[00:00:38] Very good morning and welcome to a new edition of Supply Chain Now in Spanish today we have an excellent guest and I am pleased to share these moments also with a good friend again one of the first episodes of Supply Chain in Spanish. One of the first people we have the honor to introduce and interview in Latin America and the first person we interviewed in Chile. So it’s going to be a very special show for sure and we are very happy to have the opportunity to talk with our guest. With me, as I was saying today, there is also a host friend of mine, José Miguel. How are you, José Miguel? With good morning.

[00:01:22] Well, thank you, Enrique. Thanks for the introduction. Hey, glad to participate from these first editions of Supply Chain Now in Spanish. Enrique offered me this opportunity. I have some relationship with the logistics world through Vector, but I am a professional professor and civil engineer from the Catholic University of Chile. I took a company I sent to Wharton, which was the school we attended along with Enrique and I was delighted to participate and interview our first guest.

[00:02:00] It’s going to be fun if you leave today’s guest. This is described as a family man, an engineer, a restless person and good before you let it show. Let me remind everyone that Supply Chain Now in Spanish can be accessed on any platform where you listen to their podcast. We are also on our website at Supplychainnow.Com and you can also listen to us on our YouTube channel. Please don’t forget to subscribe, it’s totally free and you will be able to join us in these talks that will be very interesting for us and I hope for all those who are listening to us. And now, without further ado. Let me introduce you to Ignacio Alcalde. Ignacio is the manager of the company Ignacio Double Logistics. What a pleasure to have you here! Welcome.

[00:02:55] Thank you very much Enrique for the invitation. Hello Jose Miguel. The final truth, it is an honor to be present in this interview that as you said Enrique, I understand that it is the first interviews that are made in this format in Spanish, so I hope to provide information and participate in a conversation that is entertaining for those who are listening and to contribute in some way from my vision of what is logistics in Chile and the vision I have of logistics for the future.

[00:03:26] Perfect and I’m not sure I do. Thank you again for being our guest of honor. We open the show in Chile with a very, very good guest. Ignacio, tell us before we start with the logistics and give you the opportunity, tell us a little more about what you do with your stunt double and all your successful career. Tell us a little about yourself. How? What is Ignacio like? What memories do you have of yourself growing up? Tell us a little more about yourself.

[00:03:57] Well, I did not say what was the company toree logistics before entering that part, let’s say, but it is a logistics operator that was present in several categories and the truth is that what we do is general logistics for multiple multinational companies. Then I will go into a little more detail. I am in this company, it is 11 years ago, but before to answer your question. Well, I’m an engineer just like Jose Miguel. Today we shared a faculty at the Catholic University for many years, 20 and 25 years. Ah, time goes by so fast. They both just graduated. He just graduated people. It was a very good experience, a very good school. I find me. The Catholic University gave you a very broad vision of the world and gives you the tools to be present in various industries. It seems to me that in addition to what a university gives you, I don’t know if you know it, but it’s Catholic, an important university in Chile that gives you many tools to meet people, open networks, etcetera.

[00:05:01] I only know the football team

[00:05:03] Aim to put the best in Chile. Vano wears number one,

[00:05:09] It’s going to be cool, called going number one affectÃn. That’s right, huh? Just out of the Copa Sudamericana, unfortunately, but, but hey, let’s go for next year and depend on being in college. What I did I also studied some, some things I could graduate and I was also sent to the Catholic University. There I always have a frustrated dream that I could have studied abroad, although I did have a short internship at Queens University in Canada, while I was an undergraduate or a semester student. It was a tremendous experience to live in a country like Canada, which is extraordinary in the winter, plus it was a time when it was 25 degrees below zero. It was also a super rich experience that contributed to generate more tools in building the professional that I am, let’s say, with the pros and cons, let’s say what that means.

[00:06:08] Ignacio, tell us where you, where you grew up, you were from Santiago de Chile?

