interesting going back to the vaccine to see if anyone requires the vaccine before coming back to work. We’ve been talking about this, just thinking ahead, any potential state requirements. And she also adds that teachers, I guess, have been given the prioritization in Arizona, which is good to see as well. Um, Sylvia is back with us. Great. Uh, have we in the live stream with a Sylvia? Hopefully, hopefully this finds you well in Johns Island. Uh, part of the Metro Charleston area, I guess, right? That’s right. Yeah. I’m from South Carolina. My geography man. I’m, I’m failing here, Greg. Uh, and, uh, Aroon hello via YouTube. Great to have you here on supply chain buzz and I ruined your just in time for a great segment here with, uh, David Shillingford with resilience three 60. Let’s go ahead and bring David in. Hey David. Good afternoon. How are you doing?

Scott Luton (00:25:15):

Good morning. Oh, well, hi Scott. Good to say. Yeah. Good to have you again. Great

Scott Luton (00:25:21):

Know we were talking pre-show in, in the green room about, uh, the last time we were in person together. You’ve been with us remotely a few times since then, but March of 2020, what feels like 17 years ago, but it was at MODEC where we interviewed you at one of the largest, well, maybe not the 2020 show, but typically one of the largest supply chain trade shows in the Western hemisphere. Uh, and that does not feel forever ago, David.

Scott Luton (00:25:46):

It does. Yeah. Nine months feels like nine years. Yeah.

Scott Luton (00:25:50):

But really it’s three 60. Greg has been owned the move, uh, you know, in demand perhaps more so than any other point in the company’s history. So we look forward to you sharing a little bit more information about some of the latest and greatest research that the company is going to be releasing here shortly. But Greg, yeah. Let’s set the table a bit and learn about the country.

Scott Luton (00:26:13):

Yeah. So before I butcher what it is that you do, which is essentially, I think at the highest levels, it’s, it’s monitor predict and, and help companies manage disruption in the supply chain. Tell me how far off the Mark I am. Tell us, tell us for anyone who doesn’t understand or hasn’t been with us before, tell us a little bit about what the company does so they understand where you’re coming from. It was pretty good. Yeah. So we help companies give visibility to their extended networks. So from sub suppliers or all

David Shillingford (00:26:44):

The way through to final delivery, as well as the assets and the materials that are moving through that network, we’re then looking at risk strategic and operational planning risk and turning that into predictive models that have specific operational use cases around predicting ETS, during planning and things like that. And then as you say, we’re monitoring in real time events around the world, over a thousand of them happening right now that are impacting our client’s supply chain so that they can react immediately to things, uh, that are impacting their supply chains. And ultimately it helps our clients be more resilient and more agile. Right? Yeah. You know, it’s funny. Well, it’s not funny, but it’s interesting because the big issue we were talking about before when we first started talking to you was, was more around weather and then it instantly turned to COVID and the impact that that would have on the supply chain. So Greg,

Scott Luton (00:27:46):

I can add, uh, David and Todd Craig and the team that receives three 60, they were talking COVID-19 before I had even figured out what it was. I mean, really it was, uh, they were, uh, early, early thought leaders and getting the word out.

Greg White (00:28:02):

Yeah. That’s a really good point. I mean, you, you have, that’s sort of what you do, right. Is you get in front of these things to help companies preempt, not just predict for preempt the impact that it could have on them. Yeah. It’s been interesting to see how different companies have been able to adapt their supply chains over the last few months and different industries have been impacted in different ways, but those would generally speaking those with better visibility were more agile and have been able to keep production lines open for weeks in some cases, months longer than their competitors. So it’s, it’s been a pretty powerful, uh, use case, uh, around the ROI for visibility. So you all have identified three pretty tightly connected challenges, you know, around, around where we stand today. So tell us a little bit about that. Yeah, sure. Well, so those, I mean, there’s there two of these three, three things are being discussed a lot.

David Shillingford (00:29:03):

Um, but in many cases they’re being discussed independently and then, then there’s the additional third. The first is the impact of COVID 19 has had on global supply chain. So we’ve been talking about that for months. Now, that thing are thinking a lot of important lessons being learned and those, those, those challenges are ongoing. So that’s point number one, point number two is the challenge of distributing COVID-19 to the world, call it the largest product launch in history. A number of ways of describing it is it is enormous. Um, and so that is something that more recently is being discussed and analyzed, uh, and it’s important to do so and to think about the challenges of making that happen. Uh, and then the third that is we think being talked about a little bit less is the impact that the incredible effort around distributing COVID-19 vaccines is going to have on other supply chains. So we’re releasing this week looks specifically at air cargo, but there were other areas of, of logistics and supply that are going to be directly or indirectly impacted by the, the distribution of the vaccine. Really we think to be, uh, to be complete, you have to think about all three of these at the same time and how they interact with each other and how they impact each other.

