“When you view supply chain at a more granular level, at the operational level, that’s when you realize how the supply chain works as the backbone of a particular organization and how it serves to build competitive advantage for that organization.”

– Dhairya Patel, Inquizity

Today’s supply chains are increasingly global, and – accordingly – so is the reach of any supply chain professional’s network. From Atlanta, Georgia to Vadodara, Gujarat, India, we can all learn from each other and benefit from combining our individual experiences into shared knowledge and understanding.

In that context, Supply Chain Now welcomes Dhairya Patel, a Supply Chain Analyst Intern at Inquizity, to the show. He discovered the field of supply chain operations during his undergraduate studies and didn’t experience the full execution side of the role until he was in industry.

In this episode, Dhairya tells Host Scott Luton:

· What he has learned about supply chain planning over the last year, and what we can all do to improve the practice of planning in general

· The opportunity to improve the customer experience by streamlining the reverse logistics process

· Why supply chains can’t become more resilient until companies do a better job of making their suppliers a more integral part of the planning and management proces

Intro/Outro (00:03):

Welcome to supply chain. Now the voice of global supply chain supply chain now focuses on the best in the business for our worldwide audience, the people, the technologies, the best practices, and today’s critical issues. The challenges and opportunities stay tuned to hear from those making global business happen right here on supply chain now.

Scott Luton (00:33):

Hey, good morning, Scott Luton right here with you on supply chain. Now, welcome to today’s episode. Hey, on today’s episode, special conversation to that, we’re gonna be talking with a self-described supply chain evangelist. How about that? An individual that has a strong passion for learning and exploring new things. Our guests we’ve had a lot of experience and a lot of fun with on our live streams and across social. Our guest is amongst the newest members of the global supply chain workforce and is working towards a quote realization of a smarter autonomous and hyper-connected supply chain. So with that said, let’s welcome in Dhairya Patel, a supply chain planning analyst intern with inquisitive Dhairya. How are you doing

Dhairya Patel (01:17):

Hi, Scott, great to be on the show. Thanks for inviting.

Scott Luton (01:22):

Well, it’s overdue. You’ve been on our shortlist of folks. We really enjoyed that the POV you’ve dropped in our, our live streams and, and our social interactions. And, and clearly, you know, it’s amazing how much you can pick up just from, from digital interactions these days, but your passion for supply chain comes screaming through. So it was great to sit down with you for a few minutes here today. So Dhairya, let’s start from the top before we get into the heavy lifting. Let’s learn more about you. So tell us, where did you grow up and, and give us a few stories about your approach.

Dhairya Patel (01:56):

Yes. So basically I do work in the Northwestern part of India, all which are, so this particular state, uh, is particularly famous for having hosting the world’s largest stadium in terms of capacity, roughly how many people it’s around 1.5 black people. Wow. Yes.

Scott Luton (02:18):

Guinness book, world record. Holy cow. So, so that’s where you grew up. So tell us more.

Dhairya Patel (02:23):

Yeah. And, uh, one other of my is like we have the votes tallest statue in our state. The statute is even taller than that. You Oxford is Liberty statue of Liberty. So that’s two key milestones that describe from where I come from.

Scott Luton (02:40):

Love that. So, you know, growing up in a, what sounds like a wonderful world city, it’s gotta be pretty special place to come from. And then as you meet people the, to tell, share about your city when you’re abroad, huh? Yes. So tell us about your family. Are you the oldest? Are you the youngest? What your mom and dad do us more about that?

Dhairya Patel (03:00):

So I’m the only child and my father, he works as an electrical manager at a firm or as a private firm. And my mother is a homemaker, basically raised as a single child being loved by my parents and, uh, right from my childhood. I had, I was a bit into the academics as a key learner, apart from academics. I love reading books. I love exploring new places, trying new cuisines. And also I go on track sometimes I’m spending time with nature.

Scott Luton (03:34):

Love that. All right. So I’ve got, I’ve got, uh, an extra question for you. So if you think about the mix of traits you’ve gotten from your father and from your mother, what’s one trait that you track back to your, your father and what’s one trait you definitely got from your mother. What would you, how would you answer that?

