Every dollar counts when it comes to supply chain logistics. It’s important to stretch each dollar as far as possible at every point in the supply chain without sacrificing quality. When it comes to final-mile delivery, there are plenty of tools to utilize to ensure you are streamlining operations, including technology that can help keep your costs low, save time, and improve your bottom line.

Alexia Smith is the Vice President of Marketing and Sales at Dispatch where she is responsible for the overall health and strategy of the Marketing and Sales teams. In today’s challenging economic conditions, she and her team are working closely with executive leaders to make their final mile spend go as far as possible.

In this livestream-based episode, Alexia shares her advice for driving final mile success with hosts Scott Luton and Greg White:

• The range of activities and responsibilities included in final mile delivery – that all-important touchpoint with the end consumer

• Recent advancements in final mile technology and in-progress innovations that will take it to the next level in the future

• How data and automation can be put to work to optimize the delivery process

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 (00:32):

Hey, good morning, good afternoon, good evening, wherever you are. Scott Luton and Greg White with you here on Supply Chain Now. Welcome to today’s live stream. Greg, how are we doing today?

Greg White (00:43):

Trepidatious, but we’re doing great, Scott.

Scott Luton (00:46):

Well, that’s right.

Greg White (00:48):

Watching the weather, my friend. Watching the weather.

Scott Luton (00:49):

Well, I appreciate that. Of course, you’re down there in Hilton Head. And to all — everyone in the path of the approaching hurricane, our prayers and best wishes. We hope that — as we said yesterday, I think, cooler — we hope that cooler waters prevail and it doesn’t strengthen as much. But, Greg, on a much brighter note, we’ve got an outstanding conversation teed up here today. Are you ready?

Greg White (01:11):

Yes, I am ready. Yes, because we’re going to talk to somebody who’s out of all this mess, probably in — I don’t know, we should ask her Scott. 78-degree weather or something like that, that we can only dream about right now, right?

Scott Luton (01:26):

Oh, man. You’re right. Big show teed up here today. We’ve got — we’re talking about a challenge that so — for so many organizations, it’s a big struggle. Of course, we’re talking about Final Mile, what’s old is new again in many ways. But here’s good news, and there’s always good news if you’re looking for it. We’re going to hear proven ways that you can better leverage technology in the good fight to have a lot more success when it comes to Final Mile. Greg should be a good conversation, huh?

Greg White (01:54):

Yes, and I want folks to listen up to this because honestly, what good is all your marketing sales efforts, all of your brand promises, right? All of those things, if you can’t deliver and —

Scott Luton (02:06):

Oh, well said.

Greg White (02:07):

Right? To deliver, you have to get through that last mile to the — to my house, to your house, to everyone else’s house. Honestly, this Final Mile is the greatest service to the consumer out there.

Scott Luton (02:19):

Yes.

Greg White (02:19):

That’s how you get them.

Scott Luton (02:20):

Man. You’re always ready, Greg. You’re already eloquent and spot on. So, folks —

Greg White (02:24):

Mostly selfish and waiting for a delivery right now is top of mind.

Scott Luton (02:29):

Well, that’s the cool thing because we can all relate to this as practitioners and we can all relate to this as consumers. So, folks, stay tuned for a great conversation. And we want to hear from you. So, just like we’ve got Derek in the comments, in the sky seats talking about, it’s finally under 100 in Dallas. We’ve got Maria from Madrid, Spain. Maria, great to see you via LinkedIn. Jack Freeman’s with us somewhere. Yory [phonetic] Myers — Jory Myers [phonetic], the J may be silent, I’m not sure, but from a fellow Atlanta, great to see you. And Tish [phonetic] tuned in via LinkedIn. Welcome, welcome.

Scott Luton (03:04):

And folks, just like they’ve already chimed in, we want to hear from you. So, drop your perspective as we work our way through the conversation with an outstanding guest here in just a second. Greg, we’re all teed up and ready to go. You ready?

Greg White (03:16):

I’m ready. Let’s do this thing.

Scott Luton (03:18):

Let’s do it. So, with no further ado, I want to welcome in our featured guest here today, Alexia Smith, Vice President of Marketing and Sales with Dispatch.

Scott Luton (03:28):

Hey Alex, how you doing today?

Alexia Smith (03:30):

Hello. Good. Scott, how are you? Hi, Greg.

Greg White (03:33):

Hey. Welcome aboard.

Scott Luton (03:35):

Great to see — quick —

Alexia Smith (03:35):

Thank you.

Scott Luton (03:36):

We got a fun warm-up question. We’re going to tie into some food history. But I want to touch on what Greg said. Greg mentioned you were kind of out up in Minneapolis.

Greg White (03:43):

Right.

Scott Luton (03:44):

And he mentioned the temperature. How hot is it up there right now?

Alexia Smith (03:47):

Today, we’re sitting at about 80, 82. We’re cooling off. It was in high nineties for us all last week.

Scott Luton (03:55):

OK.

Alexia Smith (03:56):

Yes.

Scott Luton (03:56):

Greg, we’re going to be —

Greg White (03:57):

Well, now we’ve talked about the weather. Thanks for having a great show —

Alexia Smith (04:00):

Yes. Check it out —

Greg White (04:00):

everybody.

Alexia Smith (04:01):

Yes.

Scott Luton (04:02):

All right. So, let’s —

Alexia Smith (04:02):

Great to see you both.

Scott Luton (04:04):

We had a very lively pre-show.

Greg White (04:06):

Somehow though it’s not that much warmer here. I have a feeling it’s a cooler 82, if that’s possible, right?

Scott Luton (04:13):

Maybe so.

Alexia Smith (04:13):

Yes, it’s not too bad.

Scott Luton (04:15):

Well, next show, we’ll break out the barometers and see or whatever, however you measure humidity. Don’t test me on meteorology stuff. Hey, but let’s have a little fun because I’ve got some food history here. And we’re going to get Alex and Greg to weigh in on something that you’ll find at their tailgates. So, in today’s date, August 29th, back in 1933, Daisy Doolin, remember that name. Daisy Doolin trademarked the Fritos name for the corn chips that they had been selling for over a year.

Scott Luton (04:43):

I got a little bag here. I’m not a — they’re not my favorite chip. But for anyone that didn’t know, I thought I’d bring a little prop. But not — did you know, not only Daisy Doolin trademarked the name, but she sold her wedding ring so that her son Charles Elmer Doolin could buy the corn chip recipe from a San Antonio area entrepreneur. Frito Pie, you may ask. Daisy Doolin came up with that recipe.

Scott Luton (05:06):

So, using that as a backdrop, Alex and Greg, tailgate season is just around the corner, right? For almost no matter what sport. Alex, we’ll start with you. What is one of your favorite snacks or tailgate foods that you can find at one of your parties?