David Shillingford (00:30:26):

Even each of the individual ones are somewhat complex because not only air traffic, but also cold chain, obviously with the temperature requirements for the vaccines and varying based on which vaccine we’re talking about, right,

Scott Luton (00:30:40):

Greg, we’ve been talking forever, uh, about, uh, the vaccine distribution, but, but not just, you know, there’s been a ton of conversations. The three of us know about whether the industry has got what it takes to get the vaccine out, to all, you know, remote places, non remote places, you name it, but what’s not being talked about is sure if the industry is up for that, but what’s the impact. What’s the cost going to be? Where are we going to take from Paul? Was it a Rob Peter to pay Paul? Or, you know, if there’s a, there’s a, there’s a, um, uh, an a very appropriate analogy there. So David and his team have got this research that comes out, I believe Wednesday or Thursday of this week. So we get a little scoop here. Uh, Greg, and we’re going to share a couple of things, but before we do David, you’ve got a fan, just like I was of your bookcase. Luke says a fellow book, case color with a U coordinator. Good job, David, thank you.

David Shillingford (00:31:33):

I believe impact on that. Does she not David? This, this really, um, but most of the organization and the reading of books, she’s the intellectual and, uh,

Scott Luton (00:31:47):

Same here, David, same here. I’m glad we had that in common.

David Shillingford (00:31:51):

There’s a couple of supply chain books behind me, so I read dogs, but, uh, otherwise it’s my wife.

Scott Luton (00:31:58):

So we’ve got this research that’s being released here later this week. And we’re going to go ahead and get a sneak peek of some of your findings and David, I want to start with this, you know, what’s going to be the potential impact on logistics capacity.

David Shillingford (00:32:11):

Yeah, yeah. It’s, uh, it’s, it’s a great question. And one that we, we, we gotta be asking right now, uh, the, the, the, the area that we think is going to be impacted the most is, is air cargo. Um, and so a couple of things to point out at the top of that one is the, is already under pressure. Um, particularly when you think about the, the loss of, of belly cargo, uh, from canceled passenger flights, uh, some, some lanes rates have been up as much as 60%. So that’s again thinking about the three different buckets where we are now, the impact that COVID-19 has already had on the supply chain is an important starting point. When we think about what’s going to happen with COVID 19 distribution and an air cargo capacity, the next is that we have to find net new, uh, additional add capacity to move the, the vaccine. So as the range, anywhere from 8,000 flights to 15,000 flights, there is an enormous amount of air cargo capacity that is going to have to be found. And that is going to have an enormous impact on any other industry that is looking to move goods via air cargo over the next months, uh, and beyond. Yep.

Scott Luton (00:33:28):

Uh, a couple of quick comments, uh, David and Greg from the audience here. So, uh, Sylvia talks about how the South Carolina state ports authority just posted a record November, despite some of the challenges here, Pierre says, Hey, get your frozen food soon. The vaccine will take over the cold chain Q1. This could be the next toilet paper shortage. Daniel says on challenges, the COVID-19 supply chain, the real concern. He’s hearing stories about how dry ice is becoming more scarce due to cold chain demands. Interesting. Um, all right. So David, let’s talk about, let’s talk more about airports and cargo handling and how that’s going to be impacted.

David Shillingford (00:34:08):

Yeah, sure. Well, one of the things we can point to is, uh, the spike, uh, in PPE pro um, protection equipment, uh, particularly in, in April, we saw enormous spikes, uh, around air cargo, moving PPE around the world, uh, and that had an enormous impact on the speed with which other goods were moving through, uh, large air hubs around the world. We can expect the same thing, uh, with the vaccine quite correctly, the vaccine will be, uh, prioritized, uh, and there will be the peop people, equipment, customs clearance, all of the things that are necessary to move the vaccine through these airports is, uh, going to take that type of expertise and capacity at least to some extent away from the movement of, of other goods. So we, we saw it before with PPE. Uh, we’re going to see it this time with vaccines, quite how much that happens is going to depend upon what capacity can be added. In some cases it’s, it’s easier to add than others. It’s going to depend upon the volume of vaccines, uh, where they’re being made and, uh, the timing of the vaccine releases. So,

Scott Luton (00:35:18):

Uh, you know, naturally Greg, when you got a backdrop here in Atlanta of the, uh, depending on what, when you check in world’s busiest airport, right. Um, you know, let’s talk about which airports David, you think may be impacted the most.

