“My research is helping supply chain managers and policymakers understand their current level of performance and how to prioritize their improvement plans and allocate costs and resources toward supply chain excellence.”

-Ramatu Abdulkadir

You can’t improve what you can’t measure – and when it comes to the healthcare supply chain, that can mean slowdowns in the delivery of potentially life-saving supplies. But PhD candidate and supply chain veteran Ramatu Abdulkadir is changing all of that with her fascinating research and awareness building around how to support greater supply chain excellence. We sat down with her to discuss her findings, what motivates her to continue – and the feedback she gets from her biggest fans and critics (both happen to be her three daughters).

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):

Everybody Scott Luton with you here on supply chain. Now welcome to today’s show. Hey, today’s show this episode. We’re going to be reconnecting with a global business leader, doing big things, especially in healthcare supply chain and beyond. Plus she’s a repeat guest, a beloved repeat guests, but level repeat guests right here on supply chain. Now she made a big splash on a live stream with us. We think back in about eight months ago, back in October, 2020, especially with our POV on the critical topic of leadership, but not just leadership leadership with a strong bias for action. That’s what it’s about. So stay tuned for an intriguing and informative conversation. Hopefully you’ll enjoy as much as I will equip programming. If you enjoy this episode, be sure to find supply chain out and subscribe for free. So you don’t miss conversations just like this. Also, if you would love to earn your review, those reviews on apple podcasts or wherever else you get them, uh, help us reach more people and share the POV. You’ll hear here today with, with, uh, many more around the global business world. So, all right. So no further ado. I want to bring in a special guest here today. [inaudible] Ramatu Abdulkadir, a supply chain professional and researcher at Liverpool, John Moore’s university, but also she’s a PhD candidate there at that, uh, university. So great to have Ramatu with us here today. Good, good afternoon. I guess. How are you doing?

Ramatu Abdulkadir (01:51):

I’m doing great. I mean, it’s so nice to reconnect with you again.

Scott Luton (01:56):

Vice-versa, uh, really enjoyed, uh, it’s been too long, first off, but, uh, it’s good to follow you via social, where, where you have got a big following. Uh, we, as you should, you gotta love your POV and loved the work you do. And, and we’re going to dive more into that momentarily, but man work working on your PhD as well, Ramatu constant, always learning, always learning. Huh?

Ramatu Abdulkadir (02:19):

Definitely have to keep ahead on the cuff. They have to be prepared as professionals. You can’t be caught on even with COVID.

Scott Luton (02:28):

Yeah. Excellent point. Excellent point. Um, so you know what we want to start folks a caught maybe earlier appearance for some of the other appearances on other podcasts and whatnot. They may know you already, but let’s kind of refresh people’s, you know, in terms of who you are, you know, remind you the person, refresh your memory a bit. So tell us a little about yourself, where you grew up and then maybe we talk about your three daughters too.

Ramatu Abdulkadir (02:54):

Well, thank you, Scott. Always excited to discuss with you. So I’m Tabby guider and, um, I was born in Kaduna state, not west Nigeria. I went to Jordan high school in federal capital because I left home really early for high school. Um, that made me grow up fast because I learned early in life to be responsible for myself and make choices. So my days in school were very adventurous. My leadership journey started from high school. I was the head Gail of my school and it was a very huge responsibility. Also. It seemed then I was responsible for planning and executing all school activities

Scott Luton (03:38):

In my mind, what I was going to ask you about. So we’re macho that you said the head had what at school?

Ramatu Abdulkadir (03:44):

No, we call it head, head Gill here. So it does, I’m like, I don’t know the equivalent in America, like, um, I lead the test student of the school

Scott Luton (03:54):

Student body president or something like that sounds

Ramatu Abdulkadir (03:56):

Like it. Yeah, yeah, yeah. Something like that. So

Scott Luton (03:59):

You plan, you lead school activities, plan school activities. That might be a big theme for today’s conversation. And that was, and if I heard you, right, that was one of your earliest formal leadership positions that right.

Ramatu Abdulkadir (04:12):

Definitely. That was my first formal leadership position. I was responsible for planning and executing all school activities. Um, I had my own deputies and assistants that were helping out. Yeah. Um, ensuring that students are fed on time at the right time and ensuring that, um, afternoon siestas and knife preps, I held at the right time. Also also making sure that, um, six students are taken to the hospitals games into house and inter school sports, like literally taking care of everything about students. And it was really big for me because I was really small then. Yeah.