[00:06:12] I am from Santiago de Chile. I was born here but I lived in Santiago until I was 25 years old. Then I made a change, I left and went to live outside Santiago. I had no pity for the restlessness to see what life was like beyond the great capital of 8 million people, to see what life was like outside. So I went to live in a small city in the south of Chile, which is called Los Angeles, just like Los Angeles, California, but this is Los Angeles Bío-Bío, which is obviously a forest city. And I was there living there for nine years working in the forestry industry, very much related to the United States, because what the company where I worked was exporting manufactured goods from the United States, which are all the parts and pieces of doors, windows, etcetera, and they went to the big companies in the United States that made the final product. And we also shipped wood chips to the United States and Japan, basically to produce cellulose. And there I had such a rich experience of what it’s like to live in a smaller city. Meeting people, developing professionally in a quality company, with a tremendous experience, the truth is that I value it very much from a professional point of view and also from a family point of view, because in the United States I think they are much more accustomed than we are here and here. We have a culture of not leaving our parents’ house until the end of university and then we stay very close. But it seems to me that the opposite is true in the United States. 18 years old, you leave and move to another city and they start to happen, families start to link up. That doesn’t happen here. However, having this 9-year experience in Los Angeles separated me a bit, not emotionally, of course, but the distance from my family and made me meet super valuable people that I wouldn’t have met otherwise. So it was a tremendous Terenci.

[00:08:02] I can’t even imagine what he does. It is also an experience that gives you a chance to follow the next steps in your professional career. Some of that time, when you were still thinking about Santiago leaving, not going to Los Angeles. What I imagine was a good and important job opportunity. But what motivated you the most? Aside from wanting to experience something outside the city that is what were you already? Maybe a little fed up with the city or what? What motivated you to leave?

[00:08:32] Look, what motivated me is that I didn’t want to follow the typical pattern of getting out of college, going to a big company and developing in that big company. I wanted to do something different and well, what I chose was actually not a tremendous opportunity. What I did was to start looking for jobs in different companies, in different parts of Chile, that fit the requirement of being far away from Santiago and that it was a rather small company.

[00:09:01] Japanese, more in love with adventure. Then you really wanted to get out of town,

[00:09:06] I probably always thought of it as a couple of years affair, something like that. I was not engaged at that time, coming out of college, but it was clear that I was going to marry my wife. So this was a joint adventure. We always think about it for a couple of years to get to know and then come back and learn other things. But it was an adventure that dragged on. Nine years were born outside Santiago. I have five children, four of my five children were born in the region, in the regions,

[00:09:36] In Los Angeles, I imagine.

[00:09:38] Los Angeles, yes, yes. So the assessment of looking for something new was totally fulfilled. And generate development from that experience also, let’s say, every tourist, professional, family, emotional, and so on. It was a very good experience.

[00:09:55] Who do you remember from that time? Any mentors or someone who helped you, someone you maybe learned a lot from in those? When we all graduate, first jobs are very important, especially in the way you learn.

[00:10:10] I worked in a forestry company called Forestal Dirigente, a company that exports, as I said, these products and there I had the opportunity to work hand in hand with the owner. The company was a smaller company, one has the possibility to be with him, with the one who has generated. They were basically an entrepreneur and I learned a lot, a lot about how companies are built and what are the good ways to build a company and what are the important things that the team has to take care of, the procedures, the long term vision, not just focus on things. You guys, I don’t know if he’s a mentor, but I learned a lot from him and I think that’s one of the things that I’ve been trying to follow some of his advice for the future, let’s just say, not

[00:10:55] You did pay tribute to what is a very good school, didn’t you? Having the opportunity to work in a smaller company gives you the chance to get to know a whole range of people.

[00:11:01] Little, of course. And the other thing that I value a lot about him is that he was a great athlete, he is a great athlete or marathon runner and I tried to follow in his footsteps a little bit late and I have been involved in this subject of sport very strongly. These last three years I’ve run a marathon, I’ve done some triathlons and it also gives you a different vision. Generate improvements in the sport.