Alexia Smith (05:22):

That is a great question. I am a proponent of any and all things dip.

Scott Luton (05:29):

OK.

Alexia Smith (05:31):

If I can put it on something, even a spoon doesn’t need to be on a chip per se. I’m not against that.

Scott Luton (05:37):

You in it for the dip.

Alexia Smith (05:37):

I’m all about it.

Greg White (05:39):

Yes.

Alexia Smith (05:39):

I’m in it for the dip. We — because right now it’s the Minnesota State Fair. If you’ve never been, come to Minnesota for the Minnesota State Fair. Yes, anything with the dips, the creams. I’m a spicy person, so give me like buffalo chicken dip.

Scott Luton (05:55):

Oh, man. OK.

Alexia Smith (05:56):

On a spoon.

Scott Luton (05:57):

OK. Well, we’ve got Catherine and Amanda behind the scenes. They’re big fans of Frito Pie. Greg, how can — so the dips been put out there and that chicken dip you were just talking about Alex, oh, it’s divine. Greg, what about you?

Greg White (06:10):

Yes, first a confession. Never had Frito Pie and never heard of it before I moved to the south. I know it’s in Texas, right? It must be in Texas, but never heard of it before I moved to the south.

Scott Luton (06:21):

OK.

Greg White (06:21):

And frankly, I’ve been all over the world. Moving to the south has been very, very good for expanding my diet. Expanding my waistline as well. But look, in the Midwest, it’s got to be a sausage. Probably — I would have to say a brat. You almost can’t have a football tailgate and, you know, I’d go to a few of them without a brat. So, I would say —

Alexia Smith (06:45):

I mean, you’d have a brat with Fritos on the brat.

Scott Luton (06:48):

Oh, man.

Greg White (06:48):

I think I’ll request that as it turns out.

Alexia Smith (06:51):

Go for it.

Greg White (06:53):

Yes, I will request that. We have a Thursday night game next week and I will —

Alexia Smith (06:57):

There you go.

Greg White (06:57):

— we can do that.

Scott Luton (06:58):

Oh, it’s going to be good. OK. Well, folks, man, they are chiming already. See Matthew Mueller says, if you need help getting kegs to the tailgate, dispatch it. How about that, Alex?

Greg White (07:08):

Oh, nice.

Alexia Smith (07:09):

Yes, I like to hear it, Matthew.

Scott Luton (07:13):

Dan says, a burnt ends at Arrowhead and then mic drop. Oh, I think I’ve had those, Greg.

Greg White (07:19):

Yes, that’s an excellent point. Yes. I’m personal fan of Joe’s Burnt Ends, also real good, yes.

Scott Luton (07:25):

Cheese dip. I think this is a man that could eat every day of her life. Rodelle [phonetic] in Velveeta, I get it. And this user, Top the Tater, a faved dip. We’re going to have to dive into that. So —

Alexia Smith (07:36):

Oh, my gosh. I should’ve said that.

Scott Luton (07:38):

OK. So, Alex, you’re from familiar with —

Alexia Smith (07:39):

Missed opportunity.

Scott Luton (07:41):

— Top the Tater.

Greg White (07:41):

So, that’s a thing. OK.

Scott Luton (07:43):

OK.

Alexia Smith (07:44):

Yes.

Scott Luton (07:44):

All right. So, now that —

Greg White (07:45):

Hold on, Scott — go ahead. I’m going to have to look that up.

Scott Luton (07:50):

Little Uber Eats. All right, so now that everybody’s starving, we got a lot to get to here today. And, Alex, so glad to have you and thanks for having some fun with us on our front end. We love our food, music, and sports here at Supply Chain Now. And one little more quick note. Kim, who is tuned in from Dubai, 122 degrees this week, although probably not quite as humid, but 122 degrees in the sand pit. Goodness gracious, Kim. Great to have you. All right.

Greg White (08:13):

It’s a dry heat, right? That’s was a dry heat and nobody wants to go there, you know.

Scott Luton (08:19):

Good point, Greg. Good point. All right. Always bringing the truth.

Scott Luton (08:23):

So, Alex, I want to start with level setting. Now, again that we’re all starving, we’ve exchanged some good tailgate recipes. Let’s get into the supply chain and what’s going on out in the industry. So, what are you seeing? What are you — especially, what are you seeing business leaders prioritizing right now? I almost said burnt ends, but what are business leaders prioritizing right now?

Alexia Smith (08:41):

Still on the brain.

Greg White (08:42):

Yes.

Alexia Smith (08:43):

Yes, I’d say the first thing that comes to mind is we’re definitely in an inflationary environment. A lot of change happening in the industry to sort of make space for that and recognizing that spending habits are changing to make way for that. Particularly folks that we work with, especially at the corporate level. they’re looking to make their Final Mile spend go further. I know we certainly have made it a priority to partner with CFOs across the country to allow them to achieve those goals in a little bit more of a cost-conscious way.

Alexia Smith (09:13):

On the flip side of the coin, you know, as being a marketplace business, it’s only fair to sort of talk about the gig economy as well. You know, that’s certainly something that’s thriving and there’s folks that are recognizing now that there’s a way to make a living, and in getting things from point A to point B no matter what that might be.

Alexia Smith (09:29):

We’ve seen the strike happening with UPS. And I think it was yesterday or the day before that the CEO announced record breaking salary changes. So, I know a lot of what we’re focused on is making sure that in this year, in particular, that we’re allowing for our drivers to earn a full day’s worth of work on our platform. And therefore, helping on the other side those companies achieve those cost cutting goals.

Scott Luton (09:51):

I love — a lot we shared there. Especially on the end that driver experience is something that’s near and dear to our heart. I know that it — our kinder spirits there.

Scott Luton (09:58):

Greg, going back to some of the other things she shared from an inflationary environment and getting as much bang for the — your Final Mile bucks spend. Greg, what stood out to you?

Greg White (10:08):

Well, I think about how many people, over the last three years have gotten into, or seriously into e-commerce. And we talked yesterday, Scott, about the excessive cost of customer acquisition when you’re, say, a DTC or an e-commerce brand doing Facebook and other advertising to get people to come and buy. And when you make that kind of investment to get people there, you got to get their product to them. Less every penny of those dollars is wasted. We talked — we touched on that a little bit at the top of the show.

Greg White (10:43):

So, this is a really, really critical element of any business that does any level of e-commerce is being able to effectively, efficiently, and I think with multiple options, get product there. I live at the end of a street, at the end of the world. And when we have a delivery, it could come FedEx, UPS, a non-descript van, you know, anything. And it — you just never know who it is. And frankly, to be completely open about it, I don’t care as long as it gets here, right?