Scott Luton (04:53):

And make it a bet. Food quality was something you might’ve heard about regularly. You had to make sure that was, it was good food delivered on time. Right? Definitely.

Ramatu Abdulkadir (05:01):

We have to, I have a food prefect. So for every activity I have a prefect that helps out. I have a food prefect that reports to me and make sure that everything is going on well in the dining room I have against prefect, you name it. I have all the prefect. It’s like a government of its own. And everybody, I was also a very active, um, academic student, engaging in debates is competitions with other school. I even got an award as the top tree student in the federal Capitol. And wow. So it was really very interesting. These, um, looking back for me.

Scott Luton (05:39):

Yes. So what you’re telling me is, uh, you’ve always been an overachiever. You’ve always been an engaged leader. I mean, it really is fascinating to kind of hear you describe that your early days and early leadership days. And for me, who has been tracking what you’ve been doing, you know, in recent, even in recent days and comparing contrast, it’s the same, same person. And I bet you learned so much from that, that you still apply to this day. Let’s shift gears a bit. So currently you’re living and working in Nigeria, correct? Yeah. What’s the favorite, your favorite part about living and working in the country of Nigeria? What do folks maybe not know about the great market that

Ramatu Abdulkadir (06:18):

And living in Nigeria is really very interesting. There’s um, there’s no boring moment when you are living in Nigeria, it’s a roller coaster ride. Whether it’s, I’m working on transformation of supply chains or just plain old shopping and by gaining or starting a business, um, you have to be ready at all times. So, so, um, at one point I lived in Lagos, Nigeria, which is a very big city if you’re familiar with Nigeria. And, um, it was kind of crazy if you asked me the traffic, the people, and it just never ending cycle of activities keeps you on your tools. So, um, after my undergraduate studies, I partnered with a friend and we started a business that was my first official business in labels. So yeah, we started an agency providing service to people, such as people and institutions such as catering services, laundry security, secretarial services, babysitting services, you name it, we’re just young graduates.

Ramatu Abdulkadir (07:22):

Or we felt we could take on the world and we started this business. So, um, one day I paid a visit a home call to one of my clients from web spoken over the phone and ad provided her with what she needed, but we had never met. So I went for your home call and, uh, she was taken aback when she saw me and act how old was I? Well, that, wasn’t what I was expecting. I was hoping to score more business because she worked with a large multinational company, also introduced me to her network. And um, so I just told her the first thing that came to my mind, like, okay, well I’m a grad, I’m old enough, I’m a graduate and, and all that. So she went to an advising me about it. That why she’s asking is because this is legals and you look so young and going into these big business, people would try to take advantage a few. You need to be careful and all that. So I appreciated that by, um, very kind of hard, but I also didn’t take it for granted. I went back to my partner who is a lawyer, and I told her what happened with the client. And we’re like, okay, we need to get a document. We worked more on a document type, lose them and continue to learn on the business. So it’s very insightful. So in Nigeria, very exciting things can happen. Some places are super, super busy and others are a bit more private. So,

Scott Luton (08:49):

So critical feedback that from, from that client, uh, that, that you put right into action, it seems like the business that you and your partner had founded is that that’s the power of feedback, right? Regardless if you’re an entrepreneur or if you’re, um, you know, work in different sectors or a big company, small company, you know, the, the, uh, feedback that can be so powerful from not just your customers, but also your S your suppliers, your colleagues, folks, you work for folks that work for you. The power of feedback can, can really be impactful. Huh? True.

Ramatu Abdulkadir (09:22):

That’s very true. I even didn’t know what she was talking about. I didn’t fully comprehend what she was talking about then, but I still went back and we took actions and few months down the line, we actually understood what she was talking about. We ran into trouble with some clients and all that, but we were able to resolve it very quickly.

Scott Luton (09:45):

Wonderful. All right. So speaking of feedback, I don’t know about you. We’re both parents. I get most of my feedback these days from all three of my kids and whether I like it or not, it’s this constant. Tell us about a Ramatu to tell us about your three daughters and a little bit about their, maybe their personalities.

