Managing your allocation is a dynamic process that requires proactive planning. But the tools and processes shippers use today are static and reactive resulting in shortfalls, contract penalties, and missing out on containers you contracted for. This is further complicated by the fact that a shipping carrier’s product is ‘perishable’ in the sense that the value of available capacity decreases closer to the time of departure.
Allocation management empowers shippers to manage the forward-looking allocation of all their ocean contracts, so they can be proactive and prevent shortfalls while not overcommitting.
In this Supply Chain Now livestream, Scott Luton and Greg White were joined by Gordon Downes, Co-Founder and CEO of NYSHEX, to discuss:
• How to centralize your ocean contracts
• Preventing shortfalls by making sure carrier agreements contain an appropriate level of granularity
• Learning to ‘control the controllables’ to proactively manage vessel delays, rolls, and blank sailings
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 (00:31):
Hey. Hey. Good morning. Scott Luton and Greg White here with you on Supply Chain Now. Welcome to today’s livestream. Greg, how are you doing?
Greg White (00:38):
I’m doing great, Scott. How are you?
Scott Luton (00:41):
I’m doing wonderful, man. Wonderful. We’re getting a little bit of break from the heat here in the Metro Atlanta area. Lots of shade out there. We might get some rain later on.
Greg White (00:49):
You may have had a delicious steak dinner last night as well from what I hear.
Scott Luton (00:52):
We did. And I’ll tell you what, I had a great time with Clay “The Diesel” Phillips celebrating some things with him and his lovely significant other, and Amanda. So, we’ll have to share some details on our next steak 101 – Atlanta steak 101 show.
Greg White (01:09):
Supply Chain Geeks Talk Steak.
Scott Luton (01:11):
Yes. That’s right. Greg, and a new series is born just like that.
Greg White (01:15):
Just like that.
Scott Luton (01:16):
And by the way, if we’re talking about dinner last night, I hear you and your lovely significant other dined with one of the movers and shakers across global supply chain too.
Greg White (01:27):
Yeah. One of the best leaders in supply chain, Rick McDonald and his lovely wife, Kristen. We had some great seafood because I don’t get enough of it at the beach, so I come back to Atlanta for it. And just amazing on camera and off, at work, and away, just what an incredible person Rick is.
Scott Luton (01:45):
Agreed. Next time, we’re going to have to bring the tables together and not talk any supply chain.
Greg White (01:51 ):
That’s a great idea.
Scott Luton (01:53):
It’s got to be everything but supply chain. Hey, we’ll save that for another day, Greg. Clearly, we’re in great company last night, eating some great food. Today though, today we’re talking about the obstacle course that is ocean shipping lately. And we’re going to be talking with an industry leader, mover and shaker that will be sharing ways to optimize your shipping approach particularly your allocation management. Greg, this should be a great show, right?
Greg White (02:19):
Yeah. I mean, what could be a more poignant topic, right? I think we’ve talked about how often shipping contracts really mean nothing. And what NYSHEX is doing is really, obviously, valued by the industry. So, we’re going to talk a little bit more about that.
Scott Luton (02:35):
That is right. Big show here today. But, hey, folks in the cheap seats, in the sky boxes, hey, you’re the second star of the show. We want to hear from you. We’d love to get your take on everything we talk about here today. We’re going to share as many of your comments as we can get to. But stay tuned for what’s going to be a very informative show. So, with that said, Greg, we already got some folks tuning in. Let’s say hello to a few folks. The aforementioned, Clay Phillips, the biggest Atlanta Braves fan on the planet next to someone that might be named Luton, big Braves fan. We really appreciate what Clay and the whole production team do here today, Chantel, Amanda, Katherine and The Diesel, right?
Greg White (03:14):
Yeah. I mean, I imagine that game last night was a little bit distracting for your dinner.
Scott Luton (03:20):
Oh, gosh. Man, on the drive home, old Will Smith did his best to give us a heart attack. But, hey, Kenley Jensen came in all as well and the Braves are still playing great, great ball. Dr. Rhonda Bompensa-Zimmerman is with us here today. Greg, I got with Dr. Rhonda yesterday morning. We did that Veterans in Logistics event. Really appreciated, I’ll tell you, Rhonda, wonderful, heartfelt perspective, real expertise. I appreciate what you shared all around balancing that mental wellness that we all deal with, right?