Dhairya Patel (03:52):

That’s hard to quantify, but, uh, but I will say that, uh, timeliness is something which I got as a trade from my mother. She’s a very kind individual. And I learned from her to respect and to respect other people’s viewpoint, to extend a helping hand and to give back to the community. And my father is a very pragmatic person. So being pragmatic at all stages of life is something that I can buy from as a key trait from his side,

Scott Luton (04:26):

What a wonderful combination we need. So much of all of those traits in global business. And I appreciate you entertaining that question. All right. So let’s talk about, you know, one of our favorite question is the why, right? Simon Sinek has made that famous. And for good reason, Dhairya, I’d love to ask you what was your why for wanting to work in the global supply chain space?

Dhairya Patel (04:50):

So I was first introduced to the domain of supply chain during my bachelor’s when I took certain courses related to the field of supply chain. But I had a very limited view of supply chain where a supply chain was a city as being operation research, where you model and you did are based on your modeling assumptions. You arrived at an optimal features, but enter into the industry I had, I was fortunate enough to work for the initial us after my bachelor’s in the capital industry, where I became acquainted with the execution part of the supply chain,

Scott Luton (05:26):

Uh, execution, one of our favorite aspects in supply chain. Right. Really making it happen. That’s what supply chain is known for, right? Yes. So it sounds like that execution side that it really cultivate, uh, even a greater love for the industry.

Dhairya Patel (05:41):

Yes. Because when you view supply chain at the more granular level at the operational level, how the vocals and how each and every person who is in the value chain, he works synchronously with each other in order derive value for the entire organization. That’s when you realize that how the supply chain works as a backbone of a particular organization and how it sews to get competitive advantage for a particular organization. So that’s when I realized or found my passion for supply chain.

Scott Luton (06:15):

I love that as you’re describing that the word ecosystem comes to mind, right. And it truly, you know, I know that’s been applied a number of different ways beyond the traditional literal definition, but these days it is a global ecosystem, right? Where everyone’s got something at stake from the consumer all the way upstream to the earliest raw material provider. And that’s, that’s one of my favorite aspects about supply chain, because it’s, it’s, it’s, it’s a true global community and everyone’s got something to stake. So I love that. I love your why Dhairya. It makes so much sense to me. No wonder you are a supply chain evangelist. I can see you at a pulpit now preaching to the preaching supply chain to the masses. I love it. So let’s talk about, you’re going to be in our neck of the woods in the months ahead, right. As you’re going to be venturing to Atlanta and attending Georgia tech just around the corner, tell us more about what you’re gonna be doing there. And why did you choose Georgia tech?

Dhairya Patel (07:11):

So very exciting to be at Georgia tech in the coming months to win Atlanta Georgia today, especially in the us is a very renewed Institute, especially for master’s in industrial engineering. The course that I’m going to be pursuing. It has been consistently ranked as the first, uh, in the us news rankings for the consecutive last 30 years, not just banking wise, but the professors and the community at Georgia tech is so much experience in supply chain. They are in fact, the pioneers in certain domains of supply chain. And that’s where I want to learn as much as possible from my peer community, as well as the professors at Georgia tech and extend or add more to my own profile and grow more in the supply chain. To me,

Scott Luton (08:02):

Love that. And, you know, I would add to that, you know, we’ve rubbed elbows with the fine folks in a number of different ways at Georgia tech over the 15 or so years, I’ve been in the Atlanta area. And not only are they one of the, or the top ranked industrial engineering school, but they’re also the largest industrial engineering school in the States. And the, and at the time this was, uh, my data’s about two years old, perhaps, but I bet it’s around the same. They are more than double the size of the second ranked program, which I think was either Michigan or Michigan state, but regardless fine institution. And it looks like they’re getting another wonderful current and future leader in Dhairya Patel. So now when you come to Atlanta, we’re going to have to break bread together, and we’re going to have to have you into the studio with us. And I want to keep our finger on the pulse of your studies and put POV. So is that a deal?