Ramatu Abdulkadir (10:02):

Yeah. So, uh, my first daughter is soda and, um, she’s going on 16 now and taken about feedback. I get so many on solicited feedback from her. She’s quite impactful and she thinks now she can advise me and everything. And, um, some few months back I decided, or she decided that she, she loved cooking and all that. She wanted to learn professional Quicken. So, um, we got her enrolled in a catering school. We should land. And now she thinks my Quicken is horrible. She complains about everything I cook. And, um, I guess I would just have to continue to live with that. And then of course, I’m Zara, my second daughter, she’s 29, 11. She’s a bit quieter, more receptive. I would say she’s more like me. And, um, we get along really, really well. Um, she’s more level-headed. And during the, during COVID we all decided, which is, what do you want to do?

Ramatu Abdulkadir (10:59):

You need to learn something different from what you’re doing. And Zara decided that she wants to be a fashion designer. She was interested, she was interested in Quicken. So she wanted to design dresses and everything. And I also got lead in that. And, um, we went to other Zara couture and all that. She’s done some really nice dresses also going on that. And then my third is, um, who my rash is, um, going on 10. And, uh, she is, um, seemed to be more into drawings and paintings. And she’s not really sure what she wants to be. She doesn’t want to cook and she doesn’t want to, she doesn’t want to be a designer. So we’re still watching to see what’s going to come out of that. But feedbacks, I get so many unsolicited feedbacks. Um, nobody listened to me in my house. They all think I should listen to them.

Scott Luton (11:52):

Hey, I’m with you, I’m with you. And we’re going to look back on this one day and wish we had it times three, maybe, but, but I appreciate you sharing about all $3 and I, I love, I love how you’re finding you’re, you’re really kind of researching their passions and then engaging them in finding avenues for them to, um, explore that and dive deeper and develop their passion. So I love that that really, it’s a kindred spirit with what we’re trying to do with our three kids here. All right. So I want to shift gears now and, and you kinda shared some information about what you’ve done previously, professionally. Let’s talk about what you’re doing right now from a professional standpoint. Cause you’re, you’re doing a lot of things, right? Yeah, definitely. I want to just share with our listeners, don’t let the word research have you unplugged from this next segment because it’s, it’s, it’s more exciting than, than even you can imagine. So with that preface, tell us what you’re doing now Ramatu.

Ramatu Abdulkadir (12:51):

Yeah. So I call, um, the year 2021 for me as the, of research because of my previous work. Um, I’ve always been in the field in the trenches, implementing policies and driving transformations for organizations. So this particular year, I decided to go back to the drawing board, which is very important. So when you’re running projects from time to time, you have to also unplug and go back to the drawing board. And I’m currently carrying out your research on healthcare supply chains in Nigeria, particularly on improving performance throughout the network and improving availability of medicines and healthcare service delivery. And this basically includes hospitals at the national level and at the sub national level, my research was born out of my previous work in healthcare industry and seeing problems that seemed insurmountable during my previous project. There are so many lessons that we had learned, but what stood out for me was the need to carry out research, to determine the deeper system challenges and how to design sustainable solutions for them.

Ramatu Abdulkadir (13:59):

Another interesting aspect is I worked with 17 other researchers that also research in healthcare problems. So I’m not alone. We have a huge cohort of researchers. So it gives me a better view of the system and how the problems are connected. So some people are waking up procurement people are, others are acumen, inventory management. That’s people working on green logistic that people look at supply chain policies and all that. So my work involves understanding healthcare network and designing sustainable solutions through supply chain integration, to improve availability of medicines and service delivery towards achieving universal health coverage. So I’m basically, I’m looking at how different supply chains can come together and create value for patients by leveraging on their strengths and weaknesses. I’m looking at policies in Nigeria, I’m looking at knowledge sharing how we can, um, use that human resources, um, looking at, um, system disability, coordination, collaboration, governance, supply chain governance, and even culture, and also enabling technologies and how it all fits into designing an integrated supply chain system that’s sustainable and works for all. Yeah. So that’s,

Scott Luton (15:16):

That’s several plates full that you’ve described. I hope you have some clones helping you, but it sounds like you’ve got 17 fellow researchers and professionals. That’s wonderful. You know, you, you mentioned technology and of course in the healthcare space, I was reading a few months back about how, you know, with the, as we hit the shortage of masks at different places around the world and other healthcare supplies I was seeing where one, I think it was the, um, the veterans administration here in the states was developing a more practical way of using 3d printing, uh, to be prepared, to print a bunch of, of masks you went when, when it was dated rather than kind of stockpile, actual inventory. And I thought that was a pretty cool if that really sticks and becomes a successful approach. Um, I thought that was a pretty neat, innovative learning from the pandemic as it relates to healthcare and healthcare supply chain,