David Shillingford (00:35:33):

Yeah, that’s a great question. We get that client. Our clients are us a lot about that. So a lot of the report is, is around the framework that we, we are using to analyze which airports we think are going to be more impacted than others. There’s a couple of different ways of looking at this. One is to look at, at ports, have certain sorts of vacations that are either important or necessary for moving pharmaceutical guts. So it could be, uh, WTO, EU regulations or certifications that identify certain airports as being, uh, certified to move pharmaceutical goods. Uh, w we’re also looking at input export data. So looking at where vaccines are actually moving in and out of different airports, uh, might be, uh, preferred for different reasons, either as an importer or an export or a vaccines. And we can see that in an import export. So we’re looking at that to say, this is where we believe vaccines are most likely to be moved from. Uh, and we’re mapping that against the, the location of manufacturing to work out where we think capacity is going to be most impacted.

Scott Luton (00:36:45):

So Sylvia Sylvia suggests that LCK Rickenbacker airport, and I’m not sure exactly where that is. Again, my geography is failing me, but she seemed to think that’s going to be impacted maybe from a congestion standpoint. Um, Greg, you know, based on what David has shared already. Uh, and, and as we look at air cargo and beyond, what are some of the things that you think maybe non supply chain professionals need to really keep in mind,

David Shillingford (00:37:12):

But, you know, the, one of the immediate things that comes to mind as we see the capacity start to shift towards the vaccines is the possibility that I think if this is an opportunity, but perhaps we’ll see some temporary or even permanent shifts because of the lack of availability, for instance of frozen foods, perhaps people will move more towards fresh foods, which by the way, is not a bad thing either temporarily or permanently. And I think, you know, what you need to be aware of is if you see a shift in the supply chain occurring is make your own provision for how to deal with that, right? It could be, you know, you, fortunately, fortunately frozen food is not toilet paper. You can live without it. And, and, um, you know, you might shift your eating habits or you might stock up, you know, as, as, uh, Daniel and, and were talking about.

David Shillingford (00:38:08):

But, uh, you might also start to think about how you and people are doing this more and more how you do feed yourself, how you manage. Um, I’m talking to a company later this week who sells feed for people who grow their own chickens at home. Not, not people who grow them in big facilities, right at home, and more and more people we’ve heard, uh, we’re we’re gardening at home and, and doing that sort of thing. It could it be, I mean, could it be that we go back to some sort of self sustainability in terms of agrarian needs? Who knows, who knows? I think those are the things that we need to be thinking about as supply chain professionals as well is we need to look for the shifts and we need to assess whether those shifts are temporary or whether they’re permanent. And the truth is what David and his crew are doing at resilience.

David Shillingford (00:39:07):

Three 60 can give us some of those clues, I think, and we’re going to start to see those shifts. And, and then all someone has to do is assess whether they’re permanent, right? Well, one of the things we have seen around around the cold chain, uh, w which, which is more prominent, uh, is around different weather patterns. As you guys know we, a year ago, we acquired a company called risk pulse. That is the leader in understanding environmental risk, uh, for supply chains and the ability for them to understand the risk to an individual shipment, at least from a temperature standpoint, two weeks before it leaves, this is turning out to be a pretty important thing, because we don’t need protection for a certain load. You don’t use, it saves you money, but more importantly, it’s freeing up capacity, right? So if you do need temperature protection for certain loans, then you know that in advance, you can use it. Some of the largest global companies, uh, have been using this for, for a while now. And we’ve always thought of it. They’ve always thought of it as a way of protecting quality and reducing transportation costs. But right now it’s proven to be just as important in terms of capacity. Because if, if capacity for, for culture, things being unnecessarily used, that’s something that, that we all as an industry should be fighting against. Right?

Scott Luton (00:40:34):

So Shabaam asked a great question, and I believe they’ve already been doing this, but he says, Hey, can we consider converting passenger cargo into freight cargo looking towards a high demand? I think this is one of the ways that airlines have been able to create some revenue during this pandemic, right. David

David Shillingford (00:40:50):

That’s true. Yeah, that is correct. Uh, there has been a certain amount of that, and that’s one of the variables that we’re looking at is, uh, we see the, uh, the vaccine distributions ramping up. Um, and to the extent that the MRN virus needs to be, uh, super cool, um, using dry ice, there is a limit of how much dry ice can be on a single flight cause it’s carbon dioxide when it, when it’s sublimated. So there’s an opportunity to use passenger aircraft to move some of us. So we’re keeping a pretty close eye on, uh, the extent to which that can be done and to be done profitably. Right.

