Healthcare supply chains must be agile and cost effective, but all the efficiency in the world cannot guarantee a good patient experience. For that, organizations need to understand what patients expect and work closely with providers to ensure they have what they need for a range of treatment circumstances.
Tom Harvieux is the Vice President and Chief Supply Chain Officer at BJC Healthcare, one of the largest non-profit healthcare organizations in the United States. Tom is responsible for supply chain and logistics strategy, and his team’s achievements were recently recognized with an 8th place ranking in the Gartner Healthcare Supply Chain Top 25 list.
In this interview, Tom joins hosts Scott Luton to discuss:
• How his 22 years of experience in the U.S. Army allowed him to build the leadership and supply chain experience he now applies in the private sector
• The changes he has observed in patient expectations about their healthcare experiences since the COVID-19 pandemic, and how BJC Healthcare is rising to the challenge
• The four pillars he and his team use to guide their work: price performance, service excellence, cost to serve, and team engagement
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Scott Luton (00:31):
Hey. Hey. Good morning, good afternoon, good evening. Scott Luton here with you on Supply Chain. Now welcome to today’s show. Now today’s show, we’re gonna be continuing an important series of interviews that focus on healthcare supply chain leadership. Now you know that there aren’t too many topics that impact everyone more than supply chain and healthcare. We’re delighted to continue this intriguing series here at Supply Chain now with another recognized leader in the healthcare industry. So lemme introduce our featured guests here today. So after spending 22 years in supply chain leadership roles in the military, our guests has spent almost 20 years in supply chain leadership roles in the healthcare industry. Now, in his current role, our guest lead supply chain in logistics strategy for BJC Healthcare, one of the largest nonprofit healthcare organizations in the United States. The organization also was recently recognized with the number eight ranking top 10 in the most recent Gartner Healthcare supply chain Top 25. So I wanna welcome in Tom Harvieux, vice President and Chief Supply Chain Officer with BJC Healthcare. Tom, how you doing?
Tom Harvieux (01:35):
Great, Scott. Glad to be here. Excited to talk today.
Scott Luton (01:38):
Well, hey, I can, I can already tell you’re some of our people. We had a little friendly banter, your, your army a lot, lot more years than I was, uh, in the Air Force. I served as scent in the Air Force. So we had a friendly little, uh, inner service rivalry. And before we dive into all things supply chain here, I wanted, uh, you know, our team was doing a little homework, some intelligence gathering. I’ll, I’ll keep that theme going, uh, on you and some things you’ve been up to. So I hear you’ve been busy sailing the high seas. I wanna talk about this, uh, 55 foot houseboat, renovation and sailing adventure. Tell us more about that. Yeah,
Tom Harvieux (02:09):
Uh, water has always been a passion of mine and, uh, I’ve loved boats my entire life. In 2010, I had the great idea to buy a really old 1973 houseboat. I told my wife, I said, oh, I can fix it up in a couple months and we’ll be on the water and join it in no time. It took me four years to renovate the boat. Wow. I did it from South Dakota. The boat was in Minnesota. So it, it was a four hour drive up. It was a four hour drive home. I worked on it 45 weekends a year for four years. I finally got the boat ready in 2014. We launched it. We used it as a floating cabin in Minnesota. Cause that’s a lot where our family was. And it was on the Mississippi River. Later we moved to St. Louis and we realized we needed a boat down. Okay. So instead of trucking it, we took a 90 day journey, 26 locks, 630 miles by water to move the boat from St. Louis. I mean, from St. Paul, Minnesota to St. Louis. It was a great experience. Really was a trip of a lifetime,
Scott Luton (03:12):
Man. Sounds like it. Now, do you have to be, be like a certified captain to make that kind of trip with that size of a boat?
Tom Harvieux (03:20):
Well, you do if you carry passengers, but if you’re the owner, you can, uh, you can pretty much do anything in a boat.
Scott Luton (03:26):
Okay. So I’m gonna ask you one quick follow up question. Uh, if, if <laugh>, if my significant other Amanda was here, she’d be laughing at this question cuz she knows how incapable I am at building anything. Uh, what was, what was one of the toughest things about the renovation? I mean, 45 weekends, a four year renovation. What was one of the toughest aspects of that?
Tom Harvieux (03:44):
Sometimes I didn’t know what I was doing and I just had to start cutting holes. And I was like, I really hope that this works out because if it doesn’t work out, I just wrecked a couple years worth of projects. The other one, and a short story was I was working on the boat after about three years. I was leveling everything in the boat. I was using the levels. I was doing plums, I was doing all the right things. And then I realized the boat’s on land and it’s not shored up level. Mm-hmm. <affirmative>. So the boat’s not level. So I’ve been trying to level everything in interior to the boat and I realized, well, I, if I would’ve leveled the boat, it’d probably been a really good start. So, uh, that was a big lesson learned from
Scott Luton (04:22):
Love it. And I love the first part of your answer there. Cause I think there’s a lot of supply chain relevance there. Sometimes you just gotta get going and cutting holes and, and, uh, you know, perfect plan later. Um, I wanna shift gears. Um, I wanna talk about your service in the US Army. You retired in 2004 after served more than 22 years. Thank you for that. Uh, I can only imagine all the people, all the impact, all that you did, uh, for all of us here. So what was one of your proudest moments, uh, in your 22 years in the Army?
Tom Harvieux (04:51):
Well, just a ton of proud moments throughout my career. It was just a, it was a opportunity of a lifetime to serve with great leaders, uh, heroes. Um, serving with the people gave me great pride. So, I mean, that’s just the foundational of everything I remember and the work that I did in the military. They’re the reasons I was able to achieve the rank of Sergeant Major. And I, I, that was a great accomplishment in my life. But in particular, I really enjoyed doing large troop movements around the United States or internationally. Being able to do multimodal modal movements of large numbers of soldiers to get from one operation to the next, that those challenges really, uh, brought a lot of pro pride to myself and to my team and my organization. And I’m really proud we never lost a single soldier. So a hundred percent it’s pretty important when you’re dealing with people, man.
Scott Luton (05:45):
A absolutely. And, and, you know, I’m sure there’s plenty of tough days in, in all those troop movements, but I bet there were some wonderful days where you had the spri decor and the camaraderie was just, uh, you know, off the charts. Now, along these same lines, I’m, I’m really glad that your, your response there was really focused on people. You know, I, I shared with you pre-show, we’re very passionate about giving back to our, uh, our veteran community and really in particularly helping them with the transition challenges that we all know about. If you could, Tom, what are a couple of your thoughts about the tremendous career opportunities that global supply chain offers veterans?
Tom Harvieux (06:18):
Well, a lot of the things we do in the military is supply chain. We don’t realize it’s logistics. It’s supply chain, it’s movement. It’s taking care of vehicles, it’s leading people. Um, the military really does a couple things. Well, it invests in leadership, and we always used to say our jobs were to grow leaders and train soldiers. That’s what our job was. And really having those leadership, strong leadership skills is something that’s very transferable to any industry. So I would encourage people to not, uh, overlook what you’ve been invested in by the military and, and take advantage of that because it’s, it’s sorely needed in every industry and, and it shines through when you see it. Mm-hmm. Also, healthcare is, it’s a noble industry. It’s a noble industry. It’s bigger than ourselves. That, that ties back to that selfless service that was a core value for the military. That, that self servers service is really important to service members as they look for the next job and their next career. And it fits really well with, with that. Um, but really around just taking the critical thinking skills that you have developed, being able to solve problems and bring that to the new industry, you’ll shine.