Ramatu Abdulkadir (16:09):

Definitely during the pandemic, those when the young child, I think around seven to 10 years in the UK, that setup printing, um, shields and, um, distribute into hospitals and natures. And there was so happy. I think I read this to you, which was very, very inspiring. Um, so, um, using 3d printing is really, um, it’s really very, it could we have these centralized in one factory and I’m bringing it closer to the end user, if we can, um, adopt it, I’ve kind of adopted. That would be really good. And, um, it’s really good for small manufacturing whereby um, just-in-time depending on the strategy once want to use, um, does a really good one. Very good

Scott Luton (16:51):

Agreed. And I think one of the silver linings of this, of this really tough time, we’re all fighting through is all those real practical innovation and innovative stories, right? Uh, I’ll always go back to the automotive companies that have never made respirators and, and they found a way to do that and really short order and, and, and get them here in the states and elsewhere. And, and just that can-do attitude that I love across supply chain, whether it’s healthcare or automotive or wherever else. So that has been some good news that I know our team has clung to through even the most trying of, of weeks. So w w going back to your research, it sounds like you’ve got a pretty broad scope in a great big team, which is wonderful. What’s. Um, are there a couple of findings that might surprise some folks that you have, uh, come across?

Ramatu Abdulkadir (17:41):

So, um, I think, um, first and foremost, we need to understand that there’s not much attention given to healthcare chain research, particularly in Sub-Saharan Africa, compared to other industries like automotive and all that, all the research is happening there, which is really strange concentrating that I’m healthy as well. We should be researching more of a health that electric vehicles, like you have to be healthy to be able to ride those vehicles. So, um, when COVID-19 came and also decimate kids, some of the progress that we had made over the years, we had so many problems during COVID-19 prices, collision supply opportunities in the healthcare system has still not recovered from that. And therefore, if we want to talk about being more resilient, there’s need to have research in public health care supply chain. So my work found them some interesting discoveries and the first one is on performance management.

Ramatu Abdulkadir (18:39):

So I know the first thing that stood out for me was that, oh, 75% of our supply chains do not measure their performance altogether, supply chains now. And, um, you know, what they see that, um, what you don’t measure, you can’t improve. So performance management is key to the success of any program. What does, so you need to know what the success look like. How would you know, when you get there, these are questions that cannot be answered without measuring and managing our performance. How do we improve available each of medicine when we don’t know the status, how do we give better service delivery? When we don’t know our current level of operations, these are all very key things that we need to know. So the second finding is also about, um, supply chain knowledge. So I found, um, the lack of basic understanding, knowledge and awareness on how supply chains work and how to improve performance.

Ramatu Abdulkadir (19:32):

I’ve been in the field for over six months. Now, during my research work, I’ve met hundreds of frontline operations, staff and performance measurement sessions are usually insightful and inspiring. Also for them. I get a lot of questions. How do we acquire knowledge and basic skills of improving our supply chains, where to get support for improvement. And I think these an area that needs urgent attention, you can only give what you have. And if healthcare workers are not empowered with the right skills, the supply chains will not achieve optimum performance. So my research is helping supply chain managers and policymakers understand their current level of performance and how to prioritize their improvement plans and allocates cost resources towards supply chain excellence.

Scott Luton (20:20):

What a noble mission, you know, I, I think of, um, I think of large enterprises and, and one of the important things it’s tough to do, but one of the very important things that successful Arjun and process do is share information and share best practices or share challenges, right? So the, the enterprise, the whole team can get better rather than have these islands of excellence, right. And part of what I heard and what you just shared is that the semination of, and education and awareness of what the different aspects of the healthcare system, you know, and, and feeding these people that are hungry, these professionals that are hungry for knowledge and, and how to do it better. Uh, and, and it sounds like there’s a lot of energy and interest in, in, uh, what you’re doing and talking with these hundreds of professionals.