[00:11:23] So you could say about that because a triathlon requires not only physical strength. I imagine what kind of characteristics are required for someone who likes that kind of sports or how? What does it say about someone like you, who is getting into a triathlon?

[00:11:38] I don’t know much what it says, but I can tell you a little bit about the experience, eh? The truth is that I was not a very sporty person, I had another weight to his time back. At some point I said here we have to make a change. And it seemed like an entertaining and challenging wood to do something that was like way beyond what I thought was possible. So one day I signed up for a triathlon competition, which is a competition that takes place on a beach near here in Santiago de Zapallar, in which the triathlon and an Olympic triathlon you swim 1500 meters, then you bike for 40 kilometers and jog 10 kilometers. All that. Within a defined period of time, the

[00:12:18] I already had some preparation or didn’t you say I’m going to get in and

[00:12:20] Then you don’t go. Basically nothing.

[00:12:23] You sign up and then you have to

[00:12:26] Which I signed up for. Well, six months in advance, eh? Signing up in the background created a certain obligation for me, of course. And I started training. I trained hard in the three disciplines during those six months and the truth is that it was a great experience, because first I had to be perseverant and perseverance is an important attribute, I think. A When you force yourself to persevere, you learn. It also generates the objective, and generating the objective and then accomplishing that objective generates a great sense of accomplishment. Very positive. More experience that kept repeating it after I have already done it four or five times. It’s not that competition, but others and I was aiming for others. At this time I wanted to be the half Ironman, which is twice as much. I said it before, but I couldn’t because Cheeky we had some social problems that forced to suspend that competition last year and today it was suspended again because with the pandemic.

[00:13:30] Yes it has definitely been a year with several challenges at different levels and we will talk about that in a moment. Anything else, Ignacio, before moving on to your professional career, anything else that you remember that was an important moment in your life? Any time you pivot from one way to the other or anything? Something like that.

[00:13:53] Carretería Quiros pivot. Professionals, let’s say the more personal pivots, obviously have to do with marriage and the birth of children. That kind of situations that are so special, so professional. And I would say that’s when I made the decision to change what I was telling you before to move out of Santiago to a smaller company in the regions of Chile. And then when I made the decision to go back to that I had no need to go back to as that experience, as I told you, had transformed from a two-year project to a nine-year experience. I was doing very well there when I had a good professional development. But he also considered at some point that he had to go back to the big city. Nothing. And they are not easy decisions because they were not automatic. That was also a pivot. A pivot that allowed me to learn about the world of logistics. It was in that minute when I entered this interesting world, logistics, eleven years ago.

[00:14:51] José Miguel, if you want it all yours, I say. Take us. Yes, you’ll get there through the professional side. And I think Ignacio put it very well there,

[00:15:01] Very well on track. Be super interesting Ignacio de El Tubo Your whole being, your development, your career count a little before your current position. Today as General Manager, what were the roles in digital and then in between the two logistics roles in your career that you took on.

[00:15:20] If I PHN in this forestry company, like I don’t remember what the position was, but I was in charge of the export operations Nang Archivo or head of operations or assistant manager of operations, something like that, eh? And since he acts very close to the owner, the truth is that there was a special situation in which he gave me the opportunity to be in charge of the company before I was 30 years old and I was the general manager of the forestry company with a small company, but it was a company that reported, that is, 50 or 60 million dollars a year. After three years of being there in that company, I was able to take on that role and in that role of responsibility I was able to learn a lot. And there I was in the position of general manager. During all the years I had in that company I changed from one company to another, from the forestry company to the industrial company, but I was in that position and when I changed to finish Santiago and I came here to Doble Logística Maina directly as general manager, I was general manager in this company for eleven years and I already had some points in common in the forestry area with the logistics area.