Greg White (11:17):

And I think that’s the way most consumers feel about it, Alex, right? I mean, as long as it gets here, they don’t care. And that’s why these companies have to have so many options. And the flexibility of something like a dispatch model is — it’s incredibly powerful for these companies.

Scott Luton (11:33):

Agreed. Alex, before we move on, we’re going to do some level setting in just a second.

Alexia Smith (11:37):

Sure.

Scott Luton (11:37):

We’ll continue our level setting. Anything you want to respond to what Greg just shared there, Alex? I mean, it doesn’t matter as long as we get our stuff, right?

Alexia Smith (11:45):

Yes, and consumer habits and expectations have completely shifted. And I know, I’m hoping we’ll sort of get to a little bit more of that later. But yes, the expectation is I know where it is, I know when it’s going to get there, and I just — I want it here, and I want it here when I asked for it and expected it to be.

Scott Luton (12:00):

That’s right. Well said. We can all relate to that. All right. As we continue, I want to start to narrow in and zoom in more own Final Mile in particular. And let’s start with, you know, a handful of folks, we have the smartest audience in the globe, Alex. However, we may have a few folks that may be new to what goes on in the Final Mile. So, let’s start with, if you would define that a bit more, in any interesting data points you have in terms of all that it encompasses, Alex.

Alexia Smith (12:28):

Sure. So, ultimately last or Final Mile is referring to the final leg of that delivery process in the supply chain. So, when items, packages, parts are transported from a distribution center or a warehouse to the final or the end customer, this phase can be considered the most critical, but it’s also the most expensive. So, kind of talking a little bit towards interesting data parts or points rather the — it’s something between like 50 and 55% of business’s total shipping costs are in that final mile leg of the journey.

Alexia Smith (13:03):

And ultimately, it’s one in four to five delivery attempts fail on that first try. So, which leads to, you know, customer dissatisfaction. So, making sure that you get that right, ultimately leads for more revenue generation for your own business in the fact that it costs you the most money and you don’t want to have to do it again. And it’s going to ultimately affect whether or not that customer comes back again to do business with you.

Scott Luton (13:31):

Wow. OK. So, Greg, that’s eye-opening, I bet especially to folks. I mean, you know, we — we’ve been talking Final Mile, I don’t know, for quite some time. But some folks that may be new, if you don’t get that is going to bite a big chunk out of your business. But Greg, respond if you would.

Greg White (13:47):

Yes, it’s stunning, frankly. I think we all knew instinctively that it was a big number, but 50 to 55% is — that’s a chunk. And you can see why too, because as you get down to a more precise address, you start to lose economies of scale, right? I’m just thinking about my little street where there are four houses, one of them is at the end and there’s no turnaround. You just pull into their driveway, which is sand too, right?

Alexia Smith (14:14):

Do we live in the same neighborhood? You’re like describing my little —

Greg White (14:16):

Yes, maybe we do. You don’t drive a red sport —

Scott Luton (14:19):

Neighbors.

Greg White (14:19):

— 250, do you?

Alexia Smith (14:20):

Yes.

Greg White (14:21):

But you know, that’s part of the problem, and that’s why it’s so costly and that’s why it’s so important to be efficient is because you don’t have the economies of scale to cover for inefficient — any other inefficiencies in your process. So, you have to be right.

Scott Luton (14:34):

That’s right. And you want to be, to quote, “One of the stats.” Alex shared, you want to be four of the five that get it right on the first try and not the one of the five that have to at least two attempts to deliver.

Scott Luton (14:47):

All right. So, let’s talk then, Alex, before we get into some — you’re going to share some proven best practices that we’ll all learn from. Before we get there, how has Final Mile technology really evolved over the last five years? And kind of paint a picture maybe of where we’re headed?

Alexia Smith (15:03):

Yes, I think there’s two major things that we can point to, from my standpoint, that’s changed over the last five years. Amazon’s introduction of same day and one day delivery options has completely changed consumer expectations, right? They expect things faster. It’s something like 84% of customers expect delivery within a day or same day. So, that’s led to retailers, warehouses, delivery services offering similar expedited options to keep up with those trends.

Alexia Smith (15:33):

The second piece is, I hate to say it, but the pandemic. You know, it accelerated that adoption of different delivery methods, expectations, minimizing physical interactions. And that’s going to have a lot long lasting impact on how Final Mile deliveries are conducted. We saw it in our business almost immediately. Whether a good thing or a bad thing, it changed the way that our business went about our customer interactions pretty quickly, overnight, and in a positive way for us.

Alexia Smith (16:03):

You know, and I think as far as where it’s headed, that’s only going to continue to double down. right? You know, you talk about autonomous vehicles, drones, robots. The expectations for everyone to adopt to these technologies in order to keep up with consumer habits is changing every single day.

Scott Luton (16:20):

That’s right, Alex. It feels like it’s changing by the hour. Greg, respond —

Alexia Smith (16:24):

Totally

Scott Luton (16:25):

— respond to what she was talking about in terms of both the evolution and look ahead.

Greg White (16:30):

Yes. I mean, it — customer’s expectations won’t ever get lower, right? I think it’s —

Alexia Smith (16:36):

Right.

Greg White (16:36):

— it’s not even about whether — because, you know, we’ve had this pullback on e-comm, which we expected when people could go back to stores, but that hasn’t changed the fact that when you order, you still want it when you want it. And you expect it when it’s promised and it has to get there or else that is incredibly damaging for your brand. So, I think as much as cost, you have to think about how you deliver against that brand promise, right? And you did promise to get it there.

Greg White (17:06):

They didn’t beg for it. They asked for it next day, right? You said, yep, we’ll get it there, right? I’m still always amazed, literally always amazed, when it actually does come the next day or when it’s delivered. And I am very suspect — and I wonder, Alex, if, you know, how you guys deal with this, but I’m very suspect when somebody gives me a date range now, which used to be the norm, didn’t it? I mean, four or five years ago that was the norm. And now, like if I get a date range from whoever I’m buying from, and you probably guess who it is, a lot of times, I’m very suspect.

Greg White (17:44):

Even of the best of the retailers out there, and I just think — I feel like you ought to be able to give me a date. I would rather have the later date than a range, frankly. But I don’t know. What are you seeing in terms of customer sentiment out there? And you’re talking about also, by the way — I’m sorry Alex. You’re talking not just about consumer goods. You’re talking about B-to-B goods as well, right?

Alexia Smith (18:08):

Yes, absolutely. And it’s funny when you said that, Greg, about when they give me a date range. The space that we work in, it’s even the hour range that can be anxiety riddled for some of our customers. When you’re sitting and waiting on your air conditioning to be fixed or you’re plumbing to be fixed, and the tech says, oh, I’ll be there between 8:00 AM and 3:00 PM, that doesn’t —

Greg White (18:34):

Days of the utility company or cable, right?