Ramatu Abdulkadir (21:06):

Definitely. So, um, usually they would want me to like, um, commit to helping to improve the supply chain. And, um, that’s, that’s very difficult. I’m just one person, but we need to get information out there so that people that can help can know exactly where this supply chains need help. And, um, for me, once somebody sees he needs knowledge, I think we have to find a way of getting that knowledge out to these people because, um, they are the frontline workers. They are the ones that went to make these medicines available for us. So we have to, um, rally people around to, to help them. So I hope that my research is going to also help with that. Um, bringing awareness to people, you know, not just sitting back and saying, oh, our supply chains are not working well. Well, the people run the supply chains, um, lack capacity, and then they need, um, these gaps to be filled. So if we can get that to them, they’ll begin to see better output from the supply chain.

Scott Luton (22:04):

So what you’re talking about now, this perfect segue, I’ll tell you what awareness and education. I know you’re, you’re a tireless advocate for special education. And what you’re speaking to is, is not only do we need to make folks aware of the industry of careers, I’ll only own the kind of the career side, right? But also folks are already there. We’ve got to make them aware of, of new techniques, new best practices, innovations, things that, that, that can improve their organization and their supply chains. And then once they’re aware, we got to find a way to educate them and deliver the information and deliver the training or whatever it is. So speak to speak more to, um, maybe more broadly about this immense need and critical need, uh, which dependent because highlighted of, of supply chain, awareness and education.

Ramatu Abdulkadir (22:52):

Yeah. So I, I think sometimes we underestimate the gaps that, uh, so for example, I, before going into my research, I also didn’t know that, um, these gods were this huge. I would have taught everybody, almost everybody running supply chain has some basic knowledge about, um, how to improve your performance or what to find out that you’re not even measuring your, your operations. You’re not measuring. You, don’t have, um, key performance indicator that you are tracking. You know, you’re not tracking your costs. You’re not tracking your delivery time. You’re not tracking your inventory tons and all that. So it’s, um, it was really, um, an eye opener for me. And I saw that because these were people that were actually doing the work. And I would see they’re my colleagues and everything. I really felt for them. And I believe that I’m going to use any opportunity, get even this call with you today. It’s a sort of awareness telling people what’s happening out there. These are areas we need to work on. Not just going off to proteomics, let’s get moments and moments. And, but the people that need to handle this medicines also have some needs and, um, capacity building it’s really important to, to, to invest in debt and have people empower them to be able to do their work, um, appropriately

Scott Luton (24:12):

The percentage. What was the percentage of, of healthcare organizations that don’t track their KPIs? So 77, 70

Ramatu Abdulkadir (24:20):

5% of the ones I’m working with, yes, don’t track them their KPIs. So it’s just like you wake up every day, you go to work, you see patients and you give them medicines, but supply chains are not run like that. And that is why, when there’s a problem, everything crumbles, you need to know time to delivery. You need to measure those indicators and know when you’re falling back on them. So you can quickly take action on that. So performance measurement and management. Yeah. We need to begin to Institute those supply

Scott Luton (24:54):

Chains, right. Rather than managing by anecdote, we need to manage by, by data and, and where the real problems, not in the most recent experiences or, or challenges or whatever. Yeah. You know, so that’s, that’s a huge point. Um, what do you think if you had to, um, if you had to answer the following question, what would it be? Are folks not measuring? Because that is just a tie, it’s just a matter of time. Is it cultural? Is it, is there a fear of what the data or the numbers would tell them? Why, why do you think they don’t have the KPIs in

Ramatu Abdulkadir (25:26):

Place? I think the main thing that I see is, um, not knowing how to measure them, not knowing the KPIs even important. So you can’t measure everything you need to, you need to be able to determine the key KPIs you want to measure. Maybe two or three, you can measure everything in your supply chain it’s downtime. So the main thing I see is not even knowing what should we be measuring? What matters, because it’s not just measuring, what is it today has been to impact on the patient, on the end user at the end of the day, right? So if they don’t know what to measure, that’s a problem. Um, you don’t know how to measure it. It’s also a problem. You also don’t know how to manage the information that you have. It’s another problem. So it’s a whole gamut of problem. Not just, I’m lucky. I will tell you that, like, you know, you measure on tiny and full like four. What if he doesn’t understand why he needs to measure on tiny food access is a problem. So there’s so many issues. Um, I think kids overall capacity issue Pasadena, like just performance measurement only. I was able to see performance measurement as the end game of that capacity, because when people don’t have the capacity, of course they will not perform well on their job. So, so that is the main thing

Scott Luton (26:41):