Dhairya Patel (08:52):

Yes, definitely looking forward to there we are too. Okay.

Scott Luton (08:56):

Okay. So let’s shift gears. I want to talk about inquisitive. Inquisitive is where you work now as a, as a supply chain planning analyst intern. So tell us first about the company.

Dhairya Patel (09:07):

Yes. So inquisitive is basically a supply chain planning business automation solutions provider, where we provide planning solutions to enterprises in various or domains in various industry vibe, right from meditate to my pharmaceuticals, to my tire industry. And because supply chain is, you know, is only present and each and every industry requires planning each and every industry requires management of its resources. And that’s where inquisitive comes into place, where we offer our planning solutions in the form of master production planning, as well as shade, scheduling, demand, forecasting solutions, replenishment planning solutions, and a bunch of more, or if I would rather call an end to end planning solution on a mobile platform known as data savvy. So that’s what it, it is all about. Love it,

Scott Luton (09:59):

True end to end, end to end planning. If we have not learned a thing or a thousand things about planning in the last 18 months, I don’t know if we’ve learned anything right. And planning continues to evolve. You know, uh, we, we, as you might imagine, we talk a lot about planning here and it’s fascinating just how much more data and how much better we can get at proactive planning these days. And we’re going to have to in the months ahead versus where we were even, you know, five, five or six years ago, it truly is, uh, amazing to, to plan and supply chain during the information age in it. All right. So speaking of planning, your let’s talk about your role. So what do you do? And what’s your, perhaps, what’s your favorite aspect of your role?

Dhairya Patel (10:45):

So talking about my role at, and visiting I’m currently at the client facing role, where we go to the client location, interact with the clients, understand their business needs, identify the gaps in their processes, try to resolve those gaps and bridge those gaps and propose the solutions or bridge those gaps with the solutions offered by inquisitive in order to improve their process efficiency, as well as add to their bottom line and the top line,

Scott Luton (11:15):

It’s gotta be pretty rewarding to be in a position to have that kind of practical impact taking a page from your father, right. We, um, I’m a big pragmatic thinker as well. You know, we talk a lot about, we have a bunch of fun around the fact that I once gave my current wife, my, you know, my former, I think we were either we were early in our dating or maybe it was the first Valentine’s day we were married, but she had told me that she didn’t have an umbrella. I dropped her off somewhere and she had, you know, she was in the rain and she was running in. And so naturally for Valentine’s day, the practical person, I am, I, her a number that did not go over very well, but, uh, long story short to be in a position, especially, you know, this early in your career where you can have an impact on not just the top line, but the bottom line and help folks, you know, help organizations better navigate through these incredibly challenging times. That’s gotta be really gratifying. W you know where you are right now.

Dhairya Patel (12:17):

Yes, it’s a lot of learning because every client has a unique challenges that they face. Every industry has unique challenges that they face. So how to implement your solutions customized or tailored to their particular needs and how to really make an impact and drive value for their organization is some of the things that I’m fortunate enough to experience at this particular stage of mind for you.

Scott Luton (12:41):

All right. So before I asked you about some of the ways that the global supply chain profession is evolving, clearly you’re working in a lot of different sectors, or at least you’re exposed to a lot of different sectors across industry. Is there one that is emerging as, as, as you know, a sector that really intrigues you and kind of captures your attention? Is there one sector out there that really strongly interest you?

Dhairya Patel (13:07):

So if I were to pick one sector or one dimension, uh, of the industry that that is cool, that I, that I believe is going to grow in the coming years is something the, uh, returns management is believe, is something that I would, uh, back on because, uh, there is in this rise of e-commerce with over 20% rise year on year, the returns actually form a huge part. They were most account for on 30% of your e-commerce their returns, and therefore managing those returns and establishing or planning for reverse logistics in order to ensure in order to reduce your costs in order to deliver a better customer experience is something that many startups or many companies in the supply chain, a banking that backs on one such, uh, and, uh, started that I come across is the reverse logics with where they are in fact implementing or solutions of cloud-based solutions for, uh, the return management for the reverse logistics of the return. And they are claiming to have a direct impact on twenty-five to 30% improvement in customer experience and a reduction in the cost. So I believe moving forward, this will be a key area where I believe the industry’s going to grow and evolve.