Greg White (03:53):
We all do. And particularly important for vets, right? I mean they see things that no one should ever see on a regular basis and helping them deal with that. They get out of the service and into the business world is really, really important.
Scott Luton (04:07):
You’re so right. And I learned something new, Rhonda’s father was a Vietnam vet. And she used a lot of his experiences in a very helpful way with our audience. So, Dr. Rhonda, great to see you, admire your work, and great to have you here today. As we mentioned, Amanda, Katherine, and the whole team behind the scenes, appreciate what they do every day. Bryan Ransford is at Seattle.
Greg White (04:29):
A new weather report from Seattle, right?
Scott Luton (04:31):
What do they call folks in Seattle? Seattlens or –
Greg White (04:34):
Scott Luton (04:36):
Seattlens? Well, Bryan –
Greg White (04:37):
Bryan, help us out.
Scott Luton (04:38):
Help us out. And we have to get you connected with your fellow supply chain practitioner that hails from Seattle since we don’t know what to call that, Josh, who hopefully will be here with us today. But, Bryan, great to see you via LinkedIn. Amanda is echoing, we’re talking about Dr. Ronda’s incredible sentiment and expertise she shared, so appreciate that. Sumit tuned in from Dubai via LinkedIn. Great to have you here, Sumit. Looking forward to your perspective here today. Joey’s back with us. Greg, there’s not been a livestream where he’s not made his mark here lately, huh?
Greg White (05:10):
Not just that. But he’s really active on LinkedIn and adding some good commentary there as well. Yeah.
Scott Luton (05:16):
And he is so observant. “Greg, got a tan,” he says.
Greg White (05:21):
It’s all in the lighting. Just tune that lighting a little bit.
Scott Luton (05:27):
Shelly Phillips is back with us. Really have enjoyed her perspective via LinkedIn from Colorado. Great to see you here, Shelly. I bet it’s Talent or Talent. Let us know. We’re trying to get everybody’s name right. But great to have you here, Talent. He’s watching from Zimbabwe via LinkedIn. Great to have you. Looking forward to your perspective here today. All right. So, Bryan’s answering our question.
Greg White (05:48):
Scott Luton (05:49):
Seattlites, man. I’m glad you pronounced that first.
Greg White (05:52):
Oh, that’s almost like satellites. Of course. Space Needle, all that stuff, makes perfect sense.
Scott Luton (05:58):
Sunny and 90 degrees. So, Bryan, great to have you here. How about that?
Greg White (06:02):
Wow. I wonder Corey’s not here. He’s probably in the basement with a towel on his head and hot.
Scott Luton (06:07):
Akhil is here via LinkedIn. Great to have you here. Let us know where you’re tuned in from. And finally – and we couldn’t get everybody here – Ruben tuned in from Miami via LinkedIn. Great to see you, Ruben. Looking forward to your perspective here today. All right. Greg, we got a big guest here today. Are we ready to dive right in?
Greg White (06:25):
Yeah. Let’s do it.
Scott Luton (06:26):
All right. I want to welcome in Gordon Downes, Co-Founder and CEO with NYSHEX. Gordon, how are we doing today?
Gordon Downes (06:35):
Very good, Scott and Greg. Great to be here. Big fan of the show and excited to be your guest.
Scott Luton (06:41):
Oh, man. That’s like the perfect response to that question, Greg, isn’t it?
Greg White (06:46):
He didn’t even look like he was reading it.
Scott Luton (06:47):
No kidding. Gordon, we’ve had a lot of –
Greg White (06:52):
Great to have you on.
Scott Luton (06:53):
We’ve had a lot of fun in the pre-show getting to know you and what your incredible team are doing. You changed how global supply chain takes place, especially when it comes to shipping. And looking forward to kind of diving in deeper to, especially, allocation management. I don’t know about you, Greg, but I’m looking forward to learning a lot more about that specific aspect of ocean shipping.