Scott Luton (07:32):
Hmm. Love that, Tom. And, and so hiring managers, if you are late to the party, tapping into our veteran talent pipeline, you’re missing out, uh, tremendously. So reach out. There’s a variety of ways. And then veterans that may be listening to this massive opportunities in supply chain. And I love what Tom said there. Healthcare is a noble mission and for veterans that, that should appeal. I know it appeals to me in many ways. So don’t sleep on the healthcare industry as well, especially where they inter that intersects supply chain and healthcare. Okay. So Tom, I, I know you’ve got so many stories in the 22 years, we have to have you back maybe on our Veteran Voices programming. But I wanna switch gears to, to really the big reason you’re here, I wanna tap into your supply chain expertise. So you joined the award-winning BJC healthcare team in 2018 as Chief Supply Chain Officer. So tell us, if you would, about the organization’s supply chain footprint. So facilities scope, you know, kind of what, uh, what’s the wherewithal there?
Tom Harvieux (08:27):
Absolutely. So BJC Healthcare has 14 hospitals, and we’re located in eastern Missouri and southwest Illinois. Um, we’re around the St. Louis area primarily. We have team compressor comprises of 440 teammate mates. We manage 1.8 billion in non-labor expense management. And we also manage about 150 million worth of inventory that, uh, we, we keep in the organization primarily. Our functions are pretty atypical for healthcare. We manage the sourcing, the utilization management, we, the data and analytics in the contract lifecycle management operations side of our team. We manage inventory, warehousing, distribution, receiving mail, linen, uh, all the services that we provide logistically to the organization. So it’s a, it’s a challenge every day because we have hundreds of thousands of transactions every single day. We have hundreds and thousands of deliveries every day across, uh, all of our facilities. And, uh, striving for our 98, 98 0.5% service level, uh, requires a lot of ordination, a lot of work across the organization,
Scott Luton (09:39):
98.5% service level. Um, and, and going back to just the scale, BJC Healthcare, one of the largest nonprofit healthcare organizations in the us but you’re also, I I believe one of the largest employers in Missouri. Is that right?
Tom Harvieux (09:51):
We are the largest 30,000 employees. So we’re the largest employee in Missouri,
Scott Luton (09:56):
Man. So let’s talk about, you know, with all this recognition you’ve received, uh, and, uh, the highs and and success that, that you are driving there, you talked about the Gartner ranking, uh, number eight, top 10 time you, you broke the top 10. What’s a few critical factors you believe that fuels your team’s success?
Tom Harvieux (10:16):
I think it all starts with having a good strategy to line the team on where you’re going and what you need to accomplish for the organization. Um, the Covid Pandemic really took us on a side journey over the last couple years, but I’m really proud that we continue to advance our strategic objectives, even though we are in the middle of trying to source and secure p p e protective, personal protective equipment for our caregivers across the organization. But we really focus our work around four pillars. The four pillars are price, performance, and that’s how effectively we, we acquire products and services from the marketplace. Um, we look at cost savings and cost avoidance, uh, particularly with the inflationary market, but we really focus on those two areas. And then we also make sure we have strong commercial and legal playbooks that we’re able to operationalize our work, um, and be more effective at scale while we’re doing that work.
Tom Harvieux (11:11):
The second pillar is service excellence. And service excellence is really around how effectively we deliver service to the organization. We use standard work. We’re high reliability, we really focus on continuous improvement to do that work. The third part of our, our strategy is that we’re, uh, focused on the cost to serve. So what does it cost to deliver those services excellently, uh, superbly to the organization? And we look at using lean, we have, um, combine systems. We use, uh, workflow, standardized workflow to really drive that. It ties back to the high reliability, but we really focus on delivering excellent service to the organization in a cost effective manner. And that requires us to really, really focus on variation reduction. If there’s unwarranted variation, we really need to target and, and focus on that. Mm-hmm. <affirmative>, the last is how we engage our customers and our stakeholders and our team, and making sure that our teams are engaged.
Tom Harvieux (12:04):
We have the right talent and we’re engaging our stakeholders, we’re communicating effectively. And that kind of ties it all together, that people understand what we’re doing, where we’re going, and how we’re gonna get there. Um, really, we, we do a lot of collaboration outside of healthcare because we don’t have a large company like a Walmart or an Amazon that can really consolidate a lot of the work that we need to do. So we need to do that in a collaborative way. Um, so we’ve joined a group called herc and SM I and those groups really focus on how do we get suppliers and providers together at a table to solve common problems and then scale them across the industry. So it’s exciting work not only internal to our organization, but the work that, uh, our health systems and supplier partners are doing collaboratively around the industry to really make the healthcare supply chain better.
Scott Luton (12:55):
Quick follow up question before we start talking about, um, this a revolution, uh, a phrase I’ve seen you use. So you joined in 2018, just, you know, not long before the pandemic, the alignment you talk about, and then the four pillars you talk about. Um, can you talk to us about how important leaning on that alignment and those four pillars and, and the resiliency? It’s what I’m hearing that you, that you had already baked into the team, baked into the organization, and how you leaned on that to navigate through this incredibly uniquely challenging time. We’ve, we’ve all been through
Tom Harvieux (13:27):
It. It was really important, um, that we had a really good structure and I was really fortunate to be in my organization prior to the pandemic. Um, I had about a year to start our work with our team, get to know the team and form relationships before we kind of went into that full on knife fight. Uh, and starting in 2020 with that, uh, we leaned on, our sourcing team became more nimble. We engaged our stakeholders to make decisions that previously would take us weeks to make decisions around. We were able to make decisions in minutes or hours, um, around product substitutions, uh, alternative things that we could do, um, ways to work around challenges on product shortages. Looking at how we can make sure that we can protect our patients and protect our caregivers was always top of mind. And then our operations team around the service delivery really focused on how do they get the best product to the patient or to the caregiver as fast as possible, and to make sure that we never ran out.
Tom Harvieux (14:25):
And that’s a, a huge source of pride for our team that we never ran out of the equipment that we needed to protect our staff in this. It was a lot of challenges to do that, but, um, doing that, so most pillars really guided us, not only how we went to market and were nimble on how we sourced and how we collaborated on buying the products, but how we delivered ’em and how we ensured that we were able to be nimble by standing up new units, taking other units down, repurposing some clinical areas, and then repurposing the equipment and the supplies to deliver care for the patients. That presented, uh, with Covid
Scott Luton (14:59):
Never ran out. That kind of, when, when I heard. So y’all, I’m sure y’all celebrate that kind of reminds me of your, what you’re talking about, your army career. Everyone got where they were going, no one was left behind. So it seems like you got a knack for that Tom. Um, but kidding aside, I I really wanna, uh, you know, my mom spent over 20 years working in healthcare. Um, spent, spent a chunk of that as a certified diabetes educator. And I’ll tell you as, as much as our team celebrates what, uh, the global supply chain workforce did through the pandemic to keep us all as consumers and as as customers, and you name it, moving forward, I’ll tell you, healthcare, it is amazing the mountains that our global healthcare, um, uh, community did. So if for all of our BJC healthcare team members listening or any, uh, healthcare supply chain practitioners are otherwise listening, Hey, thank you for all that you did in recent years. I can only imagine the challenges. All right. So Tom, I was doing a little intelligence gathering and I saw this phrase you’ve used previously, patient to consumer revolution. You’ve got a pa uh, a passion for the patient to consumer revolution. Tell us what you mean by that.