Scott Luton (14:27):

Agreed returns management is a really interesting space. Reverse logistics is a, is a really interesting space. And it seems like in here as e-commerce continues to explode and, you know, and there’s no, there’s no slow down, you know, insight. Uh, we all love the convenience of, of e-commerce across the globe. It seems like many retailers have cracked the code on the returns experience for the consumer or transactionally. But as we both know, one of the biggest challenges out there is how can we in a sustainable manner process these returns and get as much goodness out of what is brought back safely, right? And transparently back into the marketplace so that it can be reused or, or better yet for the products that maybe are returned and they can’t be reused. How can we reinvent? And re-engineer how they’re developed. So they can truly be truly recyclable, basically planning for circularity.

Scott Luton (15:28):

There there’s a phrase. Yes, yes. Uh, and, and how can we bake circularity into product design? I think it’s going to be a big challenge in the years to come, because, you know, you want to, as we both know, you want to balance what the constant, where the consumer sees value in the product itself with how can we design for maximum and optimized circularity? You know, there’s a, there’s a, there’s a constantly evolving middle line there. Uh, you know, the balance. Yes, big trade-off, but the cool thing is it, consumers are more and more valuing all of those efforts. And of course, uh, sustainability, uh, initiatives in a way that has never been seen in the market, in the global marketplace prior to, so if the consumers on your side, you’re going to, you’re going to make progress, right?

Dhairya Patel (16:15):

Yes. Are you seeing that with Unilever and PNG? So they’re backing that insurance, you see the Unilever’s sustainability initiative of achieving carbon positive by 2030. So that’s like a benchmark for all other industrial leaders to follow

Scott Luton (16:34):

Agreed. They’re setting the bar. So speaking of this, as we’ve already referenced the, the S the global supply chain profession, the craft as, as Greg white puts, it is rapidly evolving, you know, global business, the whole landscape is rapidly evolving. If you had to pick just one element, one dynamic out of this rapidly evolving ecosystem to, to steal our earlier phrase. What’s one thing that really captivates you.

Dhairya Patel (17:00):

So, uh, as we have seen that in this, our times of gig economy [inaudible], and your, uh, your, uh, Airbnb’s and Uber’s, and all those are where they offer the subscription as a service supply chain is also evolving to offer your software as a service infrastructure, as a service. And therefore I’ve seen a lot of companies which are betting their stakes on cloud-based platforms that are enabling digital transformation across the organizations and delivering real time, visibility and value for them, which helps them to make quicker and efficient and effective decisions at the point, when they’re encountering certain disruptions, or when they are managing their risks. So better decision-making

Scott Luton (17:50):

Is becoming better and faster decision-making is become more capable, right? Folks have a lot more capability when it comes to making faster and better decisions based on a variety of different factors across global supply chain, some folks still, and Dhairya, I’d love to get your feedback here. Some folks still are not geared towards making decisions. They don’t want to be in the, you know, the one in the room, making the decisions. Tell me about you. You strike me as someone that not only enjoys making decisions today, but you’re going to enjoy making even bigger decisions in the, in, you know, as your, as your career involved or evolve Z, is that accurate?

Dhairya Patel (18:27):

Yes, indeed. Like, I will like to be on the decision-making rules. I would like to be crafting the strategy for an organization, being the room without the points. This goes on the points and then make faster decisions based on facts and data. That’s what I want to be in a few future.

Scott Luton (18:48):

Wonderful. And win and win a lot. Right? Like your cricket team, is that right? Yes. And I’m going to circle back, but we didn’t talk about the cricket on the front end. I’m a circle as we start to close here in a minute, I want to pick your brain about cricket, because I bet there’s a lot of folks like myself that weren’t real familiar about some of the basics of that very popular global game. So beyond all that you’ve shared, and we’ve, we’ve kind of talked about some, some big meaty subjects thus far, but beyond it, is there one thing that we haven’t addressed yet that you’re really paying a lot of tension to, you know, from a global business standpoint, what else would that be?