Scott Luton (18:37):

Yes.

Alexia Smith (18:37):

Right. And a lot of that comes into the technology hasn’t been there in those spaces to give further insight as to where the tech is on a job prior, when they’re going to get the packages and parts that they need to fix job A before getting to job B. And giving that transparency just allow us for the optimization of not only that technician’s workday but the supplier, the distributor of making sure they’re not, OK, where’s the part? Who has it? Is my customer satisfied on the other end?

Scott Luton (19:05):

That’s it. You know, I want to go back to something you all both are kind of speaking to about where we’ve been. If you remember as a kid of the ’80s, these quick commercials would come on and then there was a blue screen with telephone and credit card information, all these details. Well, Greg, to your point, what — one of the things that was always said was allow three to four weeks for delivery or something like that. Five to six weeks for delivery or whatever.

Scott Luton (19:29):

To your point, that is just amazing to where we are now. Where even Alex is talking about. An hourly range. We’re at a minimum same day, next day, or knowing exactly when you’re getting it. It really — it is a fascinating study in not just consumer sentiment, the evolution of that, but the ability to do it and deliver on that brand promise that both of you all have spoken to.

Scott Luton (19:51):

So, what I want to do, speaking, you know, Alex, you’ve got a couple of truckloads of good stuff that you’re going to be sharing with folks in terms of really, especially how to better leverage technology. So, let’s talk about the first tranche here. Tell us about some of the places in our business, in our collective businesses that we can optimize our delivery process, especially leveraging technology. What would be the first couple of thoughts that come to your mind, Alex?

Alexia Smith (20:17):

Yes, two of the things that we certainly focus on that I can speak a little bit more to around automation and then around data. So, when you talk about automation in this world and then Final Mile, in order to be most effective and get your customers what they need and build your business and ultimately be able to focus on what you’re there to do every day, which is likely not doing delivery all day long. Doing that in an automated way to make sure jobs are being assigned to the correct drivers based on proximity, availability, how well they perform, what’s the best route for optimal paths.

Alexia Smith (20:52):

I know you talked earlier about I live on the end of a cul-de-sac and making sure that they have the ability to get more jobs done in a day by being the most effective and going to the driver’s side of the house, therefore they can make more income. Real-time tracking for your customers.

Alexia Smith (21:08):

And with all of that happening in the background, what do you then do with that information? And analyzing the delivery data can provide insights into peak delivery times, popular routes, what the customer’s preferences are. Both with that automation, and then taking what you know is happening with positive outcomes from that automation and doubling down on that with the data and the insights that you have.

Scott Luton (21:33):

Yep. Alex, it’s a good start. Truckload number one has been delivered. Greg, when we think of automation and data and some of what Alex shared, what comes to your mind?

Greg White (21:44):

Well, I mean, I think it’s a constant learning process there. Somebody asked a question is, there — do we ever get to the point where we can’t get any better? And the answer is, we don’t know because we don’t decide that as the deliverers. It’s the consumer who will always decide that they will. You’ll have to have continuing improvement of some sort to meet their demands and continue to gain their business.

Greg White (22:05):

And whether that consumer is a business consumer or it’s a human, you know, an end consumer, consumer doesn’t matter. So, all of that data is so incredibly valuable because it can make the driver’s experience more, more efficient. Am I going down a sandy road? Could I get stuck? Not on my sandy road. But could it be flooded tomorrow at this time? It very well could.

Greg White (22:30):

You know, things like that. I mean, winter peak traffic times, all of those sorts of things. But then also, what can we learn about that from each delivery experience, and then how can we leverage that to improve the next delivery experience, right? Because that’s the real key. I mean, it’s just — it’s a learning experience. You have to continue to accumulate knowledge to be able to figure out how you can attack that problem more effectively the next time.

Scott Luton (22:54):

Well said, Greg. One of the things you mentioned there, Alex, is customer preferences. Knowing thy customer better than thyself. I was reading something the other day and they were talking about how the insurance industry has always, that’s how they’ve placed their bets, is knowing as much as they can about who they insure in their customers.

Scott Luton (23:12):

Well, I think now, decades later, the bar has been set where global supply chain leaders, brands, you name it, they’ve got to know their customer as much as the insurance leaders did years ago. Your quick comment, Alex, and then we’re going to get into your second truckload of some best practices there.

Alexia Smith (23:31):

Yes. I think Greg mentioned it, that customer feedback loop. And I think, Greg, you said, will we ever get to a point where we know that we’re at our peak? And without that continuous feedback loop from our customers and their expectations and what’s working and what’s not. There’s always room for improvement or room to double down on something that they really like, and that they want to see more of. So, having something implemented in your business where you know exactly what your customer’s experience has felt like to them is the way that we then build out our roadmap for continued success.

Scott Luton (24:04):

Alex, and let me just shout out to any end of our insurance friends that are out there that may ensure all the three of us. Hey, your feedback loop, we’re the safest drivers ever. Our children are the safest drivers ever. So, I want to give you all as much information as possible. Low rates. Low rates. OK.

Greg White (24:22):

Yes, I think that’s a really interesting distinction though, Scott, because to get insurance you have to fill out a one to 31 page questionnaire. And we don’t have that benefit in supply chain. We have to get there, get it dropped off, and get to the next stop, right? But there are still, especially with the wealth of ways that we can collect data these days, there are still opportunities to collect that data and use it and to improve on it, and of course to get feedback from the customer.

Greg White (24:52):

I am — I have to confess, not very good at it. I’m like a four or five stars and — yes, they were kind, or wow, I can’t believe they climbed those — that whole staircase or whatever. But I don’t put much in there. So, we have a — have finally, I think, reached the ability to collect as much data or nearly as much data or as insightful data as an insurance company can for their actuarial science. And I got to tell you, what we do is not unlike actuarial science. We are trying to predict what the conditions will be like for the next time we go around there.

Scott Luton (25:29):

Alex, I can always count on Greg to take whatever I mentioned and make it sound so much smarter. Actuarial science. Man. OK.

Greg White (25:38):

I just have a — some people have a large vocabulary, Scott, and some people not have vocabulary. I don’t know.

Scott Luton (25:47):

Yes, I know which of which people of my ilk. OK. So. Alex. All right. So, automation and data. What big themes of the first tranche of best practices or ways or where we can really optimize delivery processes. What else, Alex?

Alexia Smith (26:02):

I think ultimately being able to implement Final Mile in into your strategy of — for your business. We talked a little bit about the customer experience. But providing the customer with accurate estimated delivery times. Being able to plan their day accordingly so you don’t have the, oh, it’ll be to you between 9:00 AM and 4:00 PM.