Well said. I appreciate you sharing. And I really admire your passion. I mean, I think so many folks are going to benefit from these interactions with you. And they’re going to hopefully have powerful Eureka moments that, you know, they’ll, they’ll look back on a few years as, as metrics are installed. And as they develop a means of not only managing where they are in the current state, but, but improving and being able to serve more patients and, and serve more patients better, more effectively. So, um, I appreciate what you’re doing there on the front lines. Let’s talk about Eureka moments. I skipped over a question. I want to ask you, and then we’re going to talk about, uh, an upcoming event. So what, you know, when you, when you think of, you know, what, we’ve all been globally working through over the last 18 months and, you know, Tom’s, I felt like I was having a Eureka moment by the hour, but what’s, what’s a powerful Eureka moment that, that you still reflect back on over the last couple of years.

Ramatu Abdulkadir (27:35):

Yeah. So for, for me, I think that will be my last project, my previous project. And, uh, we, we worked really hard. We worked for over four years trying to turn around the system and, uh, I experienced a lot of this problems. I’m also seeing now in the field with other health facilities. So it looks like they share the same problems. Like we had also over four years back. And, um, I, at the point where I was able to get people to just key into that and be able to recognize that, um, we can make a difference. We own our supply chain and we can do things differently. And when we do things differently, it also impacts on people’s life. I think for me, that was one of my Rica moments where I could see my, I work really changing people’s life. I could see how I was inspiring people, young people coming to me, I still get calls to be. And people ask me where my daughter has been for this, of course, at the investee. Do you think she should go for supply chain? And I’m like, well, it depends. So having that, um, happening around me was, um, it was really humbling and, um, it’s inspiring.

Scott Luton (28:45):

I love that. Gosh, a ton of goodness there. What about, well, let’s talk about, um, I’m gonna surprise you with a question here before we talk about this, uh, African conference on operations and supply chain management. So I want to surprise you. I’m looking, I pulled up, as I mentioned, I was, I was getting caught up on what you’ve been up to and I was over on your LinkedIn profile and, and you’ve got a great picture where you’re celebrating an award of excellence from Kaduna state university for bringing supply chain education, to not just in the state, but also not geria. And, and so clearly our, our listeners are hearing your passion on education and awareness and information dissemination, but you’re not just talking about it clearly, you’re doing it. Uh, and I love that. I love by a strong action focused leadership. So tell, tell me, before we talk about this event, tell me why that’s important to you in terms of this, this award here and, uh, what, what makes you tick? What w what makes you jump of bed every day to do this stuff?

Ramatu Abdulkadir (29:43):

Yeah, that, or I was really excited when it was a surprise. I didn’t even see it coming. I had been working in the trenches and, um, by the time I looked up, we had done so much dumbbell selves in so much. We had done so much in community supply chain and also impacted in the Nigeria supply chain space. And so it gets into award kinds of, um, ginger me, um, I’m motivated to also do more having that recognition of that. And, um, also, um, very recently we just concluded with a team of people, um, developing the first bachelor’s in logistics and supply chain management curriculum for managerial universities, which is a big deal. Wow. Um, so those are the kinds of things that make me jump out of bed every morning, knowing that I’m going to be making a difference in the life of future generations. Like then I’ll have the opportunity to learn supply chain. I didn’t have that opportunity, but now you have the choice. You can decide, I want to go into supply chain and we know how critical supply chain knowledge is to making the world go around. So, so that keeps me going, um, and not looking back.

Scott Luton (30:56):

I love that. And if I heard you correctly, it sounds like, uh, you and colleagues had set up the first bachelor’s program for supply chain management in Nigeria. And that, that is that’s huge. As you, as you mentioned, you didn’t get a chance to, to, to major or train the supply chain earlier in your career. And now you’re changing that and affording the opportunity to the, you know, the current next generation. So that’s, that’s powerful stuff where my two, well, it made me jump out of, yeah, I feel excited.

Ramatu Abdulkadir (31:28):

Yeah. That’s the one or two months that I’m in the next one or two, when the curriculum should be ready and any university, anywhere in Nigeria can begin to run bachelor’s in logistics and supply chain management, what

Scott Luton (31:41):

A huge component of your legacy that will be okay. So now let’s talk about this upcoming African conference on operations and supply chain management coming up in late July. I believe you’re going to be presenting. So that is really neat as you should be. You got lots of stuff to share with folks, and I bet you’re quite a keynote to, um, to hear from, so tell us, what are you going to be presenting on? And, you know, what’s one thing that you’re really looking forward to beyond your presentation at this event.