Scott Luton (07:13):
But before we get to all of that, Gordon, we’ve got to know when you’re not changing the world of ocean shipping and using your capes and your superheroes to solve problems, what do you do in your downtime?
Gordon Downes (07:26):
So, there’s one sport that I do whenever I get a spare moment and done it my entire life, and that’s surfing. And now that I’m a dad with two kids, my passion’s actually teaching my kids how to surf.
Scott Luton (07:36):
You don’t say. You don’t say. So, wait a second. Greg, Gordon, hang on. Oh, Gordon, we might just have a shot of you in action here. Let’s see. Our team never sleeps on this kind of stuff. This is you, Gordon. This is in Indonesia, I’m hearing. And this might be pre-kids, I don’t know. Tell us about what you’re doing here.
Gordon Downes (08:01):
Yeah. So, that’s a picture from a few years back prior to having kids. And my wife and I spent some months sort of bombing around different parts of Indonesia. And this was a great day, the waves were nice and big, and the sun was out, and I just managed to catch lots of really great waves. So, here’s one of the pictures that we got snapped from the rocks.
Scott Luton (08:17):
I love this. So, Greg and to our listeners that may not be viewing it live, if you listen to the podcast replay, we’ve got a beautiful Hollywood shot of Gordon in action. Now, we had broken out the protractors and the compasses as we try to triangulate the height of this wave. Because Gordon’s like, “No, no, no.” It’s like six feet or something. Greg, what was our best educated math guess here?
Greg White (08:39):
Well, I’d love to put it to our watchers, but I’m going to go with, like, 12 feet. I mean, if you figure Gordon’s around six feet tall, crouched down maybe a foot or two, and that is clearly at least two-and-a-half times his height on the board. That’s got to be a 10, 12 footer. That’s a giant wave for those of us who aren’t surfers but surf.
Scott Luton (09:05):
And, Gordon, we know you’re an entrepreneur, but you could just about get at least a-half-a-container on that surf board and have a whole new wrinkle to your business model.
Greg White (09:15):
That’s a shorty board though. So, there’s not a lot of room. You’d have to use a 20 footer on that. I don’t think it could flow to 40.
Scott Luton (09:22):
One more question kind of kidding aside. I didn’t mean to cut you off earlier, you were sharing about how you enjoy doing it now with your two kids. So, before we shift gears to kind of work stuff, tell us a little bit about who’s the fast learner or tell us about teaching your kids how to surf.
Gordon Downes (09:36):
Yeah. I’ve got two kids, nine and six. My nine year old is my daughter. She’s really excited about it. My six year old is still trying to figure out if he really wants to be a surfer. But my daughter definitely does. The only problem is, I think, when you live in the New York area, we go surfing down the Jersey shore whenever there’s a little bit of a swell. But usually the waves get good when it’s winter or fall and that’s when –
Greg White (09:57):
Or a storm.
Gordon Downes (09:58):
Yeah. Big snow storms usually bring the swell, and that’s when you really got to be committed. And it’s hard to sort of muster the motivation when you wake up on a snowy morning to cover yourself in five mills of rubber before padding out there. So, my daughter’s, let’s put this way, at this stage in her surfing career, she’s a fair weather surfer. But the hope is that as she gets more and more into it, she’ll start to appreciate the better days when the weather might not be that great.
Scott Luton (10:22):
Love it. Well, Gordon, we’ve had a lot of fun with this in the pre-show and on this show here. I appreciate your sharing.
Greg White (10:26):
I have two words for you, Gordon. Outer Banks.
Gordon Downes (10:29):
Yeah. It’s on my list. It’s on my list.
Scott Luton (10:34):
Well, hey, it’s a gift that keeps on giving, so I appreciate you sharing. And now, Greg, we got to start to kind of get into the center plate item here today. Dining was an earlier theme. Where are we going next with Gordon Downes?
Greg White (10:46):
I mean, obviously we want to talk about shipping and allocation and all of that. And you have a pretty notable history from being in the shipping industry and started this company, but special significance of knowledge and some of the things we’re going to talk about today. So, tell us a little bit about what you did prior to founding NYSHEX.