Scott Luton (00:41:30):

So we’re going to ask you in a minute, uh, get your take on how organizations can prepare through some of these challenges, but I got a few of the comments I want to share with you, um, AA ask about where the vaccines are being produced, you know, so he says points, production, and volume, key factors in distribution design. I believe David, you may know exactly you and Greg may know exactly. I think, um, Michigan, uh, is one of the, the, the Pfizer sites, I believe, but David, what any, uh, any idea in terms of locale?

David Shillingford (00:41:58):

Yeah, sure. Um, so we have for amount of information on that, and obviously we can only share, um, and the thing you don’t need to discuss anything that is already in the public domain. Um, but the Pfizer sites, uh, um, uh, a well known, they’ve been, they’ve been publicized. So, uh, yeah, Keysight, um, Kalamazoo in Michigan is, uh, you know, where a lot of the final assembly as such is going to be happening for the, uh, for the adviser on tech, uh, faxing that’s right outside.

Scott Luton (00:42:30):

Okay. And back to, uh, Greg’s chickens like Mike aver says farm to table has been gaining traction for around 10 years, helps to reduce stress on national supply chains. And Paula says, Oh, to have the space and flexibility and my superv HOA neighborhood for a garden. And maybe some chickens

David Shillingford (00:42:50):

People feel that way right now. I mean, I think that that could create a change as well. Right. And Daniel, it’s like a little of the things that have happened this year. People, we talk a lot about the changes that have happened as a result of, of the pandemic, but in many cases, particularly when it relates to supply chain, they already already things that were changed. It’s really just accelerated. Yeah. That’s a good point. Excellent point here,

Scott Luton (00:43:16):

David, going back to dry Sylvia says dry smelts at one pound per hour. So you’re very limited on utilizing dry ice in the cold chain for flights. I had no idea.

David Shillingford (00:43:26):

Yeah, this is how much dry eyes can be on a single flight. I imagine

Scott Luton (00:43:30):

Kept it in a Yeti. It would be much better. So one final comment here before we get great, uh, David’s recommendations, uh, Daria says that, um, India’s serum Institute of India has the world’s largest production capacity. It’s a plausible 0.2 billion vaccine doses to over 147 countries around the world yesterday. They submitted for emergency authorization for COVID shield vaccine, great point Daria and finger on the pulse. All right. So David, let’s talk about given all of that information and the visibility that, uh, what your platform provides. And of course, this research, uh, based on what we know, how can organizations and their leadership you’re prepared to help mitigate the risk for disruption.

David Shillingford (00:44:17):

Yeah. So the first thing is to, is to understand the variables. So some of the things we’ve talked about, the report goes into more detail in, in, in terms of air cargo, but across all modes, what are the different things that are going to change, uh, as the vaccine is roll out. So understanding what variables are, and then being able to monitor those variables as they change and be able to look at the signals from, um, as much of a predictive standpoint as possible. Second is we, we know that capacity is, is going to be under more pressure. Uh, and so looking at certain, certain skews components that have to move by air, it’s important to be thinking now about buying up capacity, where you can, so it is flexibility. So anything that can be done to create operational flexibility within a supply chain, great example of that is using freight forwards, that that image inserts a degree of flexibility that charter and your own flights or whatever mode it is, uh, is, is gonna, is not necessarily going to have on its own.

David Shillingford (00:45:23):

Uh, and then thinking about the, the, the trade offs by, by mode in a, in a slightly different way, because that trade off is going to change as capacity changes. Then we saw that with PPU, the delays in airports were actually causing companies to say, well, I’d be better off moving this to rail or to ocean, depending upon what it was and where you were in the world. And I lost the, I would say, you know, don’t, don’t forget that as all of this unfolds, the risks that we monitor on a daily basis anyway, are going to continue to happen. Whether it, whether they’re social risks, whether they’re environmental risks, whether they’re political risks, all the things that we monitor every day are not only going to continue to impact supply chains, but unlikely to have an outsized impact on supply chains as, and when they hit. So, again, it’s the, it’s the interplay between disruptions that we normally see, uh, whether it’s going to be a big one come about as a result of the pandemic. And then the impacts that we will see as the, as the vaccine distribution is, is, is ramped up and how those three interact with each other monitoring what is going on is, is, is more important than ever.