Tom Harvieux (16:06):
Patients are changing and patients we used to go, you go to your doctor and you went to the clinic and you took care of your care that you needed or you went to the hospital. Um, patients have learned through retail and through all the aspects of their life that there really are a consumer. So they’re starting to view healthcare as a consumer, not as a patient. And what that means for us is that the patient will look at what’s the best way to get the care that they need. So if your child has pink eye, you don’t want to go to a major medical center. You want to be able to do a virtual visit, and you wanna be able to get, uh, your prescription filled and be back at the house in 20 minutes. You want, if you need urgent care, you want to go to the urgent care in your, in your neighborhood.
Tom Harvieux (16:52):
You don’t want to drive to 15, 20 miles away to get to a hospital to look at that. You want a convenient, uh, care. It’s convenient, it’s cost effective. If you have cancer or a major life, um, a major life event, you’re gonna wanna go to the best. You’re gonna wanna find the absolute best doctor that, and the best physician that’s gonna be able to take care of you and solve your critical problem. And then a lot of care is gonna be delivered in the home. People are gonna be expecting to stay in their home to deliver the care. Now that patient can present different ways on different days. So Scott, you’re, you and your family can present to the urgent care on one day and to a week later that you could be at the major medical center. So that care should be the scene, no matter what door you walk in, every door that you walk in, you should receive the same exceptional care.
Tom Harvieux (17:43):
And that’s what our organization is committed to. Now, to do that, we have to have logistical infrastructure that can be very nimble, very supportive, and make sure that we deliver care, we support that care, and we give the caregivers the tools and the equipment that they need to deliver on that mission of providing the best care no matter where you present to our organization. Um, that comes a lot of complexities because we’re, we, we were designed to, to resupply hospitals. That’s what we have been doing for 20 years. So now we’re starting to revet how do we deliver, uh, logistics support to the home. So if you’re on, uh, lifesaving machine or you need replacement of wound dressings, how do you get those in a timely manner that’s efficient, that’s reliable, that gets you what you need? And then making sure that if it’s a, requires support from a caregiver to be in the house, then our home healthcare team to make sure that happens. So it’s a, it’s a really exciting change, but it’s really moving from a non-traditional model to a new model based on the customer’s expectation of how everything that they do in their life and how they present and how they buy. Um, it’s, it’s coming to healthcare. It’s coming fast.
Scott Luton (18:55):
Well, I really admire your passion for meeting that customer where they are now as it evolves and, and, and the revolution takes place. Cuz you’re absolutely right. I hate saying the Amazon effect cause it’s so cliche, but it really is the best description of kind of what we expect here in 2023 and for years now, really as consumers, and I’m sure you are, as you point out, you’re seeing that in healthcare. Um, in fact, I was just talking yesterday to a, a, a, a dear friend of mine and he was talking about, um, telemedicine and how he was fighting the pollens. Well, like I’ve been here lately and, uh, he was talking with a doctor on, on, on a Sunday from home and getting the Medica prescriptions and what he needs on a Sunday. Now, he may have said that he thinks a doctor might have been on the golf course as he was treating, uh, Craig, I’m kidding. But telemedicine, I bet it’s a big part of that revolution. Any comment there before I move on to continuous improvement?
Tom Harvieux (19:48):
Yeah. Is a big part. Um, especially for families and patients that live a long way from a medical center. And if you could have your follow up care, your primary care or simple visit done, you don’t have to drive hour, two hours, three hours to get that care. That’s a, that’s a big, that’s a big impact on the families and the patients that we serve. So it’s here to stay.
Scott Luton (20:09):
Yeah. Agreed. Agreed. Um, all right. So let’s talk about continuous improvement. One of my favorite topics here, uh, one of our core values, there’s no finish line here at supply chain. Now, when it comes to continuous improvement, I feel that in my bones, it’s in our dna. N a you alluded to many, uh, lean and, and, um, many other aspects of continuous improvement as you’re walking us through those four pillars. So what, Tom, what is one of your supply chain teams top continuous improvement objectives this year?
Tom Harvieux (20:38):
Sure. Um, one of our primary objectives is to simplify the supply chain because by simplifying the supply chain, we start to make care delivery easier. We reduce waste and we become more reliable. This is not easy. It’s a very complicated to make something easy. And by, to make it simple, we’re really looking, we have a primary channel. We just recently in the last year open to 400,000 square foot distribution facility. Now our goal is to move 95% of our purchases through that building. What that does for us is caregivers know it’s easy to order out of the building. We have 60 days of inventory there, so they don’t have to worry about running out. It comes the next day in a low unit measure without cardboard. Um, we’re able to work on our suppliers to actually reduce orders that we might have placed 15, 20, a hundred orders a day outta each of our hospitals back to our suppliers. Now we can place an order once a week so we can consolidate down to truckload versus parcel shipments. It reduces the cardboard and the, and carbon emissions coming into the organization. So it builds on our e s g goals as an organization, but the whole strategist wraps around simplifying the supply chain and all the waste falls out.
Scott Luton (21:57):
Man, I love that. And going back to, to the front end of your response there, it’s really tough and complex to make things simple, huh?
Tom Harvieux (22:06):
Scott Luton (22:07):
Uh, but that’s where, to your point, at the man, the, the more things that we can make simple, the more simplicity we can bake into even the, the most complex operations organizations, especially in the healthcare industry where the stakes are literally life and death. I mean, we can serve more folks and we can serve a more hitting that 98.5% service level and far beyond, right?
Tom Harvieux (22:30):
Yeah. The caregivers certainly don’t care how many times we touch a box.
Scott Luton (22:34):
I love that phrase. I think we just have our, our episode title there, uh, focusing on what matters. The caregivers don’t care about those box touches and then rework and other things. Uh, they care about helping serve the patients Right. And making and driving those outcomes there. So you strike me, Tom, as a passionate leader when it comes to driving continuous improvement. And I bet you’re a fellow believer that there’s no finish line in that regard.
Tom Harvieux (23:00):
There is no finish line.
Scott Luton (23:01):
So we’ve taken a deep dive into your organization. We’ve talked a lot about supply chain and healthcare, uh, where it intersects. Um, but for folks, you know, for summer listeners, they’re, they’re in healthcare for sure. And, and, and all of this I is, um, you know, they’re very, very familiar with it. And then other folks that may be listening or watching us here have never worked in the healthcare industry. Right. What’s one thing you think they should know when it comes to running supply chains in healthcare?