Gordon Downes (11:07):
Yeah. So, I spent 12 years with Maersk. I originally joined Maersk in South Africa, hat’s where I’m originally from. And then, I had the opportunity to live in different parts of the world with Maersk. And great career there and really got to appreciate the inner workings of how our carrier operates. And I also got to appreciate complexities around how contracting is done and how the performance of contracts are monitored, et cetera, which isn’t great. And then, I spent three years with the company called SABMiller, which is now part of the AB InBev Group. And that was very much focused on digital transformation. But spent a lot of the time within that transformation focused on the shipping and logistics side of things, and really got to appreciate that the problems that I experienced as a carrier related to contracting and keeping track of contract performance, et cetera, are damaging for a carrier, but also very damaging for the customers of these carriers. I mean the consequences of getting these things wrong can be quite severe.
Gordon Downes (11:57):
So, that’s what gave me the confidence sort of quit my very nice day job and start working on this exciting adventure. Because it really was clear to me that if we can solve this problem, everyone’s going to benefit. It’s not just a piece of technology that gives one side an advantage in a market. It really does sort of uplift the whole market if we can succeed, which, so far, we’re on track.
Greg White (12:18):
That’s great. It’s clearly a need that, I think, anyone who has ever shipped anything on the ocean can relate to. There are so many complexities in that. So, as we kind of level set this, tell us a little bit about what you’re seeing, maybe even have seen, but are certainly seeing, in the current ocean shipping environment and what is it that makes that so complex.
Gordon Downes (12:43):
So, it is a complicated market, and the many components that make it complicated. I mean the one is that supply is, to some extent, fixed. I mean, it takes three years give or take to order a new ship. And, of course, once you order a new ship, that lives for about 30 years. It’s got a sort of useful life in that range. Demand can vary quite dramatically with seasonality and all kinds of other things that can impact demand.
Gordon Downes (13:06):
And what I think a lot of people might not appreciate about shipping, well, when you run a shipping line, as most of these global carriers do, your product is basically perishable. So, when your ship is about to set sale out of Hong Kong and come across the Pacific to the United States, if you’ve got a bunch of empty container slots on there that aren’t filled, you know, the value of those slots is immediately perished. It’s not like selling beer. If you don’t sell it today, you can sell it tomorrow. And so, this drives a lot of very interesting sort of behaviors in the market. Some of it drives, I’d say, fairly volatile pricing in the short term market, and it has definitely implications on the long term market.
Gordon Downes (13:40):
And it’s one of these industries where I think most people, until quite recently when all the supply chain bottlenecks swayed sort of the front page news and even President Biden weighed in on these topics, most people just didn’t appreciate the complexity of this industry. And you just assume that, you know, goods arrived and they were on container ships and it just works smoothly. But, of course, now we know it’s not always the case.
Gordon Downes (14:01):
And it’s funny because – I’m sure you’ve had similar experiences – when I tell people I work in shipping, a lot of them, prior to the pandemic, would say, “Oh. Well, so are you involved in getting my Amazon packages to my front door?” And, of course, there’s a component of that, but really the ocean shipping quite removed. Now, a lot of people really understand when I talk about the role we play in shipping, they can appreciate the relevance. So, it’s a complicated industry. I think a lot of people don’t appreciate the complexity, but that’s starting to change.
Greg White (14:25):
I think it’s interesting what people are saying about shipping. Now, of course, the carriers are making huge profits right now and everyone’s all up in arms and everyone wants to share that. It’s funny, Gordon, to me, I have no particular dog in this fight. I don’t own a shipping company. I don’t invest in them or anything like that. But it’s funny a few years ago when they were bleeding cash in profit, nobody wanted a piece of that. And I think that the cyclicality, as you referred to and some of the administration’s comments, they have not been aware of the impact of that cyclicality on this industry. And so, the getting’s good, if you will.
Scott Luton (15:02):
Gordon Downes (15:02):
Yeah. No, it’s fascinating dynamics.
Scott Luton (15:06):
So, we’re going to get into one component of ocean shipping, and that’s this allocation management and how to optimize your approach there. But before we do, you know, you were just describing the complexity kind of the greater ecosystem, the greater environment. Speak a little bit, Gordon, if you would to the complexity of optimizing your approach to allocation management in this environment.