Alexia Smith (26:25):

Having those real-time updates and just the communication factor can help to manage your customer’s expectations. So, things like having proof of delivery and really the scalability and the adaptability that it provides. Taking away the human risk of error when you talk about potentially, you know, fat fingering where something’s going. The more that you can add in the technology, the more you can continue to, and I said this previously, double down on what that means for the customer going forward and how they can get better.

Alexia Smith (26:57):

It often includes tools from managing your own existing driver network. Whether that be an out fleet or another courier, that’s part of our network, but ultimately assigning drivers to your own fleet in a way that makes them more efficient every day and saving on cost in that regard. Just a couple more things to sprinkle in.

Scott Luton (27:19):

Yes. I mean, we could be here all day, especially leveraging all that you’ve seen and all that your — the Dispatch team is addressing and driving real gains across the board. And again, Greg, I love that Alex includes, she’s mentioned drivers now already in half an hour at least four or five times. And that is — as we all know, as we are approaching Driver Appreciation Week just around the corner, they don’t get enough attention and recognition. And I love, Alex, how you see seemingly you keep that front and center. Greg, your thoughts?

Greg White (27:51):

Yes. I mean, I think of course we want to make sure that the drivers are as efficient and their experiences as good as they as it can be. Our delivery driver, I believe it was Saturday, cut her leg on her truck getting out of the car or out of the vehicle. Tried to carry three big boxes up the stairs. We, of course, rescued her from it and then brought her in and helped her dress her wound, frankly, and may have given her a little legal advice.

Greg White (28:21):

But you know, what that really makes me think about Scott is, gosh, think about this. Think about how many companies we have talked to who audit, audit freight and parcel fees, right? Because the thing that I love about what Alex is talking about is the data is available for and on and to the consumer for and on the consumer to the carrier or the shipper as well.

Greg White (28:49):

And think about, Scott, just the nightmare stories we’ve talked about over the last four years about people not finding out that it costs an extra $180 to deliver that thing until after it’s delivered, right? So, using that data to inform the shipper ahead of time is such a huge boon. And I feel pretty strongly about the lack of transparency in — of the big, big carriers in that. And it’s — I think it’s patently unfair, frankly.

Greg White (29:18):

So, the companies like Dispatch and others are out there creating that data collection, constantly improving, giving a lot of options besides just the big guns. And enabling you to know more about your business before it’s too doggone late and — right? And manage your business effectively. I think that’s really, really powerful stuff.

Greg White (29:44):

And that’s one of the reasons. You know, it’s funny, Alex, the part of the reason you’re here is because three, four years ago we were talking about, hey, it’s time somebody came in and did something about this because it’s hard to manage a business when you can’t see the cost until after the money is spent, right? And we predicted that there would be openings for companies like yours to come in and help level the playing field for companies as they do this. And I think it’s a fantastic service to the marketplace on both ends, both the consumer and to the shipper.

Scott Luton (30:16):

Yes, eradicate the blind spot. Bust up the blind spot. I love that. So, Alex, what Greg’s kind of was speaking to there — and if we miss any, is there anything else you want to mention in terms of specific places where we can optimize? I was — Greg, what he was sharing is a lot of the impact of implementing Final Mile software in your delivery strategy.

Scott Luton (30:36):

So, if you’re good with going there, I’d love to — and you touched on some of those benefits, too. What else? When you think about the value proposition that organizations can gain by implementing Final Mile software, what else comes to your mind? Paint that picture for us, Alex.

Alexia Smith (30:51):

Yes, I think that — and, Greg, yes. You touched on this, is that visibility ahead of time. And being able to provide clear insights into those costs with each delivery and identify areas where cost saving measures can be implemented. When you have those faster and more reliable deliveries, you can then attract more customers, which gives you some competitive advantage in the market. Our delivery technology that allows you to quickly adapt to changing market demands without having to rethink the wheel and change your internal strategy and allow another business to handle and keep up with that on their end.

Alexia Smith (31:27):

The ability to adjust schedules or delivery options in response to those evolving customer preferences or unexpected events. We talked about Covid earlier with Greg right now. Anything that you’ve got with weather, it just allows for you to stay on top of that and have a technology that, sort of, handles and does that heavy lifting for you.

Scott Luton (31:48):

Well, because the market doesn’t allow you to call time-out, does it Alex? And stop while you record [phonetic] and reposition. Greg. we should invent that. I don’t know how — if you have anything up your sleeve, let’s invent that.

Greg White (32:00):

I think that might be invented. Who knows? It might even be part of what — I don’t know, Alex. It might be part of what you guys do. But if it isn’t, it will be shortly because I think about what both of you just alluded to, I don’t care that traffic was bad or weather was bad on your trip. I mean, you are trained professionals, you should know that.

Greg White (32:23):

When I place the order, you should be looking forward at those things to say, this shipment could — at least, could be delayed, right, because we have detected weather between us and you, or something like that. I mean, there — you know, there is almost no leeway. Well, I mean, I’m — maybe I’m a tough consumer, but I think that I’m more the rule than the exception.

Alexia Smith (32:46):

I agree with you. And ultimately we talked about at the beginning of this conversation that, you know, that dollar needs to go really far. And if I’m paying someone to handle the logistics, which is a really complicated area of the business, they better have a plan and a strategy to figure that out.

Scott Luton (33:04):

That’s right.

Alexia Smith (33:04):

And not have to turn to me and, and say, what would you like us to do?

Greg White (33:07):

Yes.

Scott Luton (33:07):

Well said, Alex. Well said. And going back to the notion of stopping time, I think Amanda — there was a great “Twilight Zone” episode where the lead character had like a device that could stop time and of course, hi, jinx ensues. See if you can drop the name of that in the chat.

Scott Luton (33:23):

All right. So, Alex and Greg, both of you all really, I think, in a real fashion. We’re talking about the benefits of implementing leveraging successful Final Mile softwares in today’s delivery environment. No matter how challenging, right? There’s a huge case to be made with big returns.

Scott Luton (33:42):

So, beyond all of that, Alex, let’s get to one of the bottom lines both of you all have been speaking to. How does delivery technology — and we’ll say this, kind of, I’m not sure I got it, save you money. I think that was a skit or a commercial at some point. How does that delivery technology save you money and protect something you shared — protect and grow something you shared that competitive advantage? How does that save you money and keep you ahead of the competition, Alex?

Alexia Smith (34:09):

Yes, with saving you money, there’s certainly ways that within the technology automation, consumers — I certainly have all different expectations. Some consumers have an expectation that I just want it there as fast as possible. Others, no, I want to spend the least amount of money. And with technology, it takes that guess work out of it. And it shows you the most impactful ways to get your dollar where it needs to go.