Dhairya Patel (19:28):

So, if I were to describe that what organizations need to plan for, you’ve seen the recent pandemic and the recent disruptions caused by the pandemic. Also, we came across this study by McKinsey. That saves that of disruption is bound to occur every 3.7 years. And therefore companies need to start investing in resilient supply chains, the need to design the networks in an agile manner, the need to focus on digital collaboration with our suppliers, with their partners and make them equal stakeholders in decision making. And therefore they need to establish supply chain control towers. They need to go for cloud-based platforms that will help them, that will guide them in order to make real efficient decisions. And if I were to say like, there you can, uh, there is a great potential for leveraging artificial intelligence and machine learning capabilities to derive, predict to insights and analytics to predict the destruction before it occurs. And therefore you can have your, uh, responses ready in order to mitigate those unintended consequences that might occur as a result of destruction. And therefore, if companies need to survive in this time of [inaudible], which is the volatility, complexity, and ambiguity word, then they need to start investing in resilient supply chains. That’s what, that’s the one message that I would like to put out in the community.

Scott Luton (20:58):

You shared a lot there. I want to go back to one of your earlier comments in that answer, which is working with your suppliers, uh, as, uh, as equal stakeholders in, in especially big decisions. And I think that’s, you know, when I think about my time earlier in a manufacturing industry, which is quite some time ago, and I think about some of the observations I had when it comes to how us at, at, at, at the time, as a supplier where our seat at the table, or where our seat was, not at the table with some of our, the larger companies that we supplied and how that leverage was used and how, in many of these cases, we were excluded from these big decisions. And in some cases not, I want to, I don’t want to paint too broad a brush, but in some cases you’re pounded down, we need 10% less than pricing.

Scott Luton (21:47):

We got to find a way, and if you could meet it, you rewarded. And if you couldn’t and you stood to lose business or had other consequences, and it really, and this wasn’t every relationship, but a couple of those just, it created, you know, leadership in that manner created a really distrust, right? And it didn’t, it didn’t create much incentive as where does that may sound. It’s been really neat to see how, as we’ve interviewed more and more folks, uh, you know, from, from Sandra McQuillan and, and Quintin Roach with models, international, many others that view their suppliers almost as much, or maybe even on equal terms as they view their consumer and find a supplier. Those are the folks I want to work with, right? Because they’re going to find a way for all organizations, all upstream and downstream, you know, to do good business and, and, and, and serve the consumer. That really that’s one of the things that really gets my juices going about where supply chain is kind of headed. And we see a lot of that today. I think we’ll see a lot more of that in, in the months and years to come. Is that, does that resonate with you? And, and any thoughts about that?

Dhairya Patel (22:50):

Yes, indeed. Like making supplies and equal parties or equal stakeholders in the decision making process is a brave step to move towards sterilization and for resilience supply chain, because you need your suppliers to be ready to accommodate for any demand changes, whenever destruction is occurring. And you can build that trust only when you have the, when we interact with supplier on an equal footing. And I believe that moving forward as the new millennial workforce is going to gradually seep into the supply chain domain, new practices are gonna come in place and the old status quo will be challenged. And that’s where our community died of has to play a big role in where we need to educate individuals or entering into supply chains. To me about how to approach supply chain in these volatile times,

Scott Luton (23:43):

Love that. And, you know, that’s where the gains are going to be. We’ve challenged these, these debt long-held status quo where some of the new health status close, right. That’s where some of the most important change is going to take place. And really frankly, that goes, that could be said outside of supply chain to a societal change and global business change. So we’ll get, we’ve got some big, there’s always big topics to tackle and challenges to tackle in, in global business. But we’ve got some, we’ve got some big ones right now. And, and, and certainly around the corner that are yet to be foreseen, right. That, that, um, that you’ll be leading us through Daria. So I want to look back. So we’ve been kind of, we’ve been kind of focused on the current state and what’s to come. And some of those trends, I won’t look back now because knock on wood. We all hope that we’re, we’re getting firmer and firmer into the post pandemic period. It’s been different parts of the world are in different, different spots. And, but what’s one thing, one big Eureka moment that you’ve had as we have navigated through this global pandemic what’s bit, one being one big lesson learned