Tom Harvieux (23:29):
Well, what’s the one thing is a lot of people will look at healthcare supply chain and say, oh, it must be simple because it’s not multinational. You, you don’t have regional distribution facilities that are moving across product across the country. You’re right, we aren’t moving a lot of pallets in and outta warehouses, uh, from regional warehouses to, uh, to local warehouses to our final customer. Um, but there is a tremendous amount of complexity in healthcare. So when we, on any given day, we pick, uh, 12 to 15,000 orders out of our warehouse that are going to 22,000 unique stockings locations around the organization. So a tot gets picked, has to move multiple miles, has to go to a certain floor, a certain room in a certain shelf, um, so is very detailed in how that product moves within the organization. So there’s a lot of complexity.
Tom Harvieux (24:24):
One of the complexities is, uh, all of our caregivers and our physicians are typically trained by multiple facilities around the country, and they learn to do their work differently. So by them learning to do their work differently, they use different products, they have different techniques, they have different styles and the way they do their work. So we have a lot of product variation. And that product variation causes a lot of complexity, especially when we’re having back orders or shortages that you can’t have the redundancy because you, you have multiple products doing the same thing. That requires us to really engage stakeholders and communicate effectively because we can’t simply change the tire, change the tires on a car, we actually have to engage around this syringe work. Does this pressure cuff, uh, functional for what you needed clinically? Does it meet the satisfaction of the physician, but also the safety needs for the patient?
Tom Harvieux (25:18):
Hmm. So level of coordination and communication is really complex because in an old setting, you’ve talked to one doctor or one nurse, you’ve talked to one doctor or one nurse, you don’t get alignment by talking to one person. So it, it requires a lot of engagement, a lot of focus. Um, and that’s really what our work is about. How do we reduce that variation to build a more reliable organization, to deliver better service at a lower cost, um, but also to make sure when the caregivers need what they need, it’s there so they can spend more time at the bedside.
Scott Luton (25:50):
Love that. Uh, alright. So Tom, one more quick follow up before we we get into some of your, uh, leadership and career advice of our listeners. You’ve mentioned that reduce reducing variation several times to our conversation. You’ve mentioned reducing waste several times to our conversation. And then at the same time, you’ve also talked about alignment and engagement of the team. There’s a, um, eight wastes, right? You’re familiar with the eight wastes. Uh, that’s a big driving force it seems like of, of your team’s work. I know your team’s about, uh, over 400 team members as an enterprise at BJC Healthcare. You got over 30,000 team members, if I’m not mistaken. Talk to us about the power of folks understanding what waste is across an enterprise like that. So then you get that force multiplier effect. That’s a really powerful thing to take advantage of. Right?
Tom Harvieux (26:35):
Right. Um, uh, silver lining in the came of the covid is really, we had, we ran out of things and we had to be nimble and we had to change products that opened, uh, org the organizational eyes that we can’t have this much variation and this much waste. And the, the ripple effect of that is we’re gonna have rolling back orders, stockouts shortages. And that’s, uh, tremendously frustrating for the, the care teams. So that’s been a good opportunity for us to talk about what waste and variation causes the downstream impact on that. Um, also when you look at the work itself, um, we want to, we, with the nurse shortage, we want to make sure that the nurses and the doctors are functioning on the high end of the licensure and they’re not out looking for supplies. Hmm. But for us to be say, Hey, we can do this well, but we need your help to do it.
Tom Harvieux (27:25):
Well, we can’t have 42 products that do the same thing. We need to have five or six products that do the same thing. And that allows us to talk to our suppliers, have better planning, better coordination, and be more reliable, and to make sure that you have what you need so you can get through your day without having those kinds of frustrations. So it’s, it, it is a really critical piece for us to engage the organization for them to see the waste be. Because before it was really, I just need the products that I’m comfortable using. Um, and that has a, a lot of challenges when we’re running through the environment of shortages and back orders that we’ve all experienced.
Scott Luton (28:04):
Tom, I’m so glad, uh, that you walked us through that cause to our listeners out there, Mark Preston, if you’re listening, uh, former colleague of mine, uh, mentor mine, really his mantra was the power of helping others learn to see, learn to see waste, learn to see variation. And then as you put it, Tom, learn and understand the impact of what that can cause in, in any, in any industry, really. So I appreciate you diving into that. Let’s, uh, as we, as we kind of come around the, uh, the final turn, I really enjoyed your time with us here today. Uh, many of our listeners may be students or, or maybe they’re early in their supply chain careers. I bet many of them wanna be chief supply chain officers, much like you. So Tom, what’s uh, what’s one piece of advice you’d offer that contingent of our audience? Well,
Tom Harvieux (28:51):
I think I have a couple piece of advice. Uh, one, find what you’re passionate for. Find your passion and dive into it. Um, there’s lots of jobs out there. Your first job won’t be your dream job. Use that to find what you’re passionate about and go there and you’ll be wildly successful in your career. The second is always focus on having a continuous improvement mindset, continuous improvement. Learn those skills early that will serve you and your organization well and make you a better leader. And the last is take the hard assignments. There’s a lot of hard assignments out there, and we need to take those hard assignments because that’s where we grow. We grow on the edges. We don’t grow in the middle of our comfort zone. And challenge yourself to really take the hard assignments, get into a plant, get into a hospital, get into one of those places where you’re gonna learn and you’re gonna grow. Um, and you’ll lean on that experience every day for the rest of your life.
Scott Luton (29:50):
Man, love it. I love how you started with the passion that’s so important for folks to really, really understand what drives ’em, what, what gets ’em out of bed every day. All right, Tom, really, as I knew I would really enjoyed your time here. I really like, and one of my favorite things when I, when I I talk and interview senior leaders like yourself, is I love when, when they’re down to earth, they can take big complex concepts and bring it down where anyone can understand it. That is so important, especially as we’re all trying to improve and, and serve patients or customers, you name it. And, and, and do it as fast as we can, but as, as also as right as we can. And that simplicity you spoke to and being approachable and engaging where everyone is welcome, uh, you know, to learn and kind of help, help, uh, figure it all out and then moving forward together, some of that is what I’m picking up from you in our, in our roughly our hour we’re spent here to together. Anything you wanna to add to that? Anything you wanna comment on there before I make sure folks know how to connect with you, Tom?
Tom Harvieux (30:47):
Well, the team is critical. I mean, uh, we have a leader in our organization that says it so well. You need to decide, you need to delegate and then you need to disappear. And as a leader, and, uh, really how do you get the team engaged because the team is phenomenal. The team carries the day every single day, but it’s really around a team that has a clear strategy, that is engaged and empowered, um, and knows that they’re doing good work,
Scott Luton (31:13):
Decide, delegate and disappear. Folks, uh, that’s a great t-shirt ism. Thank you for sharing that time. Um, alright. Really enjoyed our time together. I can’t wait to, uh, maybe check back in with you or we gotta talk more about your, um, your veteran experiences as well. Uh, I bet Mary Kate over at Veteran Voices. We’d love to, to dive into some of that. In the meantime, uh, how can folks connect with you and the BJC Healthcare Organization to learn more about what you’ve shared here today?
Tom Harvieux (31:39):
Sure. Um, excited to connect with anybody if they’re, they’re interested more. Uh, the best way to connect with me is through LinkedIn. I’m, I’m active on LinkedIn. And also the best way to connect with our organization is through bjc.org.