Alexia Smith (34:37):

Again, whether that be waiting until tomorrow or putting it on a different type of vehicle. It takes that guesswork out of it and allows for you to have visibility into how that affects your bottom line. And that, in and of itself, you know, gives you a little bit of a competitive advantage. When you’ve got different options to meet your consumer’s needs that keeps you ahead of the game with someone that’s doing the same thing and doing it on pen and paper, or something that we say internally is the guy that or gal that’s still doing it on a whiteboard.

Scott Luton (35:07):

I love that. What —

Alexia Smith (35:09):

Check out our whiteboard series.

Scott Luton (35:12):

We’re going to have to get it —

Greg White (35:13):

Seriously, do people do that? Alex, they do that.

Alexia Smith (35:16):

Yes.

Greg White (35:16):

Come on. Oh, my gosh.

Alexia Smith (35:17):

We — we’ve had a customer that told us they’ve got the stack of deliveries piled up in a sheet of paper. You know, one on top needs to be done first, one on the bottom can be done at the end of the day. And the amount of times, the stack has been dropped. And just merely having to reshuffle is — can take days of — it’s very interesting that the — what the lack of adopting technology can do to your — the way you spend your time and your money.

Scott Luton (35:43):

Man. Alex, that gives me a headache just thinking about that. And, hey, we need to eliminate as many headaches as possible just to get stuff done day in and day out. And I love — thank you for giving us inside baseball. Some of the inner t-shirtisms that you all use over at Dispatch.

Scott Luton (35:59):

And by the way, Amanda and Catherine shared two “Twilight” episodes, “A Little Peace and Quiet” is one, and “A Kind of Stopwatch” was the other. Both were — we were talking about pausing time. Are you a Twilight Zone fan, Alex?

Greg White (36:13):

Wait, did you say “Twilight” or “Twilight Zone”?

Alexia Smith (36:15):

I — I’ve dabbled.

Scott Luton (36:16):

OK. You’ve dabbled.

Alexia Smith (36:17):

I’ve dabbled.

Scott Luton (36:18):

“Twilight Zone,” Greg. The ’60s classic.

Greg White (36:20):

Yes.

Scott Luton (36:21):

You’ve dabbled, Alex. OK. All right. Well, I’ll tell you lately, global supply chain has a bit of — has been a bit of a twilight zone, huh, in recent years? All right. So, I want to get to this. Greg and I both are looking forward, you know, there’s a lot of kindred spirits here. And one, in particular, which we’re going to touch on in a second, is the environment that we create as business leaders at our organization for our team members, right?

Alexia Smith (36:43):

Right.

Scott Luton (36:43):

And you all have some incredible recognition we’re going to talk about in just a second. But before we do, Greg and Alex, just to — just in case folks haven’t connected the dots yet. Dispatch what you all do in a nutshell, Alex, what would that be?

Alexia Smith (36:57):

Yes, I’d say it’s bridging a gap, right? It’s being a technology company that can bridge the gap between supply and demand. So, supply being those drivers that we’ve talked about, and how important a role they play. And the demand being the warehouse or the distributor that has a customer on the other end that they want to keep happy.

Alexia Smith (37:17):

So, ensuring that deliveries are timely and reliable, you know, that process not only keeps businesses running smoothly, but also brings that satisfaction to the end customer who receive that order promptly. And for us, it’s as corny as it may sound, every successful delivery is a small victory in the world of logistics. And having that connection that we facilitate, it matters. It matters to the driver and what they can bring home. And it matters to our customers who are growing their business and bringing in what they need to stay on top of their game.

Scott Luton (37:50):

Yes, Alex and — and Greg, I’m getting your thoughts here, but I love how you — and I don’t think it’s cheesy at all. Every successful delivery on time, in full is a beautiful thing. And when you can consistently deliver that hour —

Alexia Smith (38:03):

A victory.

Scott Luton (38:03):

Yes. That’s how you move mountains, right? Those hourly nudges. So, I love that, Alex. And I think it’s really important to help organizations out there be able to make that happen. Greg, your comment there on what Dispatch does.

Greg White (38:18):

Well, I mean — I, sorry, I’m still shocked by the fact that people still do this process on paper. And if that’s all Dispatch does, that’s enough. But I think that it goes to a lot of what we talked about that is really necessary. One, is consistency of service. Two, is learning throughout the process to continue to improve, right, and continue to understand what your service parameters are in this world.

Greg White (38:44):

And, gosh, I’m not sure it’s much more than that. All I know that there’s a whole lot. I mean, that — that’s the great thing Scott, about great technology is it does a whole bunch of things that deliver on just one or two really important promises, right?

Scott Luton (38:59):

Right.

Greg White (39:00):

And when built properly, it does it simply. And I think one thing that’s important to acknowledge — because I’m passionate about technology, is that the simpler it is for you to use, the more that’s going on behind the scenes. The more complex, the more algorithmic, the more combinatorial analytics.

Greg White (39:14):

There’s another —

Scott Luton (39:21):

I’m — bro [phonetic].

Greg White (39:23):

You’re welcome, Scott. The more combinatorial analytics —

Alexia Smith (39:25):

I like that one.

Greg White (39:26):

— that are being considered whatever alt algorithms. I pick a really big impressive word, actuarial science that’s being considered to make it a simple experience. Because the truth is, a driver doesn’t care what the technology does. They just want it to do it easily so that they can do their thing, which is stop the truck, get out without cutting their leg, grab the box, deliver it to the hopefully very nice people on the porch.

Alexia Smith (39:53):

Absolutely.

Greg White (39:54):

Ring the doorbell, ignite the ring, get back in the truck, and drive to the next place. And if it’s a click or a sign real quick, or whatever that gets that logged to scan, whatever it is, the easier that is for the driver, the better, right?

Scott Luton (40:08):

Yes, I’m with you.

Greg White (40:11):

So, I think that’s how you have a really, really good technology, is that it’s simple. And yet it solves a really, really big problem. And obviously 55% of costs — I feel stunning. I’m going to have to have a drink after this.

Scott Luton (40:28):

It’s difficult to be simple, Greg, what you were alluding to on the front. It’s very challenging to keep things simple.

Greg White (40:34):

Yes.

Scott Luton (40:35):

Especially when you’re addressing the challenges and the problems and the opportunities that Alex and Dispatch is. It seems like —

Greg White (40:41):

Simplicity is one of the most complicated things to deliver ever, yes.

Scott Luton (40:45):

So, Alex, I’ll give you a final word because I want to ask you about the culture you all have built there. I think a lot of folks will relate to. Anything — any final before I go there? Any final thing about keeping things simple and the value prop that you all built?