Dhairya Patel (24:52):

Like, uh, Winston Churchill has a popular saying that never waste a crisis. If you are in the midst of a crisis, never based a crisis is in fact, a perfect opportunity moment for the organizations to capitalize and to like capitalize and or improve on the shortcomings or any particular gaps that they have in their processes. And this is in continuous improvement process. So I believe that real time of visibility is something that companies should look forward because we seen the light of the recent destruction such as the us Canada blockage crisis. Or we might say because of the COVID-19 pandemic, when the disruption initially occurred in the UConn research, so that around 938 of the fortune, a thousand companies had attire to suppliers in Mohan. And therefore there was this reverberation. So ripple effects felt for the organizations worldwide, where they face the raw material shortages. And therefore it is imperative that you have your real-time visibility on what, uh, where your production is occurring or where our suppliers are. So where are you sourcing form that helps you plan effectively and plan better for any upcoming disruptions?

Scott Luton (26:06):

Well said very well said. So you learned some big lessons from the pandemic, but you know, one of the things you mentioned there is time visibility, and I’ll tell you that’s like Bitcoin, it seems like the value of that just is just taking off every hour with good reason. So a lot of good stuff there, Hey, as we wrap, Oh, one more thing before we talk about cricket, I want to, I want to circle back to it, to your mother and, and some of the traits that she bestowed on you, you know, doing good, helping the community, helping others, being conned, you know, do you see any, any new found lessons in those areas as a result of the pandemic?

Dhairya Patel (26:46):

So I absorbed it as a community. We have in fact, uh, being more supportive and being more kind in these tumultuous times, I’ve seen many organizations and many NGOs, which are working together day and night to be out, to deliver food packages, to deliver, uh, nutritional, uh, milk, uh, to the destitute children, especially in India, where we have a, we had a low down. So there was this particular time when there were many migrant workers who were continuously walking on foot for almost as a 500 to 800 mice. And this, we saw many individuals coming together, coming forward and supplying them of food and other essential. And, uh, at that particular time, I felt that as a community, we have grown much more kind and we have become sensitive to each other’s pain and we have felt and empathize with others. And that is something that, um, has greatly impressed me because it was a particularly a very negative time where the tiny shred of positivity was needed to uplift our moves. And it is great that people are coming forward.

Scott Luton (28:00):

Agreed. It’s, it’s energizing, it’s nourishment for the soul in terms of the levels of empathy and, and folks doing good and giving forward during these challenging times, it really, it helps bolster us to, to, to get through a lot of the bad days that we’ve all experienced. So I appreciate you sharing your perspective there. Now I want to talk about cricket for a minute, cause I bet we’ve got, uh, I’m sure we’ve got some listeners that are like me and have no idea how the game works. They’ve seen it, probably pictures and whatnot. So the Indian premier league is the league is the big, the major leagues of cricket, right? Yes. All right. So it appears that the Royal challengers Bangalore are currently leading the league, right? Yes.

Dhairya Patel (28:48):

Okay.

Scott Luton (28:50):

Yes, there are three and three. How about that? Real-time visibility into cricket league standings now, which one’s your favorite team again?

Dhairya Patel (28:58):

Minus 10 days. Super Kings,

Scott Luton (29:00):

Super Kings. All right. What, what’s their acronym? C a C O C. So they’re number two. Yes. The Chennai super Kings. There they are number two at three, two and one. So they’re nipping on the heels. How many games roughly make up a cricket season? How many games will these teams play?

Dhairya Patel (29:18):

So like, there are some, uh, there are eat teams which are playing in the Indian premier league. So each team will play with each other. There’s a round Robin type of arrangement around 56 matches. And then we have this, uh, finales and bananas, and then we move on to the finance. It’s like a cricket festival right now in India.