Scott Luton (00:46:37):

So it, it, it, as if 2020 didn’t pose a huge challenge to PR supply chain leaders and practitioners everywhere, uh, the challenge only gets a little bit trickier. It sounds like in the months ahead, but Hey, the good news is, you know, even though the vaccine is not a magic wand, you know, nothing becomes eradicated overnight. We’ll have plenty of challenges to figure out, but, but still it’ll, it’ll make things more, um, uh, palpate. It will make life a little bit easier at least. And, and, uh, rest assured for some folks are really concerned about, you know, that may have, uh, certain health conditions, certainly folks in our nursing homes, the workforce, as Greg alluded to, you know, giving them some peace of mind and some protection, uh, you know, certainly a noble mission that global supply chain has, uh, in front of it. Um, David let’s make sure, uh, I imagine there’s gonna be a lot of interest in this research and these findings. I think if you’re publishing that later this week, what’s the, you know, for starters here today, how can folks connect with you? And the resilience three 60 team,

Scott Luton (00:47:39):

The simplest way is to go to resilience three Um, and this report will be on there later in the week, a ton of other research that we’ve done around COVID-19 and other supply chain risks that can be accessed by the website.

Scott Luton (00:47:54):

Outstanding. I’m really appreciate y’all’s content from, from webinars to white papers, to, uh, th th th the insights you drop on social media, even, and of course your appearances here, David, Greg, I always feel like, um, I’ve gained, uh, a couple of certifications when David makes an appearance there. Do you feel the same way?

Scott Luton (00:48:11):

You know, I got to tell you, I feel better about the world knowing seriously, knowing that there is something that we can learn that there’s somebody out there monitoring all of these potential disruptions and helping companies do something about it. I mean, of course nobody could have, well, nobody could have seen the impact that this seismic societal disruption, right. In response to COVID would have, but they S David and the team at resilience three 60 sought well before any of the rest of us did, as you saw, as you said, and imagine somebody’s job being to make sure that you’re aware of whatever could mess up your world. It’s like your grandmother or mother looking over you at all times. I love it. We love the mission and purpose. I mean, it’s very useful. It is. And it, and truly, I think it should give people in supply chain, a lot of comfort to know that there’s a resource out there that can help you too, to keep from stubbing your toe at the very least,

Scott Luton (00:49:16):

Right. Uh, make the invisible, visible, uh, so good stuff here as always David Shillingford with resilience three 60, by the way, to our audience, we’ve got his LinkedIn URL and the company website right there in the show notes. So it’s one click away, you know, get y’all a little bit closer to some of the information you need to mitigate the risks that the months ahead might pose. So, David, for thanks so much for all of what you’ve shared here today, and we look forward to connecting, reconnecting again real soon.

Scott Luton (00:49:44):

Very good. Thank you for having me. Thanks so much, David, take care

Scott Luton (00:49:50):

As reliable as our community is David Shillingford. I mean, just to your point though, Greg, his delivery does make you

Scott Luton (00:49:59):

Feel a little bit better, doesn’t it? Yeah. Right. I mean, well, I mean, it must be very comforting to be the person at the helm of the company that has eyes so far forward there in front of so many things. Right. And, and with a goal to be, to be more, uh, predictive and, and informative about those things. So, yeah, I’m glad

Scott Luton (00:50:25):

I think they have talked about being in, I think they have been advising governments around the world, of course, supply chains, business leaders. So it was good to get, you know, 20, 21 minutes with David here today.

Scott Luton (00:50:37):

Well, you know that, I mean, we talk about the companies you’ve never heard of, but their technology is behind some of the most prominent predictive tool sets in the industry. Right. They are the guts, they’re the wiring, the Intel inside of, of supply chain, um, markets and, and disruption prediction. Yep.

Scott Luton (00:50:58):

So on a much lighter note, I’m going to bring in a couple of comments from the audience. Our buddy, Kevin Bell is back with us. He says, I can’t, I can tell you that the cows outside of Wichita, Kansas, where I did time are probably a little more fearful this year from going from farm to table. Excellent insight. A finger on the pulse there. Kevin Love that.

Scott Luton (00:51:19):

As we talked about that, I thought, you know, are we not encouraging people to, to overrun, um, you know, the, the Saturday morning, um, Oh God, I’m sorry. I want to say fleet markets, but it’s not flea markets. It’s, you know, the, the farmer’s markets, right. I just imagine people after getting off this show, go into their local farmer’s market and going, I better get more tomatoes.