[00:16:32] At that minute it was more the whole issue of inventory management, the correct procedures, but beyond that the common ones in logistics were like the good practices that I was able to learn in that company that allowed me to enter this world. So that was a silent error. Ah, sorry. From that minute I was in charge in this logistic world that surprises me or has changed me, or that years ago the logistic world was a world more of the warehouse for inside, that was managed by people who did not have so much visibility within the company. And today logistics has become an industry that is quite at the top of what many companies are seeing, because today the giant company set logistics as one of the priority things in their strategy. And there are logistics companies themselves that have developed a lot in the case of Amazon or images in Latin America Mercado RYR. So a super interesting world.

[00:17:31] Hey, Ignacio, and some good on the measure. You took on important responsibilities early in your career. Any decisions that you have subsequently looked back on? And he said I told you hey, you made a mistake or you’ve regretted range of an important decision that you had that didn’t, didn’t, didn’t maybe lead to the company. As you take on more responsibility, your decisions will have more consequences in some way, right?

[00:18:02] Of course. Various. In other words, one makes mistakes. The mistakes are there and I think if you don’t, doing things is never going to click for everyone. But there are several songs that I would have done differently today. I remember one in particular that caused me a lot of stress when I was in the forestry company and we were invited to do an A-B, to enter an industrial plant in Montevideo, in Uruguay, in Uruguay de Astillados, because we did that here. Okay. We fish from the challenge. I remember I went to Oregon, United States, we bought the machines, we installed them in Montevideo and always when you buy a machine you say well, they tell you this will produce 100. I’m going to make me planning that produces 50 na. We arrived and installed with that commitment, but we did not allow more than 20 to the machine and this generated a huge stress, a huge problem. These were chip production that had to come in to fill a ship, a giant 26,000 ton bulk ship that was going to Japan and if it didn’t come in with the production, the ship would leave. That is a logistical problem. It is no longer filled with a temur, with a giant fine. So all this request to have planned this, perhaps not with all the valves necessary for time, for production capacity. It was a period that I say should be planned differently, perhaps putting more people who are going more of the particular machine telling the people of the United States babysitting, advising many apprenticeships that then. I have tried to increase in another project, but problems always occur, but one learns from these experiences so that these mistakes are not repeated.

[00:19:53] Hey in logistics, say in. In your current role. How? How have you seen the evolution of the logistics industry in the last ten years? The truth is that, as you say, with the advent of the massification of the internet and. And del. Let’s say that today we have a computer here in our hand, and so on. Today, logistics is becoming a very different issue. How have you seen the industry evolve in Chile and perhaps, perhaps, in the world over the last 10 years?

[00:20:31] Well, I a story that has had a substantial change to the logistically is to reduce it to some simple thing. It was seen, I think, as simply a pallet or crate moving operation, and the truth is that it was no more complicated than that. It was the vision that many people had. I believe that it has never been as simple as that, but today I believe that this vision has been mutating today, generating much more professional demand in the logistics world. Why? Because all companies have realized that it is not as simple as moving boxes, but you have to move units, you have to be respectful of stocks, you have to get the products to the end customer on time. You have to comply with not only arriving on time, but also arriving with the units you were asked for, that is, in shape and on time. And you have to be able to simultaneously develop all the channels that range logistics means. I’m talking more about an internal logistic point, let’s say, of distribution within a country. I believe this table applies to international logistics. Let’s say you go with exports everywhere, but today the big challenge, I think, from a logistical point of view, is to have companies that are capable. To meet all the channels, that is, to reach the industries, to reach the traditional channels that are companies, the smaller stores that sell these products on a more individual basis. The retail channel, which is a channel in itself in Chile, an extremely demanding channel in which they ask you a series of requirements to enter their distribution center in a proper way.