Ramatu Abdulkadir (32:10):

Yeah. So, um, all roads lead to that supply chain conference, and I’m excited about attending and presenting my research. I’ll be networking with researchers from all over Africa, and even beyond globally, I’m finding out what cutting edge research is going on in Africa and how we can use that to apply in our healthcare supply chains and make them better. So we’re going to be sharing knowledge and learning from other supply chains. And the theme of that conference is apt smart supply chain management in a dynamic environment. I think what we need to talk about that. And it’s organized by university of Rwanda and the Cine foundation. It’s the Ted conference, um, in a series where researchers, practitioners and industry as part will convene to discuss supply chain research and innovations in Africa. So, yes, um, join us 29 to, to touch it July in Kigali. And I’ll be presenting the output of my own research and also hoping to learn from other researchers in what they’re working

Scott Luton (33:13):

On. Love that what a great opportunity I love, how you put it, all roads lead to this conference. It sounds like it’s a place to be, uh, in late July. We’ll make sure we include a link in the show notes. So folks can click on it and learn more [inaudible] and jump in and participate. All right. So Vermont too, we’ve constantly worked through you’re you’re you’re so on point with your answers to my questions, we’ve shot through this interview faster than I had expected. You’re you, you communicate a lot better than I do. I use a thousand words when I need seven, and if you need seven words, you’re going to find a way to use six. I love that about how you, uh, we, uh, we talk here. All right. So I’m gonna wrap with this. How can folks, you know, connect with you? I think you and I first connected on LinkedIn, uh, in a, in a, in a back and forth, I know you do some, uh, great blogging and, uh, and other work for the supply chain revolution, which is a, a great, uh, podcast and community. What, how can folks connect with you? How can, how can they learn more from you and, and, you know, compare notes with you after today’s interview?

Ramatu Abdulkadir (34:14):

Yeah. So LinkedIn is a great place to connect with professionals. That’s where we met and I’ve met, um, a lot of, um, exciting and great personalities on LinkedIn. So I’m on LinkedIn. If you search for a much grammar tablet, either you’ll find me on LinkedIn. I’m also on Twitter, I’m on Instagram. And, uh, if you’re interested in research, then you can follow me on research gate and I’m just, I’m typing my name. And, uh, we’ll be able to continue this discussion.

Scott Luton (34:43):

It’s just that easy, wonderful research gate. That’s a new one for me. So folks will active research. That’s a community built, sounds like help make connections happen. Hey, learn something new every day. Um, it’s an honor and a pleasure to reconnect with you. Uh, uh, really, uh, we need a lot more Vermont tos, um, in, in every industry, but you know, that, um, that devotion and passion for finding, and then improving things and leaving your mark and, and, and, uh, empowering others and providing opportunities for others to get better at what they do and to drive change. Uh, that’s a lot of what I heard here today, which, which, uh, it just reminded me, you know, we, we got all of that last, your last appearance with us. Um, and this has been a great refresher and an inspiring refresher. So thanks so much for your time. [inaudible]

Ramatu Abdulkadir (35:31):

Thank you so much, Scott. It’s always a pleasure to chat with you. We

Scott Luton (35:36):

Won’t make eight months next time. We’re going to have you back. Well, inside of that timeframe, all the best to you and your family. We’ve been talking with her motto of, uh, Abdul Kadir, supply chain, professional and researcher and PhD candidate in logistics and supply chain management with re with, uh, Liverpool, John Moore’s university. Thanks so much for my two folks. Uh, if that doesn’t have you ready to run through the wall, uh, adjacent to wherever you’re sitting, then you got to check your pulse. I love our conversations with Vermont too, and better yet. I love the actions that she’s taking. All right, right. That’s uh, for us on our team here, it’s all about taking action. It’s not lip service. You know, it’s not enough to, to talk about it. You gotta go out there and do it. And, and that’s what I love, um, or motto’s approach here. Uh, hopefully you enjoy this conversation as much as I have be sure to check out supply chain now.com for a lot more of conversations, just like this one, but most importantly, on behalf of our entire team here at supply chain. Now this is Scott Luton wishing you nothing but the best wherever you are, do good. Give forward. Be the change. Be just like our motto. And on that note, we’ll see you next time right here at supply chain. Now, thanks for your buddy.

Intro/Outro (36:43):

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.