Scott Luton (00:51:46):

Oh man, I miss, I miss, uh, that, that’s one of the things that for us Saturday morning at the farmer’s market, you know, a cup of coffee, great, uh, food and vegetables and all locally produced. And, uh, they had a lot of times didn’t have a, like a bluegrass, either band or a single musician. I was just, uh, one of those, uh, uh, therapeutic Saturday mornings. And, um, I’m looking forward to getting back to that normal, um, schedule events here after the next few months. Hopefully. So Nick, yeah. Rumor. Great to have you with us here today. I agree with you. Uh, David always brings great insight, Nick. Great to have you with us. Gary says, raise chickens at home. Do you have any idea how much their output stinks? And yes, I knew Gary as a proud Southern that has used that as fertilizer for my grandparents and parents, you name it and been forced to put it out. Yes. I’m very familiar with it.

Scott Luton (00:52:42):

I used to tan leather in Mexico. In fact, don’t let your Mexican leather belt get wet. That’s right. It’s not

Scott Luton (00:52:49):

Says a drive by Gainesville, Georgia, which is the poultry capital of really the world is what they tell themselves. But is

Scott Luton (00:52:56):

That right? Is that really true? Wow.

Scott Luton (00:52:58):

I bet. You know, I’m sure Malcolm or one of our team members or community members can look up poultry production rates, but there’s a lot of it Gainesville for sure. Uh, well, you know, poultry is one of the top exports from the state of Georgia and top five, I think it might be number two, but good point there, Mike, uh, let’s see here. Um, article in today’s wall street journal talks about the issues Lanea is having on global crops and commodity prices this year. Uh, Nick, I guess they were talking about weather a bit.

Scott Luton (00:53:29):

So he’s spin, spin. He’s been sharing some stuff in, in LinkedIn messaging with me. I encouraged him to share some of those incredible insights with the rest of the community because there he’s on top of things and there, and his insights being a finance pro are, are really powerful.

Scott Luton (00:53:49):

It says it’s a company that you don’t hear from they’re making the world tick for sure. Agreed. Daniel also impressed with the insights as is Sylvia a lot of good stuff there. All right. So I’ve got a message here. Georgia is the number two poultry producer in the us behind Pennsylvania, Pennsylvania. That was not on my radar. Good stuff there, clay. All right. So Greg moving right along, we’ll just start to wrap up this episode. We have got a couple of really neat episodes that, um, have been well received and popular. I got a ton of feedback around John’s the card, the craft master. This was the most recent tequila sunrise episode. Tell us more.

Scott Luton (00:54:34):

So John is the CEO of Connexus and, and yes, the first part of his episode, uh, 37 minutes of fame was LA. We dropped it last Thursday and we’ll drop the second half of that episode this Thursday, but he calls supply chain, uh, craft. And, uh, you can’t see it in the picture here, but John, his desk at home is next to his electronic drum set. So he started out like most of us did. Um, I’m sure he, uh, he said this was not his first tequila sunrise, just the first time on air. So, uh, so he was inspired to become a musician, realize that there was not as thing became an engineer. So he was actually a developer, uh, the technology developer and realize the symmetry between music and development, the both, both art and science and logic and rigor, um, but ultimately for an artful purpose.

Scott Luton (00:55:33):

And he sees supply chain as a craft because of that, because there is so much rigor, there is so much simplicity and yet it’s driven by all these complex mechanisms. Um, so it, it was really interesting because he opened the conversation by saying we might have some disagreements here. So it’s always great when you’re talking to the CEO of a $5 billion company, and that’s how he opens the conversation, right. Uh, turned out not as much disagreement, but actually some really good kindred spirits. And we go back and forth on how we need to rethink things in supply chain in order to, uh, well, I mean, in order to prioritize agility and resilience in the supply chain, rather than just obsession the obsession with accuracy. Yeah. I love that. It was a good talk. I really enjoyed it.

Scott Luton (00:56:26):

Sylvia says supply chain is not only a craft. It is an art form. Put Sylvia 10, 10 or foster is with us today. And if you remember, Greg Tanner is one of the trio.

Scott Luton (00:56:37):


Scott Luton (00:56:39):

He was on a past episode with us, as we interviewed at the time UGA supply chain students that are so far ahead of the years, Tanner hope the industry is treating you well. I’m sure you’re doing big things. And we look forward to reconnecting with you.

Scott Luton (00:56:52):

I wonder if he thinks of Fred Tolbert as the doc holiday supply chain. It’s a great question.