[00:22:17] I imagine the United States being like that, but I imagine they also have a certain restriction on retail itself. And the e-commerce channel today, which is a channel super demanded by all logistics companies, should be looking at the development of this channel in a very comprehensive way and generating investments to meet all the customers I think are going to Multares. Sealed the profile of the clients that we have, maybe a little bit of the company, but they are company profiles, basically multinationals that are installed in Chile and that tell you they have the decision to dedicate themselves to their core and outsource the logistics already. Those are companies that had generally taken product and brought it to a consignee that we see at your institution. Today they have a new challenge of not only reaching the customer, which is an industrialist or a ritual, but they have to reach your home. That’s a huge, huge logistical change. So, and it’s not so solved today, what is more solved today are rather the little people who have to take their products and their product to the final customer. But the big companies today there is a challenge that has to be solved and there the logistics operators I think we have a fundamental role to implement this multichannel or UFO Canadian, which is called in many parts in a successful way. It has all kinds of complexities, physical complexities, systemic complexities, people and talent complexities, and so on. It’s a really fascinating world, very entertaining.

[00:23:59] Hey, Ignacio, since you touched on the subject of your company, let’s talk a little more about it, more about Pedrola, about logistics, eh? They cost a bit, eh? What does it do? What does the company do and what is the problem it wants to solve? What is the rationale?

[00:24:15] If I have mentioned anything, we are a logistics operator. Basically what we do is we bring all of our customers’ cargo to our distribution centers. We have four distribution centers and we stock them. And once it is stored. Then we dispatch these products with the detail required by the customer, let’s say to the different channels that I have just mentioned. Let’s say retail and traditional. Industrial. E covers and the dispatch in the middle of the dispatch and storage. There are a series of services that we also deliver as an added value the labeling of products or generate A packs to be arranged on the supermarket shelf as the customer is going to buy it. You join with a product, with another town, they put a label on it and it goes out just like that to the shelf. So the truth is that we do a fairly comprehensive service for those that are required within a country and we also provide this service in various industries, let’s say. And I talked about channels, but we need to address the dangerous goods industry. We have specialized warehouses for dangerous products, which are a special infrastructure that is dangerous fruit. Well, let’s imagine they’re products like explosives or that sort of thing. These are products that all of us may have in the cellars of our house, because they are paints, chlorine, spray, that kind of thing that in important volumes generate a certain risk and need a special infrastructure and also a special treatment. We are also present in the pharmaceutical industry, in the cosmetics industry, in the textile industry. We have some food and this accused with other industry categories, such as mass consumption, care, home, and so on. That’s more or less like Magy, more globally what we do, José Miguel.

[00:26:15] Footprint Ignacio and tell a little of your position, of your day. Tell us what is a normal day for Ignacio Alcalde about his work.

[00:26:26] Look, the truth is that I don’t think I have a typical day because every day is quite different. But hey. I would say more about the things that keep me preoccupied on a daily basis or busy. Basically I’d say they’re one that the operation is fine, let’s say. We owe it to our clients and if we fail to deliver for our client, we have a problem. Then the operation has to run perfectly logistically. Except that there is no such thing as 100 percent. There is always something that falls off. But hey. But we have to try to get this bolus as high and as close to 100 percent as possible. So for that I am very interested in seeing what is happening through daily reports that come to me. I am in permanent contact with the operations area that informs me of any deviation so that I can help to correct Michener. I really enjoy being at the Gann winery and going to the winery to talk to people, see that everything is working well, that it’s clean, that it’s working safely, etcetera. I don’t have the time to do that every day, but I have to do it with a certain frequency, because it’s also important to generate a bond with people that is super important. I am also very concerned about the issue, as I said, commercial, but from a more strategic point of view in the sense of. We are a growing company, so the whole issue of customer acquisition is very important to be constantly looking at how we can increase our customer base.