Scott Luton (31:53):
It is just that easy. And of course we’ll have that in episode notes, uh, to our listeners, you can, your one click away from doing just that. Uh, Tom Harvey, vice President, chief Supply Chain officer with the award-winning BJC Healthcare, uh, team, thank you so much, Tom. Really appreciate what you do and of course, what very large enterprise do, uh, helping take care of folks and, and moving us all together, uh, forward.
Tom Harvieux (32:15):
Thank you, Scott. I’ve really enjoyed our time today and thanks for all you do for our industry.
Scott Luton (32:20):
Okay. All right. And we look forward to seeing some of those pictures of, uh, CAPS and Tom Harvey, uh, rolling down to Mississippi. We’ll, we’ll revisit that soon. Hi <laugh> folks, to our listeners and viewers, hope you enjoy this episode as much as I have. Hey, be sure to find supply chain now, wherever you get your podcast from. Make sure you subscribe so you don’t miss conversations like this. Find us on YouTube where it’s really easy to watch and listen and engage, comment, you name it. But most importantly, on behalf our entire team here at Supply Chain now, Scott Luton wishing all our listeners nothing but the best and challenge you, like, we challenge our team every day. Do good, give forward, be the changes needed, and we’ll see you next time right back here at Supply Chain now. Thanks everybody.
Thanks for being a part of our supply chain now, community. Check out all of our email@example.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.
Tom Harvieux– As vice president and chief supply chain officer, Tom Harvieux is responsible for leading BJC HealthCare’s supply chain and logistics strategy to deliver efficient, cost-effective, and high-quality outcomes. His responsibilities include executive leadership of 427 team members, dedicated 3PL consolidated services center, and $1.8 billion non-labor spend management.
With more than $6 billion in net revenues and more than 30,000 employees in the greater St. Louis area, BJC HealthCare is one of the largest nonprofit healthcare organizations in the United States and one of the largest employers in Missouri. BJC includes 15 hospitals and multiple community health locations.
Prior to joining BJC in 2018, Harvieux was the vice president of corporate supply chain management for Sanford Health, a $5 billion health system headquartered in Sioux Falls, S.D. There he had responsibility for $1.3 billion in non-labor spend management and led a team of 445.
Before joining Sanford Health in 2008, Harvieux served as director of supply chain operations at Fairview Health Services – Southdale Hospital in Edina, Minnesota. Prior to entering the health care field, he spent over 22 years in supply chain leadership roles in the military.
He holds a bachelor’s degree from Metropolitan State University in St. Paul, Minnesota, and a master’s degree in logistics management from Florida Institute of Technology. He serves on multiple non- profit and industry boards. Tom and wife Laurie have two adult daughters. Connect with Tom on LinkedIn.
Host, Supply Chain Now en Espanol
Demo Perez started his career in 1997 in the industry by chance when a relative asked him for help for two just weeks putting together an operation for FedEx Express at the Colon Free Zone, an area where he was never been but accepted the challenge. Worked in all roles possible from a truck driver to currier to a sales representative, helped the brand introduction, market share growth and recognition in the Colon Free Zone, at the end of 1999 had the chance to meet and have a chat with Fred Smith ( FedEx CEO), joined another company in 2018 who took over the FedEx operations as Operations and sales manager, in 2004 accepted the challenge from his company to leave the FedEx operations and business to take over the operation and business of DHL Express, his major competitor and rival so couldn’t say no, by changing completely its operation model in the Free Zone. In 2005 started his first entrepreneurial journey by quitting his job and joining two friends to start a Freight Forwarding company. After 8 months was recruited back by his company LSP with the General Manager role with the challenge of growing the company and make it fully capable warehousing 3PL. By 2009 joined CSCMP and WERC and started his journey of learning and growing his international network and high-level learning. In 2012 for the first time joined a local association ( the Panama Maritime Chamber) and worked in the country’s first Logistics Strategy plan, joined and lead other associations ending as president of the Panama Logistics Council in 2017. By finishing his professional mission at LSP with a company that was 8 times the size it was when accepted the role as GM with so many jobs generated and several young professionals coached, having great financial results, took the decision to move forward and start his own business from scratch by the end of 2019. with a friend and colleague co-founded IPL Group a company that started as a boutique 3PL and now is gearing up for the post-Covid era by moving to the big leagues.
Sales Support Intern
Alex is pursuing a Marketing degree and a Certificate in Legal Studies at the University of Georgia. As a dual citizen of both the US and UK; Alex has studied abroad at University College London and is passionate about travel and international business. Through her coursework at the Terry College of Business, Alex has gained valuable skills in digital marketing, analytics, and professional selling. She joined Supply Chain Now as a Sales Support Intern where she assists the team by prospecting and qualifying new business partners.
Joshua is a student from Institute of Technology and Higher Education of Monterrey Campus Guadalajara in Communication and Digital Media. His experience ranges from Plug and Play México, DearDoc, and Nissan México creating unique social media marketing campaigns and graphics design. Joshua helps to amplify the voice of supply chain here at Supply Chain Now by assisting in graphic design, content creation, asset logistics, and more. In his free time he likes to read and write short stories as well as watch movies and television series.
Director of Communications and Executive Producer
Donna Krache is a former CNN executive producer who has won several awards in journalism and communication, including three Peabodys. She has 30 years’ experience in broadcast and digital journalism. She led the first production team at CNN to convert its show to a digital platform. She has authored many articles for CNN and other media outlets. She taught digital journalism at Georgia State University and Arizona State University. Krache holds a bachelor’s degree in government from the College of William and Mary and a master’s degree in curriculum and instruction from the University of New Orleans. She is a serious sports fan who loves the Braves. She is president of the Dave Krache Foundation. Named in honor of her late husband, this non-profit pays fees for kids who want to play sports but whose parents are facing economic challenges.
Vicki has a long history of rising to challenges and keeping things up and running. First, she supported her family’s multi-million dollar business as controller for 12 years, beginning at the age of 17. Then, she worked as an office manager and controller for a wholesale food broker. But her biggest feat? Serving as the chief executive officer of her household, while her entrepreneur husband travelled the world extensively. She fed, nurtured, chaperoned, and chauffeured three daughters all while running a newsletter publishing business and remaining active in her community as a Stephen’s Minister, Sunday school teacher, school volunteer, licensed realtor and POA Board president (a title she holds to this day). A force to be reckoned with in the office, you might think twice before you meet Vicki on the tennis court! When she’s not keeping the books balanced at Supply Chain Now or playing tennis matches, you can find Vicki spending time with her husband Greg, her 4 fur babies, gardening, cleaning (yes, she loves to clean!) and learning new things.
Ben Harris is the Director of Supply Chain Ecosystem Expansion for the Metro Atlanta Chamber. Ben comes to the Metro Atlanta Chamber after serving as Senior Manager, Market Development for Manhattan Associates. There, Ben was responsible for developing Manhattan’s sales pipeline and overall Americas supply chain marketing strategy. Ben oversaw market positioning, messaging and campaign execution to build awareness and drive new pipeline growth. Prior to joining Manhattan, Ben spent four years with the Georgia Department of Economic Development’s Center of Innovation for Logistics where he played a key role in establishing the Center as a go-to industry resource for information, support, partnership building, and investment development. Additionally, he became a key SME for all logistics and supply chain-focused projects. Ben began his career at Page International, Inc. where he drove continuous improvement in complex global supply chain operations for a wide variety of businesses and Fortune 500 companies. An APICS Certified Supply Chain Professional (CSCP), Ben holds an Executive Master’s degree in Business Administration (EMBA) and bachelor’s degree in International Business (BBA) from the Terry College at the University of Georgia.