Scott Luton (00:56:58):

All right. So moving right along, I want to tell you about this episode. We did, uh, Grace Hopper on this week in business history. So, um, Grace’s nickname was amazing. Grace. She, she created the first sheet. I actually created the concept behind the compiler and then built the first one. It took three years of, of, and, and, and to our non technologists, which I’m included. I started in computer science in college. So that’s why I know what a compiler is, but basically in the early or late forties, early fifties, all of the computer programming was all symbol, mathematical symbol driven, right? Grace had the incredible idea of, Hey, how can we use the English language and let the computer transform it into the code? It needs for three years, she was laughed at told that it would never work. Computers don’t get English. She was told, well, then she went out and built it and built the compiler. Uh, she went on to do some other big things, including some refer to her son as a mother of COBOL, which is one of the world’s predominant and most successful computer programming languages. But here’s the other thing, Greg. Um, she did, you know, that bugging and debugging started in terms of its application, those, those phrases, and as it applies to technology with Grace Hopper.

Scott Luton (00:58:18):

So when she was born on

Scott Luton (00:58:20):

The Mark two to right, the Mark two was one of those early, the size of a room, reload, relate tubes, all the, you know, computers back then

Scott Luton (00:58:29):

On cards and stuff like that. Yes,

Scott Luton (00:58:31):

That’s right. A moth had gotten stuck in one of the relay tubes and it was interfering with the operation. So grace and her team, literally the bug, the, uh, the, the machine,

Scott Luton (00:58:43):

That’s why it’s called debugging. It stuck, but a bug

Scott Luton (00:58:50):

At the time was I was already in the engineering lexicon, but it hadn’t been applied in debugging. Certainly hadn’t been applied to technology and better yet. Did you know that you can find the remains of that moth in the Smithsonian, in her team’s log books?

Scott Luton (00:59:07):

No way, yes.

Scott Luton (00:59:10):

Sec worthy of, uh, being in the Smithsonian, but Hey, here’s a, here’s a little neat thing about this episode. My daughter, 11 year old Brantley Luton makes her first ever appearance on this latest edition of this week in business history. Oh, that’s awesome. Grace Hopper, what an incredible story. Um, so no shortage though, Greg of content, uh, that is meaningful and inspires and it challenges your, um, assumptions, right. And assumptions. You may not. I love, you know, with going back to you and John’s conversation, I love when folks that lead massive powerful organizations can be so down to earth, such a normal, um, folks sitting around the kitchen table is, is the picture you paint a lot, but that’s where the secret sauce is.

Scott Luton (00:59:59):

Right? Well, yes. And thank you for pointing that out because I wanted to say that I don’t think anyone should be afraid that this is going to be highly technical or, you know, highly business oriented. It’s just two cats sitting around talking about what they think ought to change. And we don’t understand it. We don’t think of it in a technical way. And I guess that’s kind of a blessing in a way is that we talk about it like normal people talk about it. Why can’t it be this way? Right. Why is one of the pre predominant questions that are asked during particularly John’s, uh, John’s discussion? So thanks for pointing that out. I mean, there’s something for everybody there.

Scott Luton (01:00:38):

Yeah. That’s good. Uh, that is great. And, um, that’s, that’s, that’s the power of those tough conversations. That’s really, that’s the driving force behind the technology movement where it’s for all right. The democracy democratization. Ooh, I need another cup of coffee there, Greg. That’s a tough word, man. It always has been for me, always has been for me, but, you know, folks that really leveled the playing field and, and challenge who cares how we’ve always done it, this, you know, here’s the opportunity let’s seize it and put it in a headlock and, and, you know, help help others embrace concept for technology or you name it.

Scott Luton (01:01:17):

Well, the truth is just like, I mean, just like with grace, when you think about things as why they couldn’t be more simple, that’s when real breakthroughs happen. Yeah. So, I mean, uh, you know, it doesn’t, it literally does not take a rocket science, the scientists, and sometimes even when rocket scientists make breakthrough, they’re thinking of things, things in the most simplistic, simplistic fashion. Yeah.