Gordon Downes (15:28):
Yeah. So, as you point out, there’s complexity at all levels and there’s enormous complexity when it comes to managing allocation. Because, of course, allocation ultimately stems from a contract or some form of commercial agreement between the carrier and the shipper where they agree that the carrier will provide allocation on a certain route or combination of routes. And then, the shipper has to, of course, use that allocation.
Gordon Downes (15:50):
And just to illustrate this very simple mathematics. Let’s assume that the average commercial agreement between a carrier and a shipper might involve ten load ports and ten discharge ports. Right there, that’s a hundred permutations if you multiply those together. And, of course, if there is in addition to that 50 weeks in the year because, of course, most of this allocation is managed on a weekly basis, so let’s just assume 50 weeks in a year, 50 savings in a year. That gets us to 5,000 permutations.
Gordon Downes (16:17):
And then, keeping track of every container, because, of course, a container goes through various events, i.e. the container is booked, the MTS picked up, it’s gated into the terminal, et cetera. There are about ten, really, critical events. You multiply that by ten, you get to 50,000 permutations. And a lot of this, it’s hard to keep track of. It’s not exactly clear how the allocation should be split up between the different load ports with seasonality, et cetera. So, as you can just see with basic mathematics, you realize the scale of how complex these things can become.
Scott Luton (16:48):
Yes. So, my 10th grade math teacher, Ms. Porter, one of my favorite teachers of all time, is going to be very proud of this moment because I can follow along with what permutations are. But kidding aside, I mean, goodness gracious, as you were just talking about, just sheer from a mathematical standpoint, and then you layer on everything else that you’re speaking about, the general environment that we’re in and other technicalities when it comes to managing allocation, this is not an easy job. So, anything else?
Scott Luton (17:20):
We’re about to move into – because there’s good news here, Greg and Gordon. And the good news is, is there is a better way, and Gordon’s going to kind of speak to that a little bit here in a minute. But, Greg, weigh in, if you would, on the complexity both in the macro and the functional era, I’ll call it, of what Gordon’s speaking to here.
Greg White (17:38):
It’s so complex that I have tried hard not to delve into it. So, as you know, I was in purchasing for a major retailer back in the day, and we imported a lot of goods from China and elsewhere. And, to me, it was a giant black box. It was PO go out, stuff get on the ship, the ship hit port, port hit warehouse, whatever, trailer hit warehouse, magic happens and it’s in the store. And I think a lot of people see it that way. But there are hundreds of touch points when you include the intermodal aspects of it, of course. But even just the shipping is so complex. And there are customs issues and there are port operations issues in addition to the potential carrier issues, and routes matter. It’s just an incredibly complex dynamic. And I think even people who are in the practice don’t understand it very well.
Greg White (18:36):
This is what I think is so important about these electronic contracts and about some clarity in terms of performance in these contracts, is, I didn’t even know what to ask. I didn’t know what to ask a carrier for. And, Gordon, you’re in a unique position of having been both a shipper and a carrier and understanding what each should be expecting from the other with real experience, probably some real pain I’m guessing, and understanding how to address that. So, I think that is really important. It’s rare, by the way, when you have somebody offering a technological solution that they’ve been a practitioner, especially from both sides of a transaction like this. And they have both the wherewithal and the drive, desire to solve something that is as complex as this.
Scott Luton (19:24):
That’s a great callout. All right. So, Gordon, anything else you’d like to add before we get into the good news part of our discussion today? And that’s three ways you can really maximize your allocation management. Any final thoughts before we jump in?
Gordon Downes (19:36):
Yeah. I think the one thing for me, which as, Greg, you pointed out, when you’re in this day-to-day, you feel the pain and it’s become quite personal. So, while I was immersed and also why we, at SAPMiller, explore different ways of how could we solve some of these problems. And one of the challenges is the way that the systems in the industry today are designed. For example, carrier’s got many different systems primarily oriented around issuing a quote or a contract, and producing an invoice based on that, and producing bills of lading, and getting bookings loaded on trip, et cetera. But the systems aren’t designed so that you can keep track exactly what did you promise to your customers, and what exactly did you deliver, what exactly did your customer deliver, and how do we sort of resolve any exceptions that might come out of that.