[00:27:55] That logistics is a complex process that taking a customer makes all your cargo come to the warehouse changes the way you distribute. They are processes that last a year, that is, from the moment a client decides to outsource or decides to change the logistical superintendent to invite or bidder. Then you make an adjudication and then the change is generated. They are year-long processes, so they are very long technical sales and require a lot of attention and want a rather low award rate. Because there is this competition, then it requires a lot of effort and attention. And sometimes the rewards are not so good. That’s the Amenes. It is an ongoing concern from the company’s point of view. And then there are the more strategic long-term issues, which I think today have to be very present in logistics, that as technology is a fundamental element within this industry and how we can incorporate more and more technology. Yesterday, the Creole challenge for logistics operators, rather than incorporating and reacting to a market need, is how you can navigate along with the market and implement the technology that is required without it being a pain, let’s say. This is a tremendous challenge that I believe that the logistics industry, at least here in Chile, is beginning to experience with greater impact, especially since the pandemic towards one of the consequences of the pandemic with the development of commercial channels.

[00:29:26] 80 percent technology, 20 percent infrastructure, if one were to put it that way. Then there are all the issues also in line 2 strategic otoГo that has to do with sustainability. Logistics must be sustainable. I debate in view of the fact that you can’t have an impact on the environment and you have to have safe operations. You have to have your collaborators in an environment that is really safe, that does not generate any harm to them. That has to be given also in the topics of that and that has to be as certification, I think. That is why we are an ISO 9000 certified company and we are in the process of certification fourteen thousand and forty-five minutes. That is tremendously important. And then a third logistical variable that worries me, which is not for every day, but they are important things that the whole issue related to innovation, which has a relationship with technology, but the challenge of generating innovative systems within the company with the necessary talent is very important in light of the speed that logistics is having today. If you’re not able to adapt to those changes or detect the changes quickly, I think the odds of surviving, of you next year 5 diminish tremendously.

[00:30:46] And well, Ignacio, you told us a little bit now that being in logistics and that the three of us are in logistics, in one way or another you are not wanting to get to 100 percent. There is no such thing. Is it a utopia? Not really. We do everything we can and there are so many variables, so many challenges, so much that you mention that it is difficult, eh? What is this year like for you? Because apart from everything you already mentioned, well, apart from that we have the pandemic. How? How? How did it work out for you in the company you learned? How do you see logistics in general and your company in particular, facing this great challenge that has been the pandemic?

[00:31:28] Yes, Miral, I would say that as what separated it into two stages. First, when all this started with a total level of uncertainty, no one knew how to react to it. What a stranger. There was a lot of UVM handling a lot of Mortes I would say, of all the staff that works here. And that’s one thing, it’s a game over challenge that if people look, you have to occupy such implements, but still come to work. Well, we never stop working between parentheses.

[00:32:05] We watch, of course, to keep the country running.

[00:32:08] That’s right, that’s right. So, at a time when, in the background here in Santiago we had many restrictive measures, we had a quarantine in which people, the vast majority of people, stayed at home. We are still working here. It impresses me as when I came from my house, I never stopped coming to the office and a half from my house and the streets were empty, idle, already quarantined. Then I decided in that environment people hey, please come to work. Ah, we’re doing everything we can to make sure you don’t catch it. But there were still contagions because people have to take public transportation, which is one of the important sources of contagion along with hospitals. Those are the two most important points here, at least in Santiago. Handling all that was complex, it was complex and required a lot of support from the human resources area, a lot of presence of everything. The company’s administrative level people so that there was also a connection between the Administrative Tendiera operation, eh? But I think we did well, I think we presented the right measures and people started to have more and more confidence. The measures were multiple, from increased security to additional tents of several square meters to increase the surface of the dining rooms, dressing rooms, and so on.