Host, The Freight Insider
Prior to joining TeamOne Logistics, Page Siplon served as the Executive Director of the Georgia Center of Innovation for Logistics, the State’s leading consulting resource for fueling logistics industry growth and global competitiveness. For over a decade, he directly assisted hundreds of companies to overcome challenges and capitalize on opportunities related to the movement of freight. During this time, Siplon was also appointed to concurrently serve the State of Georgia as Director of the larger Centers of Innovation Program, in which he provided executive leadership and vision for all six strategic industry-focused Centers. As a frequently requested keynote speaker, Siplon is called upon to address a range of audiences on unique aspects of technology, workforce, and logistics. This often includes topics of global and domestic logistics trends, supply chain visibility, collaboration, and strategic planning. He has also been quoted as an industry expert in publications such as Forbes, Journal of Commerce, Fortune, NPR, Wall Street Journal, Reuters, American Express, DC Velocity, Area Development Magazine, Site Selection Magazine, Inbound Logistics, Modern Material Handling, and is frequently a live special guest on SiriusXM’s Road Dog Radio Show. Siplon is an active industry participant, recognized by DC Velocity Magazine as a “2012 Logistics Rainmaker” which annually identifies the top-ten logistics professionals in the Nation; and named a “Pro to Know” by Supply & Demand Executive Magazine in 2014. Siplon was also selected by Georgia Trend Magazine as one of the “Top 100 Most Influential Georgians” for 2013, 2014, and 2015. He also serves various industry leadership roles at both the State and Federal level. Governor Nathan Deal nominated Siplon to represent Georgia on a National Supply Chain Competitiveness Advisory Committee, where he was appointed to a two-year term by the U.S. Secretary of Commerce and was then appointed to serve as its vice-chairman. At the State level, he was selected by then-Governor Sonny Perdue to serve as lead consultant on the Commission for New Georgia’s Freight and Logistics Task Force. In this effort, Siplon led a Private Sector Advisory Committee with invited executives from a range of private sector stakeholders including UPS, Coca-Cola, The Home Depot, Delta Airlines, Georgia Pacific, CSX, and Norfolk Southern. Siplon honorably served a combined 12 years in the United States Marine Corps and the United States Air Force. During this time, he led the integration of encryption techniques and deployed cryptographic devices for tactically secure voice and data platforms in critical ground-to-air communication systems. This service included support for all branches of the Department of Defense, multiple federal security agencies, and aiding NASA with multiple Space Shuttle launches. Originally from New York, Siplon received both a bachelor’s and master’s degree in electrical and computer engineering with a focus on digital signal processing from the Georgia Institute of Technology. He earned an associate’s degree in advanced electronic systems from the Air Force College and completed multiple military leadership academies in both the Marines and Air Force. Siplon currently lives in Cumming, Georgia (north of Atlanta), with his wife Jan, and two children Thomas (19) and Lily (15).
Host, Logistics with Purpose
Kristi Porter is VP of Sales and Marketing at Vector Global Logistics, a company that is changing the world through supply chain. In her role, she oversees all marketing efforts and supports the sales team in doing what they do best. In addition to this role, she is the Chief Do-Gooder at Signify, which assists nonprofits and social impact companies through copywriting and marketing strategy consulting. She has almost 20 years of professional experience, and loves every opportunity to help people do more good.
Host, Supply Chain Now en Espanol
Sofia Rivas Herrera is a Mexican Industrial Engineer from Tecnologico de Monterrey class 2019. Upon graduation, she earned a scholarship to study MIT’s Graduate Certificate in Logistics and Supply Chain Management and graduated as one of the Top 3 performers of her class in 2020. She also has a multicultural background due to her international academic experiences at Singapore Management University and Kühne Logistics University in Hamburg. Sofia self-identifies as a Supply Chain enthusiast & ambassador sharing her passion for the field in her daily life.
Sales and Marketing Coordinator
Katherine is a marketing professional and MBA candidate who strives to unite her love of people with a passion for positive experiences. Having a diverse background, which includes nonprofit work with digital marketing and start-ups, she serves as a leader who helps people live their most creative lives by cultivating community, order, collaboration, and respect. With equal parts creativity and analytics, she brings a unique skill set which fosters refining, problem solving, and connecting organizations with their true vision. In her free time, you can usually find her looking for her cup of coffee, playing with her puppy Charlie, and dreaming of her next road trip.
Host, Supply Chain Now
The founder of Logistics Executive Group, Kim Winter delivers 40 years of executive leadership experience spanning Executive Search & Recruitment, Leadership Development, Executive Coaching, Corporate Advisory, Motivational Speaking, Trade Facilitation and across the Supply Chain, Logistics, 3PL, E-commerce, Life Science, Cold Chain, FMCG, Retail, Maritime, Defence, Aviation, Resources, and Industrial sectors. Operating from the company’s global offices, he is a regular contributor of thought leadership to industry and media, is a professional Master of Ceremonies, and is frequently invited to chair international events.
He is a Board member of over a dozen companies throughout APAC, India, and the Middle East, a New Zealand citizen, he holds formal resident status in Australia and the UAE, and is the Australia & New Zealand representative for the UAE Government-owned Jebel Ali Free Zone (JAFZA), the Middle East’s largest Economic Free Zone.
A triathlete and ex-professional rugby player, Kim is a qualified (IECL Sydney) executive coach and the Founder / Chairman of the successful not for profit humanitarian organization, Oasis Africa (www. oasisafrica.org.au), which has provided freedom from poverty through education to over 8000 mainly orphaned children in East Africa’s slums. Kim holds an MBA and BA from Massey & Victoria Universities (NZ).
Host, Logistics with Purpose
Adrian Purtill serves as Business Development Manager at Vector Global Logistics, where he consults with importers and exporters in various industries to match their specific shipping requirements with the most effective supply chain solutions. Vector Global Logistics is an asset-free, multi-modal logistics company that provides exceptional sea freight, air freight, truck, rail, general logistic services and consulting for our clients. Our highly trained and professional team is committed to providing creative and effective solutions, always exceeding our customer’s expectations and fostering long-term relationships. With more than 20+ years of experience in both strategy consulting and logistics, Vector Global Logistics is your best choice to proactively minimize costs while having an exceptional service level.
Host, Logistics with Purpose
Kevin Brown is the Director of Business Development for Vector Global Logistics. He has a dedicated interest in Major Account Management, Enterprise Sales, and Corporate Leadership. He offers 25 years of exceptional experience and superior performance in the sales of Logistics, Supply Chain, and Transportation Management. Kevin is a dynamic, high-impact, sales executive and corporate leader who has consistently exceeded corporate goals. He effectively coordinates multiple resources to solution sell large complex opportunities while focusing on corporate level contacts across the enterprise. His specialties include targeting and securing key accounts by analyzing customer’s current business processes and developing solutions to meet their corporate goals. Connect with Kevin on LinkedIn.