Gordon Downes (20:15):
And so, the carrier systems aren’t designed like that. Most of the shipper systems are not designed in that way. Shipper systems are designed, as you mentioned, Greg, to process a PO, convert that into a booking, get it through a freight station or consolidation station, whatever it is. But it’s not designed to keep track of what was agreed and then how was that delivered, et cetera. So, you’ve got two fundamentally different sets of systems, not optimized for keeping track of what was agreed between the two. And then, you end up with this multiple versions of the truth. And, of course, it’s enormously complex trying to harmonize those things. So, there’s systematic challenges there.
Gordon Downes (20:47):
And the other thing for me, again, talking about the pain being personal, my first job at Maersk was in the bookings department. And when things would go wrong, the amount of effort that you have to put in trying to just do the forensic investigation and what actually happened in this case, it takes an enormous amount of time. And then, there’s also you have one version of the truth. Your customer, as a carrier, would have potentially a very different version of that truth. So, you know, once you start to sort of peel away at the layers and the problem, it gets complex right down to a very, very sort of granular individual process or individual system or individual data source point of view.
Scott Luton (21:21):
Okay. I think you have just brought it home to so many practitioners globally and have hit the mark on what so many have experienced. And you’re speaking to, we’ve got to make it easier for supply chain professionals, shipping professionals, you name it, logistics professionals globally. And that’s where I’m looking forward to kind of getting to the next part of our conversation. So, let’s walk through, there’s three main ways we want to talk about with Gordon, ways that you can maximize your allocation management approach. So, the first one Gordon is?
Gordon Downes (21:52):
Well, many different ways and I agree free bank key. The first and most important one is to make sure that the allocation that you have agreed on with the carrier is clear. And it’s broken down into the relevant level of granularity. So, if it’s too broad, it becomes ambiguous. And then, it’s really hard for the carrier to plan for what cargo you plan to deliver, et cetera. And it can be very difficult for you to get the service level that you’re expecting. So, the first part of course is making sure that the terms and the allocation is very clear and it’s not really ambiguous, et cetera.
Gordon Downes (22:21):
The second part is having the performance data to see what actually happened. And, again, we talked about different systems, have different processes, and different data sets, and they’re not necessarily harmonized. And being able to sort of match booking data, equipment event data, and all these sort of related milestones that Greg and I had touched on earlier. And relay that back to the allocation and then check who performed, who didn’t, where did these breakdowns happen is really important. And doing that in a timely fashion is critical because it allows for cost correction in flight. Versus, if these things are done at the end of a contract, when it comes time to renegotiate, by that stage, it’s very difficult to bring something back on track. Often a lot of sort of bad faith is taking place in that time or at least undermining if the relationship is taking place. So, keeping the data of performance attributed or at least allocated and harmonized with the actual allocation is critical.
Gordon Downes (23:11):
And then, the third component, really, is the workflow. Because, of course, when things go off track – and these things unfortunately tend to happen in the supply chain industry is complex – there needs to be workflows that allow for the timely, the amicable, the efficient resolution of these things.
Gordon Downes (23:28):
And so, those are the three most important components of solving allocation management. And when those things work together, you really do see a vast improvement in the day to day work that people in our industry do. And, also, far greater performance from a shipper point of view and supply chain reliability, less unexpected freight cost, less stress. And from a carrier, very importantly, they can optimize their networks and their best hosts. But even more importantly than that, I think, is that they can better service their customers. So, there’s a lot of benefits that come out of that if you can solve those three component parts of the problem.
Scott Luton (23:59):
I’ve got a couple quick follow up questions for you, but, Greg, I want to get you to weigh in first. Those three things that we’re starting with here with Gordon, your thoughts that come to mind.