[00:33:27] Multiple socks that had to be recorded. Then this was mutating towards a stage in which people already had more knowledge, they were more aware of the risk they were running, that they were taking the risk measure, it decreased a lot until the current minute of the current minute. I would say it is much more normalized, much more normalized and we are learning to see how to handle the operation. With this sort of more endemic epidemic that was staying for quite a while and where we basically want to keep people from catching it, he responded by going with our client always among the best way we can. Let’s say that. That I would say that never, never missed that with us at some point we had several people infected and we had to hire external people, which was a test to be able to properly meet the dispatches of customers who never stopped. In fact, some had. They’re more into self-care. All that cosmetic, pharmacy adverse, I turned up the ear. Sure, they had a lot. So it was a challenge because on the one hand your operating capacity was going down, on the other hand your demand was going up. Well, it’s not such an easy equation.

[00:34:41] And what did you learn from me? Let it was at a crossroads like the one you got. On the one hand you have the customers and you have to keep dispatching. You can’t stop your clients’ economic activity for a little bit. On the other hand, you have to take care of the health and operation of your company. What? What did you learn? Because I imagine that all these changes that you’re saying, well you practiced them very casually, but I was told that they have to be implemented very quickly or you have to take anything, like putting up tents outside. Things like that is. It’s easy to say, but when you have to change everything and apart to do all this has to be. What did you learn from you and your team, from. What did you learn this year? What do you keep?

[00:35:24] Indeed, it took a lot of work and implementing all these measures that I named a few. But the truth is that there are many more. Required full end of week work. Well, so on and so forth. What I learned, huh? Look, from a business point of view, I think I learned that you have to look at the company in its context and people in a more global way. Because all of a sudden you look at some of the company’s collaborators and say well, we are doing relatively well here. Because it turns out that this person still has a job. Here there was an enormous loss of jobs in Santiago and in Chile, two and a half million jobs were lost. So, in that context to say well, people have their jobs, it’s secure, the logistics have to keep working. I could say we are now calm, but the truth is that that person had a husband or a wife who had lost their job, or had sick parents, or children in their family with some impact on mental health, which is an effect that, I think, has not been well measured yet with the pandemic. Then we realized at some point that we had to look at the staff in their family context and see how we could help them. Let’s say that the help depends on the possibilities of each company, but I think that from realizing and listening to a special situation, that generates a change in the way you insert yourself in society to eventually be able to help financially if companies can. A lot of companies couldn’t because it obviously had a restricted active, so it’s not something that one could say. This is the right thing to do, let’s say, but it can be done. Hopefully it will be done. And if you can’t, at least listen and understand that people respond to context. We can’t just wait and see. He only sees what is immediately with us, it seems to me.

[00:37:21] It’s not a great, great, great learning. And well, a very valuable comment to see people in a more integral way, in a personal way, listen to them, value them and help them as a company. I imagine that not only does that give your company great pride before double. But I was told that their employees also told me that they were very grateful for that way of dealing and doing business.

[00:37:47] I hope so. We try to do it that way. For us, the dignity of the people who work in the company is very important and we try to take care of it permanently.

[00:37:59] He is a great example of leadership. Obviously, José Miguel, we’re running out of time. But any other questions or comments about the pandemic or Ignazio in general, anything you’d like to mention to him?

[00:38:14] I think it’s also interesting to hear from Ignacio, to go back a little bit to the industry and see how it’s moving forward. I was listening yesterday, I was talking to a person in the United States about how something has changed the world, the objective of his play Cheyne, let’s say, of the supply chain and a tendency in the United States to try to bring that chain closer to the point of consumption, hopefully a greater component of the products that are produced or assembled or generated closer to the country of the United States itself. And that. And that implies a change. Hey, at the company in. Also. On the other hand, diversification of your sourcing is certain not to concentrate on a few suppliers or on some part or piece of your one component to have Mady greater supplier diversity. So, all this generates an important impact on logistics. So I was wondering during the interview how Chile applies, let’s say how do you see it with your client? How? How? How have you seen the change in your client in recent years and how do you see the evolution that the industry is having, the change that will generate the change in logistics in general.