Host, Logistics with Purpose
Jose Manuel Irarrazaval es parte del equipo de Vector Global Logistics Chile. José Manuel es un gerente experimentado con experiencia en finanzas corporativas, fusiones y adquisiciones, financiamiento y reestructuración, inversión directa y financiera, tanto en Chile como en el exterior. José Manuel tiene su MBA de la Universidad de Pennsylvania- The Wharton School. Conéctese con Jose Manuel en LinkedIn.
Host, Logistics with Purpose
Nick Roemer has had a very diverse and extensive career within design and sales over the last 15 years stretching from China, Dubai, Germany, Holland, UK, and the USA. In the last 5 years, Nick has developed a hawk's eye for sustainable tech and the human-centric marketing and sales procedures that come with it. With his far-reaching and strong network within the logistics industry, Nick has been able to open new avenues and routes to market within major industries in the USA and the UAE. Nick lives by the ethos, “Give more than you take." His professional mission is to make the logistics industry leaner, cleaner and greener.
Host, Logistics with Purpose
Allison Krache Giddens has been with Win-Tech, a veteran-owned small business and aerospace precision machine shop, for 15 years, recently buying the company from her mentor and Win-Tech’s Founder, Dennis Winslow. She and her business partner, John Hudson now serve as Co-Presidents, leading the 33-year old company through the pandemic.
She holds undergraduate degrees in psychology and criminal justice from the University of Georgia, a Masters in Conflict Management from Kennesaw State University, a Masters in Manufacturing from Georgia Institute of Technology, and a Certificate of Finance from the University of Georgia. She also holds certificates in Google Analytics, event planning, and Cybersecurity Risk Management from Harvard online. Allison founded the Georgia Chapter of Women in Manufacturing and currently serves as Treasurer. She serves on the Chattahoochee Technical College Foundation Board as its Secretary, the liveSAFE Resources Board of Directors as Resource Development Co-Chair, and on the Leadership Cobb Alumni Association Board as Membership Chair and is also a member of Cobb Executive Women. She is on the Board for the Cobb Chamber of Commerce’s Northwest Area Councils. Allison runs The Dave Krache Foundation, a non-profit that helps pay sports fees for local kids in need.
Host of Dial P for Procurement
Billy Taylor is a Proven Business Excellence Practitioner and Leadership Guru with over 25 years leading operations for a Fortune 500 company, Goodyear. He is also the CEO of LinkedXL (Excellence), a Business Operating Systems Architecting Firm dedicated to implementing sustainable operating systems that drive sustainable results. Taylor’s achievements in the industry have made him a Next Generational Lean pacesetter with significant contributions.
An American business executive, Taylor has made a name for himself as an innovative and energetic industry professional with an indispensable passion for his craft of operational excellence. His journey started many years ago and has worked with renowned corporations such as The Goodyear Tire & Rubber Co. (GT) leading multi-site operations. With over 3 decades of service leading North America operations, he is experienced in a deeply rooted process driven approach in customer service, process integrity for sustainability.
A disciple of continuous improvement, Taylor’s love for people inspires commitment to helping others achieve their full potential. He is a dynamic speaker and hosts "The Winning Link," a popular podcast centered on business and leadership excellence with the #1 rated Supply Chain Now Network. As a leadership guru, Taylor has earned several invitations to universities, international conferences, global publications, and the U.S. Army to demonstrate how to achieve and sustain effective results through cultural acceptance and employee ownership. Leveraging the wisdom of his business acumen, strong influence as a speaker and podcaster Taylor is set to release "The Winning Link" book under McGraw Hill publishing in 2022. The book is a how-to manual to help readers understand the management of business interactions while teaching them how to Deine, Align, and Execute Winning in Business.
A servant leader, Taylor, was named by The National Diversity Council as one of the Top 100 Diversity Officers in the country in 2021. He features among Oklahoma's Most Admired CEOs and maintains key leadership roles with the Executive Advisory Board for The Shingo Institute "The Nobel Prize of Operations" and The Association of Manufacturing Excellence (AME); two world-leading organizations for operational excellence, business development, and cultural learning. He is also an Independent Director for the M-D Building Products Board, a proud American manufacturer of quality products since 1920.
Lori is currently completing a degree in marketing with an emphasis in digital marketing at the University of Georgia. When she’s not supporting the marketing efforts at Supply Chain Now, you can find her at music festivals – or working toward her dream goal of a fashion career. Lori is involved in many extracurricular activities and appreciates all the learning experiences UGA has brought her.
Social Media Manager
My name is Chantel King and I am the Social Media Specialist at Supply Chain Now. My job is to make sure our audience is engaged and educated on the abundant amount of information the supply chain industry has to offer.
Social Media and Communications has been my niche ever since I graduated from college at The Academy of Art University in San Francisco. No, I am not a West Coast girl. I was born and raised in New Jersey, but my travel experience goes way beyond the garden state. My true passion is in creating editorial and graphic content that influences others to be great in whatever industry they are in. I’ve done this by working with lifestyle, financial, and editorial companies by providing resources to enhance their businesses.
Another passion of mine is trying new things. Whether it’s food, an activity, or a sport. I would like to say that I am an adventurous Taurus that never shies away from a new quest or challenge.
Trisha is new to the supply chain industry – but not to podcasting. She’s an experienced podcast manager and virtual assistant who also happens to have 20 years of experience as an elementary school teacher. It’s safe to say, she’s passionate about helping people, and she lives out that passion every day with the Supply Chain Now team, contributing to scheduling and podcast production.
Business Development Manager
Clay is passionate about two things: supply chain and the marketing that goes into it. Recently graduated with a degree in marketing at the University of Georgia, Clay got his start as a journalism major and inaugural member of the Owl’s football team at Kennesaw State University – but quickly saw tremendous opportunity in the Terry College of Business. He’s already putting his education to great use at Supply Chain Now, assisting with everything from sales and brand strategy to media production. Clay has contributed to initiatives such as our leap into video production, the guest blog series, and boosting social media presence, and after nearly two years in Supply Chain Now’s Marketing Department, Clay now heads up partnership and sales initiatives with the help of the rest of the Supply Chain Now sales team.
Vice President, Production
Amanda is a production and marketing veteran and entrepreneur with over 20 years of experience across a variety of industries and organizations including Von Maur, Anthropologie, AmericasMart Atlanta, and Children’s Healthcare of Atlanta. Amanda currently manages, produces, and develops modern digital content for Supply Chain Now and their clients. Amanda has previously served as the VP of Information Systems and Webmaster on the Board of Directors for APICS Savannah, and founded and managed her own successful digital marketing firm, Magnolia Marketing Group. When she’s not leading the Supply Chain Now production team, you can find Amanda in the kitchen, reading, listening to podcasts, or enjoying time with family.