Greg White (24:07):
Well, the first thing is that the forensic aspect of it, or even just having the metrics to understand the forensic aspect of it, I can verify that it took days, sometimes weeks, to find out what went wrong. And when you have the data that shows the handoffs and the accountabilities and the performance or non-performance – I can tell you, you made me think of this, Gordon, and it hurt me. It’s not your fault, but it hurt me – I can remember having it out with a carrier when, of course, I didn’t know anything about what I was talking about, except that they had been late. And then, I realized that it was our manufacturer getting the containers late to the port and actually missing the sailing or being late getting rolled off or whatever. Roll off, that’s my least favorite term in shipping, by the way.
Greg White (24:58):
But we put dozens, maybe hundreds, of hours into just figuring that out for one incident. And it didn’t help us solve it at all. All it allowed us to do was point the fingers back at ourselves and then yell at our manufacturer. But it was weeks and weeks later that we even discovered it. So, the timely resolution of this is critical. And then, just having the transparency to know what’s happening, know those expectations clearly, something that makes a shipping contract moderately enforceable from either side is absolutely critical. There are still so many sailings where the contract is not enforceable because, Gordon, to your point, it’s just to vague.
Scott Luton (25:43):
Okay. Gordon, I’m going to give you a chance to respond to that from Greg. Akhil and Sumit, great questions. We’ll try to get those here in a moment. But, Gordon, why don’t you respond to Greg, then I’ve got a couple quick follow up questions to what you shared earlier.
Gordon Downes (25:55):
Yeah. I agree wholeheartedly with everything Greg said. And we see this play out every single day in the industry, or at least when I was sort of in the day to day sort of operation of the industry. And here’s the big tragedy, just taking what you’ve said and extrapolating this, I genuinely believe that in most cases, not necessarily all, but in most cases, the carrier and the shipper actually just want to figure out how to deliver on what they’ve agreed to. There is no underlying intent to break the agreements or to pull a fast one on the counterparty. There’s genuine underlying intent to follow through.
Gordon Downes (26:26):
But because there’s sort of half truths and patchwork data, et cetera, it results in one of almost an adversarial way of discovering what happened. You have to almost accuse the other party to say, “According to my data, I’m in the right, you must be in the wrong.” And, therefore, it creates this sort of combative approach to solving issues. And that’s not a good thing for a carrier or shipper. And it’s sad when you see that happen. And you see many great sort of business relationships that have been nurtured and developed over years sort of fall apart of some of these things when they really get under stress. So, yeah, I couldn’t agree more with what you’re saying and it’s just a tragedy when you see how it plays out.
Gordon Downes (27:01):
Now, just a couple of things that, for me, I think are interesting. We did a survey of some shippers and NVOCCs that joined a webinar we did recently, and it was fascinating just some of the data points is, more than 50 percent of the participants – and there’s some really big companies in that list – use Excel to keep track of all this stuff. And then, hence, Greg, while you’re saying it takes countless hours to sort of cobble together all the data from all the different systems and who said what happened, et cetera, and try and document that kind of stuff in Excel. Given the number of data points we talked about earlier, Excel is not the right tool for solving these type of problems.
Gordon Downes (27:33):
And the other one is, I think 74 percent of participants said that, you know, it takes north of six hours a week of just manual wrangling of data to get to a point where they feel comfortable they know what’s actually happening with the allocations, et cetera. So, it’s a real problem. And you’ve got certainly a very personal data point there, Greg, but this is definitely indicative of a problem. That’s pretty broad across our industry.
Scott Luton (27:55):
It is. And it’s a common theme of all these conversations we’ve had going back a couple years now, right? Everyone has their own spreadsheet and it’s really difficult to get to that single source of truth so you can take the actions that are needed. And to your point, Gordon, protecting and really growing the relationship that exists. Because if the relationship is at odds, to your point, it really holds so much back and it’s much more difficult to solve problems.
Scott Luton (28:21):
But I want to go back to the three points you shared. Just if you had to kind of ballpark it, where do you see organizations not acting on one of those three things most often? What’s maybe the most important out of the three things?