[00:39:49] The trend you mention I have already seen today, there are many people who think that at some point international trade will be greatly reduced and will begin to produce many of the parts and pieces that today handle multiple industries and therefore require logistics. With 3D printers in the distribution centers and it’s going to bring that much closer to the actual retail locations. It is a reality. I don’t know if it’s a reality yet, but it’s something that I know I see at least a little bit further away. Today what I really see with a lot of strength is the approach of the end customer to the logistics chain, as it has a drift in the ICO Hammers, let’s say. But that’s not all, eh? It also has to do with the times. Today, if before you had an order that you had 20 days to get it out of the clusion center, take it to the Irriten center and then to the supermarket is today is reduced many times to now. And it’s not e-commerce, it is. They are great orders, especially in more pik season. So time reduction is something that is here to stay in all channels and the only way to address it is with technology and with a lot of staff training, but with technology associated with the system.

[00:41:09] How all systems are integrated. Logistics operator system, customer system, distributor system, retail customer system. This is a super complex ecosystem that is still developing and it is essential that it is being addressed. And the other very important topic in logistics today is robotics. How? Like all the infrastructure associated with robotics, it will also be generating more speed in the production of orders. Last year I had the opportunity to be at the Pomac Fair in Chicago. I don’t know if any of you have been, eh. And the truth is that it was impressive how 50 percent or 70 percent of Stan was robotic to very newly related to Gomez. In other words, this tendency to go and do manual picking. That’s totally out. Today I believe that more so in countries like the United States than in countries like Chile, where the cost of remuneration, let’s say, is still lower than in other countries, but the trend is clearly in that direction. Repairs.

[00:42:19] Invest a little more in technology and robotics. And this one, and really as you say, there are, there are a lot of challenges coming, but with all challenges there are good opportunities. And with a culture like the one they are promoting at The Doblego Logística I am sure they will be very successful and will continue to grow. Ignacio, thank you very much for being with us today. It has been a pleasure chatting with you. I had several, several notes, I have several questions maybe and in a few months we could have a second interview with you to see how they are doing, how everything they are implementing has turned out and obviously continue talking to you about logistics and life in general.

[00:43:03] Thank you very much, Enrique. José Miguel for the invitation. An honor. It was very entertaining and I really congratulate you on this one. Challenge, let’s say, to be generating these podcasts in Spanish La hora and also for everything that has been the development of Super Choy Now in the United States.

[00:43:23] Thank you, very kind Ignacio, before I let you go. Where can people get you? Where can they? I imagine that many of the people that are listening to us, if they wanted to contact you or your company, if they had any services that you could help. What is the best way to stay in touch with you?

[00:43:43] Check out our website which is www. Double knit stitch. Follow him. All our contact details are already there. We will also have an account on Instagram, LinkedIn, and so on. But I would say that’s the starting point to make any search easier for them, let’s say perfect.

[00:44:01] And that’s so much Stetson potential customers society. Someone who is looking to work for a company as good as you. You can also find the information on the website. So it’s perfect, perfect and good. We are going to put in our interview notes all the links and all the necessary links so that anyone can find you easily. Again, thank you very much for giving us the time to talk today to all the evidence, to the people who listen to us and had the pleasure of listening to this interview with Ignacio, mayor, general manager of Tobit double u t double EBU Logistics. Thank you very much for listening to us again in another Supply Chain Now Spanish broadcast. This is the first interview in Chile and we want to do many, many more. Many thanks to Jose Miguel again Ignacio and don’t forget to subscribe to his Play Chain Now in Spanish. See you next time.

[00:44:59] In fact, sometimes you also say Gracias, Enrique. Thank you. I would like to take this opportunity to thank you for your willingness and your time and thank you very much to Enrique and his team for giving me the opportunity to co-direct this interview.

[00:45:16] Not to taste, it was all mine to both of us. Thank you very much and to the others. See you on the next episode of Supply Chain Now. See you later.