Scott Luton (01:01:41):

Great point. Great point. So to our audience, we said it was gonna be a jam packed episode of between the news on the front end and the, in the vaccine, as it relates to the supply chain workforce, as it relates to all the insights and perspective that David dropped and opportunity, you know, I’m looking forward to downloading that report here in the next few days. Um, but I appreciate Greg as always the community’s comments and, and their inputs. And clearly I think Sylvia has gotten the comment of the day looking at. So again, supply chain is not only a craft. It is an art form perfectly said, Sylvia. Um, Hey, to, to

Scott Luton (01:02:20):

The community, we did drop the links to both the grace opera episode and to tequila sunrise in the show notes, along with resilience three sixties link, and David’s LinkedIn profile y’all should connect and Greg, um, great episode. Uh, you get the final word before I sign off here, listen up and bring a friend. I seriously, I think, I think, I think we really feel compelled to bring this kind of information to the community. We’d love to get you guys help to have more of these discussions clearly. So many of you get so much out of it. So many of you participate and I know there are so many of you, um, kind of waiting in the wings or, or just listening. And that’s fantastic. Invite a friend let’s, let’s build this community because we are building knowledge here and we’re doing it in a new way. We don’t have, there’s no membership fee required as Scott always says money back guarantee.

Scott Luton (01:03:21):

Um, yeah, I mean, I think, uh, you know, I really enjoy this and I think, uh, we found w you know, we’re trying to find new ways to bring this information to folks via multitude of things, Luke and I just had a discussion about Kevin L. Jackson. Who’s going to talk about digital transformation. So, um, yeah, bring a friend found timely, incredibly important and critical conversations. So again, to our audience, thanks so much for joining us here today. Fascinating discussion, appreciate all the comments you shared along with what David shared and, and, uh, the conversation we had. So, Hey, if you enjoyed today’s episode, be sure to check us out wherever, get your podcasts from, and more importantly, challenge you. Like. We challenge our own team every single day, do good give forward, but be the change that’s needed. And on that note, we’ll see you next time.

Intro/Outro (01:04:12):

Thanks. [inaudible].

Would you rather watch the show in action?  Watch as Scott and Greg welcome David Shillingford to Supply Chain Now through our YouTube channel.

David Shillingford is the Chairman of Resilience360. Resilience360 is an innovative, cloud-based platform that helps companies to visualize, track and protect their business operations. The solution facilitates intuitive supply chain visualization, tracks shipments and ETAs across different transport modes and enables near real-time monitoring of incidents capable of disrupting supply chains. Learn more at:

Greg White is principal & host at Supply Chain Now – The Voice of Supply Chain and digital media publisher – where he helps guide the company’s strategic direction, and interviews industry leaders, hosts weekly Livestreams, and is creator, executive producer & host of the TECHquila Sunrise vlog and podcast. Greg is a recognized supply chain practitioner, industry thought-leader, founder, CEO, investor, board director and advisor in B2B technology with multiple successful exits.

Prior to his current initiatives, Greg served as CEO of Curo, a field service management solution most notably used by Amazon to direct their fulfillment center deployment workforce. Previously, Greg founded Blue Ridge Solutions, and as President & CEO, led the bootstrap startup of cloud-native supply chain applications to become a Gartner Magic Quadrant Leader. Greg has also held leadership roles with Servigistics (PTC), and E3 Corporation (JDA/Blue Yonder) where he pioneered cloud supply chain applications in the late nineties.

Today, rapidly-growing tech companies & venture capital, and private equity firms leverage Greg as a partner, board director and advisor for his experience building disruptive B2B technology and supply chain companies that are widely recognized as industry leaders. He’s an insightful visionary who helps companies align vision, team, market, messaging, and product to accelerate value creation. Greg guides founders, investors, and leadership teams to create breakthroughs to gain market exposure and momentum that increase company esteem and valuation. 

Scott W. Luton is the founder & CEO of Supply Chain Now, the voice of supply chain. Supply Chain Now digital media brings together thought-leaders, influencers and practitioners to spotlight the people, technology, best practices, critical issues, and new opportunities impacting global supply chain performance today and tomorrow. Our leaders are frequently sourced to provide insights into supply chain news, technology, disruption and innovation, and rank in the top 25 on multiple industry thought-leadership lists. Supply Chain Now digital media content includes podcasts, livestreaming, vlogs, virtual events, and articles that have accumulated millions of views, plays and reads since 2017 and continue to reach a growing global audience.

Scott has worked extensively in the end-to-end Supply Chain industry for more than 15 years, appearing in publications such as The Wall Street Journal, USA Today, and CNN. He’s also been named a top industry influencer by groups such as Thinkers360, ISCEA and others.

Having served as President of APICS Atlanta from 2009 to 2011, Scott has also served on a variety of boards and has led a number of initiatives to support the local business community & global industry. Scott is also a United States Air Force Veteran and has led a variety of efforts to give back to his fellow Veteran community since his departure from active duty in 2002.


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