Alexia Smith (40:59):

Yes. I mean, listen, it’s — it — I think Greg said it really well. It’s — logistics is a really complex problem to solve. And the more that we can do to simplify it, whether that be with connecting folks to our network of independent drivers, or allowing for them to better manage their internal fleet and make that saving them time, saving them money. Sometimes time, to folks, is the most valuable thing. You know that, that, in and of itself, is saving them money. And the more we can keep it simple, the, you know, the better op that we are for our end customers and their end customer.

Scott Luton (41:35):

Right. And I want to go back to what you shared on the front end of your answer because blessed are the bridge builders for sure. In this case it’s between supply and demand. But we need a lot more bridge builders on so many different levels in global industry.

Scott Luton (41:49):

OK. So, you know, Dispatch has grown left and right by — at least by all accounts. So, your team’s gotten all a bevy of awards. So, congrats on all that growth and success. But in particular, one thing really resonated, I think with Greg and our team, and that is, you’ve been recognized time and time again as being a great place to work. In particular, I think that one of the awards was from Forbes, America’s Best Startup Employers.

Scott Luton (42:14):

So, I can’t wait. When you think about what that recognition stems from — and of course, we’ve met members of your team. And man, you could just tell they love what they do. So, what’s a couple of factors behind that success, Alex?

Alexia Smith (42:27):

Yes. I mean, you touched on it there. It’s really building just an amazing team. And I think one of the ways that Dispatch has done that and done that really well, especially with the shifting environment and being internal and now having a remote first workplace and being all across the country, is really having folks that align with Dispatch’s core values.

Alexia Smith (42:48):

it’s something that we — I’ve been here since the beginning. I was employee number seven. And the way that we put emphasis on our core values has not changed. If anything, it’s gotten more and more important over the years. It’s something we talk about on our all-company weekly meeting every single Wednesday morning.

Alexia Smith (43:07):

And we talk about what it means to people. How they’re seeing it represented in fellow co- workers, whether it’s in their department or others. When we hire new folks, how they are a cultural fit and whether or not the core values really resonate with them is something that may or may not get someone a seat at the table. So, we’ve made sure that’s not something that we waiver on, and it’s not something that we flex on. And it’s really just led to an outstanding team of people who all have the same goal, which is to take this thing to the moon.

Scott Luton (43:38):

Love it. To the moon and beyond, Alex. Who knows? Mars, Jupiter, Saturn. I’m getting them all missed out of order. But anyway, we get your point, Alex, because it’s not —

Greg White (43:46):

But not Pluto because it’s not a planet anymore.

Scott Luton (43:48):

Yes, Pluto’s been devoted for some reason.

Alexia Smith (43:49):

Hey, we always say there’s no bad seat on a rocket ship. That’s kind of our —

Scott Luton (43:53):

That’s a good point. We’re going to — I’m going to steal that blatantly, Alex. Greg, I know that Alex is talking our language in so many different ways. Share what you heard there. What’s really important. because I think our audience, again, the smartest audience in the world, they’re going to be picking up supply chain tips. But this is leadership tips, culture building tips, team building tips. Greg, what’d you hear there?

Greg White (44:14):

Well, look — I mean, obviously, a company has to have a core purpose, but more importantly, it has to have core values. And that — those core values, when they drive the team that you build and you are ruthlessly protective of those core values is when you build a really, really big team.

Greg White (44:32):

And they — and one thing I will just add, because I can’t help it, is they have to be real. They have to be existent, not aspirational, right?

Alexia Smith (44:41):

Absolutely

Greg White (44:41):

Not — we want to be the best people in the world. We only hire the best people in the world or whatever. But you have to understand and be very, very realistic about that. And when you can do that, and when you can stick to them, it doesn’t matter what your core purpose is. You will deliver against it because you will build a team that is singularly focused and team oriented to be able to be able to accomplish all that. So, I think that’s incredibly — what do you — I want to say, more than noteworthy. What should I say?

Scott Luton (45:09):

Honorable, noble, impactful.

(CROSSTALK)

Greg White (45:11):

To be able to do that, yes.

Scott Luton (45:13):

And we — we’ve got — and I’m not sure who this is. I think this is Kelsey. I think this is Kelsey, I believe, is sharing Dispatch core values. Johnny, on the spot. So, thank you Kelsey. You all check that out.

Alexia Smith (45:23):

There you go, Kels.

Scott Luton (45:26):

All right. And your big nickname team. I love that. That resonates a lot with them as much in our team. Oh, the stories we’re not getting today, Alex, the stories we’re not getting today. Next time. All right. So, let’s make sure folks — we’ve got a couple resources I’m going to share in just a second with all of our listening audience out there. But how can folks connect with you, Alex?

Alexia Smith (45:47):

Yes. Yes, please, connect with me on LinkedIn. I’ve got our LinkedIn profile up there, either with our dispatch@inc page, myself personally, it’s just under Alexia Smith. I would be very happy to hear from folks and connect further.

Scott Luton (46:02):

Wonderful. I bet that you strike me as someone that loves to talk shop over a cup of coffee, maybe an adult beverage. But you enjoy —

Alexia Smith (46:11):

There you go.

Scott Luton (46:11):

— talking about the craft, right? Much like —

Alexia Smith (46:13):

I do. I do. It’s Very enjoyable to chat with like-minded folks who do understand how complex this problem is. And heck, it’s fun to solve too.

Scott Luton (46:22):

Yes. All right. Greg, she even threw a little Midwestern vernacular there at the end. Heck, it is fun to solve. Greg —

Greg White (46:29):

Put the right way, too.

Scott Luton (46:30):

Right. Don’t you know? All right. So, Greg, let’s see here. I want to share — so Alex and the team has brought three resources we want to share with folks.

Greg White (46:38):

Very cool.

Scott Luton (46:39):

First off is the virtual fleet advantage. If you don’t have a dedicated delivery fleet, like so many folks don’t have, no problem as Alex and the team says. So, check out the blog article on the “Virtual Fleet Advantage”, we’re dropping that in the chat.

Scott Luton (46:53):

Also, this ebook Dispatch deliveries. And you can learn real stories and how it comes from customers. It kind of goes back to what Alex said earlier, Greg, every single successful delivery matters. And I think you’ll pick up some of that in that ebook.

Scott Luton (47:07):

And then finally, Greg, I am delighted to share this next event we’ve got with Alexia’s colleague. And check out the title here, Greg, Creating Entrepreneurs Through Final Mile Deliveries. Greg, what are you excited about and intrigued to learn more from Sean Kelly with Dispatch?