Constantine Limberakis is a thought leader in the area of procurement and supply management. He has over 20 years of international experience, playing strategic roles in a wide spectrum of organizations related to analyst advisory, consulting, product marketing, product development, and market research. Throughout his career, he's been passionate about engaging global business leaders and the broader analyst and technology community with strategic content, speaking engagements, podcasts, research, webinars, and industry articles.Constantine holds a BA in History from the University of Illinois at Urbana-Champaign, and an MBA in Finance & Marketing / Masters in Public & International Affairs from the University of Pittsburgh.
Host, Veteran Voices
Mary Kate Soliva is a veteran of the US Army and cofounder of the Guam Human Rights Initiative. She is currently in the Doctor of Criminal Justice program at Saint Leo University. She is passionate about combating human trafficking and has spent the last decade conducting training for military personnel and the local community.
Host of Dial P for Procurement
Kelly is the Owner and Managing Director of Buyers Meeting Point and MyPurchasingCenter. She has been in procurement since 2003, starting as a practitioner and then as the Associate Director of Consulting at Emptoris. She has covered procurement news, events, publications, solutions, trends, and relevant economics at Buyers Meeting Point since 2009. Kelly is also the General Manager at Art of Procurement and Business Survey Chair for the ISM-New York Report on Business. Kelly has her MBA from Babson College as well as an MS in Library and Information Science from Simmons College and she has co-authored three books: ‘Supply Market Intelligence for Procurement Professionals’, ‘Procurement at a Crossroads’, and ‘Finance Unleashed’.
Host of Logistics with Purpose and Supply Chain Now en Español
Enrique serves as Managing Director at Vector Global Logistics and believes we all have a personal responsibility to change the world. He is hard working, relationship minded and pro-active. Enrique trusts that the key to logistics is having a good and responsible team that truly partners with the clients and does whatever is necessary to see them succeed. He is a proud sponsor of Vector’s unique results-based work environment and before venturing into logistics he worked for the Boston Consulting Group (BCG). During his time at BCG, he worked in different industries such as Telecommunications, Energy, Industrial Goods, Building Materials, and Private Banking. His main focus was always on the operations, sales, and supply chain processes, with case focus on, logistics, growth strategy, and cost reduction. Prior to joining BCG, Enrique worked for Grupo Vitro, a Mexican glass manufacturer, for five years holding different positions from sales and logistics manager to supply chain project leader in charge of five warehouses in Colombia.
He has an MBA from The Wharton School of Business and a BS, in Mechanical Engineer from the Technologico de Monterrey in Mexico. Enrique’s passions are soccer and the ocean, and he also enjoys traveling, getting to know new people, and spending time with his wife and two kids, Emma and Enrique.
Host of Digital Transformers
Kevin L. Jackson is a globally recognized Thought Leader, Industry Influencer and Founder/Author of the award winning “Cloud Musings” blog. He has also been recognized as a “Top 5G Influencer” (Onalytica 2019, Radar 2020), a “Top 50 Global Digital Transformation Thought Leader” (Thinkers 360 2019) and provides strategic consulting and integrated social media services to AT&T, Intel, Broadcom, Ericsson and other leading companies. Mr. Jackson’s commercial experience includes Vice President J.P. Morgan Chase, Worldwide Sales Executive for IBM and SAIC (Engility) Director Cloud Solutions. He has served on teams that have supported digital transformation projects for the North Atlantic Treaty Organization (NATO) and the US Intelligence Community. Kevin’s formal education includes a MS Computer Engineering from Naval Postgraduate School; MA National Security & Strategic Studies from Naval War College; and a BS Aerospace Engineering from the United States Naval Academy. Internationally recognizable firms that have sponsored articles authored by him include Cisco, Microsoft, Citrix and IBM. Books include “Click to Transform” (Leaders Press, 2020), “Architecting Cloud Computing Solutions” (Packt, 2018), and “Practical Cloud Security: A Cross Industry View” (Taylor & Francis, 2016). He also delivers online training through Tulane University, O’Reilly Media, LinkedIn Learning, and Pluralsight. Mr. Jackson retired from the U.S. Navy in 1994, earning specialties in Space Systems Engineering, Carrier Onboard Delivery Logistics and carrier-based Airborne Early Warning and Control. While active, he also served with the National Reconnaissance Office, Operational Support Office, providing tactical support to Navy and Marine Corps forces worldwide.
Director of Sales
Tyler Ward serves as Supply Chain Now's Director of Sales. Born and raised in Mid-Atlantic, Tyler is a proud graduate of Shippensburg University where he earned his degree in Communications. After college, he made his way to the beautiful state of Oregon, where he now lives with his wife and daughter.
With over a decade of experience in sales, Tyler has a proven track record of exceeding targets and leading high-performing teams. He credits his success to his ability to communicate effectively with customers and team members alike, as well as his strategic thinking and problem-solving skills.
When he's not closing deals, you can find Tyler on the links or cheering on his favorite football and basketball teams. He also enjoys spending time with his family, playing pick-up basketball, and traveling back to Ocean City, Maryland, his favorite place!
Principal, Supply Chain Now
Host of Supply Chain is Boring
Talk about world-class: Chris is one of the few professionals in the world to hold CPIM-F, CLTD-F and CSCP-F designations from ASCM/APICS. He’s also the APICS coach – and our resident Supply Chain Doctor. When he’s not hosting programs with Supply Chain Now, he’s sharing supply chain knowledge on the APICS Coach Youtube channel or serving as a professional education instructor for the Georgia Tech Supply Chain & Logistic Institute’s Supply Chain Management (SCM) program and University of Tennessee-Chattanooga Center for Professional Education courses.
Chris earned a BS in Industrial Engineering from Bradley University, an MBA with emphasis in Industrial Psychology from the University of West Florida, and is a Doctoral in Supply Chain Management candidate.
Principal & CMO, Supply Chain Now
Host of Supply Chain Now and TECHquila Sunrise
When rapid-growth technology companies, venture capital and private equity firms are looking for advisory, they call Greg – a founder, board director, advisor and catalyst of disruptive B2B technology and supply chain. An insightful visionary, Greg guides founders, investors and leadership teams in creating breakthroughs to gain market exposure and momentum – increasing overall company esteem and valuation.
Greg is a founder himself, creating Blue Ridge Solutions, a Gartner Magic Quadrant Leader in cloud-native supply chain applications, and bringing to market Curo, a field service management solution. He has also held leadership roles with Servigistics (PTC) and E3 Corporation (JDA/Blue Yonder). As a principal and host at Supply Chain Now, Greg helps guide the company’s strategic direction, hosts industry leader discussions, community livestreams, and all in addition to executive producing and hosting his original YouTube channel and podcast, TEChquila Sunrise.
Founder, CEO, & Host
As the founder and CEO of Supply Chain Now, you might say Scott is the voice of supply chain – but he’s too much of a team player to ever claim such a title. One thing’s for sure: he’s a tried and true supply chain expert. With over 15 years of experience in the end-to-end supply chain, Scott’s insights have appeared in major publications including The Wall Street Journal, USA Today, and CNN. He has also been named a top industry influencer by Thinkers360, ISCEA and more.
From 2009-2011, Scott was president of APICS Atlanta, and he continues to lead initiatives that support both the local business community and global industry. A United States Air Force Veteran, Scott has also regularly led efforts to give back to his fellow veteran community since his departure from active duty in 2002.