Scott Luton (29:37):

Right. I love it. A cricket festival. So about 56 games. And let’s talk about just the mechanics of cricket, because I learned some things on the pre-show for example. So, so much like baseball for our listeners that have seen the baseball game. You’ve got a, a pitcher that you, that, that uses a cricket ball, right? Yes. And they fling that towards the batter. Is that what you call it? The batter in

Dhairya Patel (30:05):

Yes. Much of a baseball bat, but it’s like a flat of flakes off his back rather than alarm, but yeah.

Scott Luton (30:13):

And then behind home and baseball, what would be called home plate behind the batter or are several stumps? Is that right? Yes. And what I didn’t know until Dhairya told me on the front end is if the, if the cricket ball hits a stump, the batter is out.

Dhairya Patel (30:32):

Yes. So you’ve got to protect the stops. Is that right? Yes. You’ve got to protect systems and you going to give the ball at the same time.

Scott Luton (30:41):

Very challenging, very challenging. And that ball, uh, well, just like we see a major league baseball pitchers are throwing at a hundred miles an hour, bringing it home to you cause you’ve played cricket, uh, quite a bit. And I think you told us that you were a much better batter than you were like a fielder, is that right?

Dhairya Patel (30:57):

Yes, indeed. I like to hit the ball out of the boundary for sixes. So is that like a home run in baseball? Yes. So if you hit it in the baseball, it’s opening in cricket, if you hit it, uh, outside the boundary, it’s called the six to the six months for that.

Scott Luton (31:12):

Okay. A six man. I learn something new every day. Well, this is, it’s really, it’s really cool and rewarding to sit down and finally have a face to face in this. As face-to-face, as we get here lately with Daria Patel really have enjoyed, uh, Greg and I and a whole team gotten a kick out of what you shared on our live streams and how we’ve interacted on social, you know, always feel really good, really good about where global business is headed with, with incredible leaders and people like you coming into industry, you already here, but you know what I mean, as you progress from your, your current intern role and, and you progress through the master’s program at one of the greatest institutions in the land to break out and become one of the leaders in industry. So this is gonna be fascinating to, to keep our finger on the pulse of where you go from here.

Dhairya Patel (32:00):

Yes, indeed. Exciting times ahead. And, uh, it’s been a pleasure to be on the show. Okay.

Scott Luton (32:06):

Okay. Well, let’s make sure folks, how can folks connect, you know, if they want to compare notes with you or they want to ask you a question about, you know, this topic or that topic, or, you know, compare notes, what, how can folks connect with you?

Dhairya Patel (32:19):

So I’m pretty active on LinkedIn. So folks can reach me out or message me on LinkedIn. I’m always open for conversation and we can mutually discuss, learn from your POV as well as my POV and move ahead as a community.

Scott Luton (32:34):

Love that. All right. So I’ve, I’ve got, I’ve got to call this out, uh, for folks that may be tuned into the video version of this pod of his podcast, right over your left shoulder. There’s a book that says Paul herbs, I’ve got three, three little pet stared at me, which is a play off, of course, a proverb. So I love that Daria. I think we know that you’ve got a sense of humor. So I appreciate that. It’s a good dad joke and much more importantly, I’ve really enjoyed the last 45 minutes or so spent with you and getting to know you better and sharing your point of view and your perspective with our global community. A lot of inspiration there. And I can’t wait to reconnect with you again really soon. All right. Well, Hey folks, we’ve been talking with Daria Patel, a supply chain planning analyst intern with a company on the move called inquisitive. And Hey, if Daria is there, you know, the organizations on the mood, hopefully you enjoy this conversation as much as I have. It’s been a long time coming and on behalf of our entire team here at supply chain. Now we wish you all the best wherever you are. More importantly, Hey, do good. Give forward. Be the changes need to be like Daria Patel. And on that note, we’ll see you next time here at supply chain now. Thanks, goodbye.

Intro/Outro (33:47):

Thanks for being a part of our supply chain. Now, community check out all of our programming@supplychainnow.com and make sure you subscribe to supply chain. Now anywhere you listen to podcasts and follow us on Facebook, LinkedIn, Twitter, and Instagram. See you next time on supply chain. Now