Greg White (47:27):

Well — I mean, I think that, you know, it is creating, enabling and uplifting entrepreneurs because so many people have, for various reasons, started their own thing. And we’re in an economic cycle where that’s going to continue. That trend is going to continue. Also, I’m a hundred percent believer that America’s built on small companies, small companies become big companies. And small companies come in and backfill where the big companies walked away from. So, I think it’s an — it’s a virtuous cycle that we should be enabling and — yes, I’m excited to talk about it.

Scott Luton (48:00):

I am too. So, we welcome in Sean Kelly with Dispatch, that is on September 12th at 12:00 noon Eastern Times. It’s hard to believe, as fast as we’re going these days, it shouldn’t be that hard to believe, but goodness gracious, it’s almost September.

Scott Luton (48:12):

Now, Alex, last question for you before we get Greg’s favorite takeaway of all the brilliance you dropped here today. Alex, you’ve set the standard. Is Sean — you’re going to — you’re — you’ve challenged Sean to really show up and deliver. Is he? What can we expect from Sean?

Alexia Smith (48:29):

Yes, I’m really excited to hear that you guys are talking with Sean. He’s building something really cool within our product. And give you a little spoiler, it is. It’s allowing those folks that are also in our space of — in the business of getting things delivered on time and allowing them to further optimize technology to do it in a way that they can tap into our customer network. And yes, Sean’s a really bright guy. And I’m super excited to hear what you guys chat about with him.

Scott Luton (48:55):

Outstanding. Well, folks, we — I think we’ve made it really easy. We’ve got all the resources there in the chat. You’re one click away from signing up to join us for that next live stream with Sean Kelly with Dispatch. And you heard it from Alex. He’s one of the best things since sliced bread. I think that’s what Alex said in so many words. All right.

Alexia Smith (49:13):

That’s good.

Scott Luton (49:15):

So, Greg, you’re not getting out of your final takeaway. I want to thank first —

Alexia Smith (49:18):

It’s the best things as dip from the Minnesota State Fair. There we go.

Scott Luton (49:22):

There you go.

Alexia Smith (49:22):

I would ask for.

Scott Luton (49:23):

So — all right. I’m going to check out the Minnesota State Fair. It seems like a place — one of the places to be for sure. All right. Before I get Greg’s favorite thing you heard here today, I want to thank Alexia Smith, a.k.a. Alex, Vice President of Marketing and Sales with Dispatch. Alex, really, congrats on all the meaningful success and the purpose driven mission that you all have been on. And we wish you continued success and the expansion. And I look forward to having you back. But Alex, don’t go anywhere because we’re going to talk about you as if you’re not with us.

Scott Luton (49:55):

So, Greg, we have really run the gamut here.

Alexia Smith (49:57):

Love it.

Scott Luton (49:58):

Gamut. Gambit.

Greg White (50:00):

Gamut.

Scott Luton (50:00):

I thought you said —

Greg White (50:00):

Gamut.

Alexia Smith (50:01):

Gamut.

Scott Luton (50:01):

Thank you. G-A-M-U-T. OK.

Greg White (50:03):

Correct.

Scott Luton (50:04):

All right. So, we’ve established my lack of vocabulary prowess. But Greg, if you would, Alex shared a lot with us here. And to me — and other thing, Alex, you’re just the same person you are behind the scenes as you are in front, right? And I love that authenticity. But a lot of what you shared here today, especially, again, one of my favorite parts is our — your constant focus on the drivers. That is really music to my ears. But Greg, what is one of your favorite things that you heard here today?

Greg White (50:32):

Yes. I mean, I think the important thing is their vision for what they’re doing, right? And it is bigger than just making sure that stuff gets delivered. It’s bigger even than making sure that drivers have a satisfying experience or companies make better profit or deliver better on their promises. It’s bigger than the consumers receiving the goods is promised and all of that.

Greg White (50:53):

It’s actually leveling the playing field so that everyone can have the same service in that Final Mile delivery that big companies have had for decades, right? And I — that is so important. And it — you know, to this next discussion we’re going to have with Sean, those entrepreneurs, they’re little companies like us, right? They’re struggling, like, to make their way in the world like we are versus CNN or whomever or whoever else talks about supply chain foolishly. Foolishly talk about it like [phonetic].

Greg White (51:23):

But enabling those companies and to have the same tools, right, or to have the same outcomes that a large company can have is so powerful. I have such soft spot in my heart for company — both the companies that need that technology and the companies that deliver that technology because I feel like, I really do believe that this is an enablement of American business and worldwide business, frankly. I mean that, you know, this entrepreneurial spirit is far outside just the U.S. boundaries.

Greg White (51:55):

But since we’re here, I’ll talk about here. And I think that’s critical to the success of the economy. It’s critical to the satisfaction. And frankly the needs of consumers on the retail and in the B-to-B end —

Scott Luton (52:10):

That’s right.

Greg White (52:10):

— to get more stuff done, built, delivered. So, what they’re doing is a critical service.

Scott Luton (52:18):

That’s right. Well said. And Alex and Greg, circling back to what Matthew shared, football season is around the corner. You need to get those kegs at tailgate. Dispatch it. Part of the noble mission. Alex, I really —

Greg White (52:31):

I wonder if I can get into the parking lot at Arrowhead.

Scott Luton (52:33):

Hey, maybe —

Greg White (52:34):

I might just try that.

Alexia Smith (52:37):

You’ll figure it out.

Scott Luton (52:37):

Alex — that’s right.

Greg White (52:38):

Yes.

Scott Luton (52:39):

I bet you all will. Alex, really, I’ve enjoyed our discussions. Thanks so much for being here, Alex.

Alexia Smith (52:45):

Thank you both so much. I’ve enjoyed chatting with you both.

Scott Luton (52:49):

You bet.

Greg White (52:49):

Yes. Thanks, Alex. Appreciate it.

Scott Luton (52:50):

Thank you, Greg. Always a pleasure to have these conversations with you. I enjoyed your final commentary there.

Scott Luton (52:55):

Hey, to all the audience members that showed up, I know we couldn’t hit everybody’s comment and questions, we encourage Alex and Dispatch team, they’ll get all of that stuff and maybe you all can have some conversations after today’s live stream. Big thanks to Catherine and Amanda behind the scenes helping make production happen.

Scott Luton (53:10):

But folks, I thought there was a several truckloads of very actual advice you heard here today. But now the owner is on you to take something, maybe take a couple things and put it into action. Deeds, not words, that’s the name of the game. And with that said, on behalf of our entire team here at Supply Chain Now, Scott Luton challenging you to do good, to give forward, and to be the change that’s needed. And we’ll see you next time right back here at Supply Chain Now. Thanks everybody.

Intro/Outro (53:36):

Thanks for being a part of our Supply Chain Now community. Check out all of our programming at 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.