Gordon Downes (28:35):
I think the most important one is definitely getting to a point where there’s clarity between the carrier and the shipper. If there’s no clarity, it’s really hard for the other things to sort of have a positive impact. I would say that’s the most important. The most complex, of course, is the second part, which is being able to reconcile what actually happened with what was agreed and where these breakdowns took place. Because, again, going back to what Greg had shared with his example, this is just incredibly complicated, and what makes it even more complicated is the fact that, again, everyone’s got slightly different versions of the truth and these things are not harmonized. So, importance, definitely point one. Complexity, definitely point two.
Scott Luton (29:11):
Okay. All right. Greg, we got some great questions here. And, again, Gordon, you always had the veto authority if you want to tackle these questions after today’s live conversation. But Akhil says, “Great to hear such valuable points. What do carriers do in case the ETA got rolled off and we got the majority of the week’s loads from the same, how do we plan for such uncertainty?”
Gordon Downes (29:35):
The question itself is quite a loaded question. When I spent time as a shipper, the way that we looked at our supply chain health was really based on OTIF or On-Time In-Full error, et cetera. And when you break down OTIF into the various sort of causes of things that are not OTIF and you put them into different buckets, the biggest bucket is the fact that you didn’t get on the vessel that you intended. And that is by far the area that you can control as a shipper and improve on. When you talk about the bucket of things that got on the intended vessel, but the vessel was delayed because of, usually, it’s something like bad weather, congestion, or the carrier had to rewrap the vessel for some form of network optimization, those things are really hard for a shipper to control for.
Gordon Downes (30:20):
But, of course, you can do your homework and try and recognize from past performance when is it likely that these vessels are going to be congested or delayed outside the vessel, et cetera, or when is the transshipment connection going to be missed. But those are things that are hard to control for. But the good news is that, generally speaking, that’s a small root cause of the OTIF challenges that a lot of shippers will experience. So, I hope that answers the question. And as a good friend, who’s an athlete, always tells me, ” You’ve got to control the controllables”. And that’s, I think, where we tend to sort of focus majority of our time and the technology.
Scott Luton (30:56):
I love that. It’s so important controlling the controllables in global supply chain. Greg, your quick comment before I move on to the next one.
Greg White (31:02):
Yeah. I think these electronic contracts, the clarity that Gordon keeps going back to, they make the controllables known and more controllable. At least you understand what your risks are of being rolled off or what the implications are of missing a sailing or whatever. So, the more you know, the more you can control. And then, you can assess your risk of using a particular carrier, using a particular port, whatever, even implications of weather or whatever that could be impacting your shipment.
Scott Luton (31:34):
Well said, Greg and Gordon. Dr. Rhonda is talking about just how incredibly intricate all this sounds. I completely agree with you. Kim Winter – we’re just talking about [inaudible], “Greetings from UAE. Enjoying Gordon’s allocation deep dive with the deadly duo of supply chain over dinner.” That’s so funny.
Greg White (31:53):
Kim, as long as you’re out there, settle a bet for us. How tall in feet and inches not stone or any of that stuff, how tall are you, Kim Winter, please?
Scott Luton (32:00):
All right, Kim. We were just talking about rugby too. So, you got to bring it. And Akhil says, by the way, “That answered my question.” Kudos.
Greg White (32:08):
There we go.
Scott Luton (32:08):
I’m going to pose one more question to you from our cheap seats and our sky boxes. Sumit is talking about how dynamic pricing impacts on e-contracts when there’s a delay in the chain. Anything you want to talk about when it comes to dynamic pricing and delays.
Gordon Downes (32:24):
So, the way that the contracts we work with typically work is that the price of the contract is fixed. So, once the carrier and the shipper agree, then it’s a question of what are the commercial terms? What are the performance requirements, et cetera? And there are very, very few exceptions where there might be some variation based on a fuel factor or based on very, very, very small cases in index, which might result in price adjustments over long term contracts, but that’s unusual. I think dynamic pricing really applies to stock market. And we talked about the fact that you’ve got the carrier ships are perishable. We used the space on their ships is perishable in the sense that when the ship’s about to sale from Hong Kong and it’s got a hundred empty slots, what do you do? And one of the levers that carriers would follow is to discount the spot price in order to incentivize shippers to bring their cargo and then help them follow up that space. And as long as the price that they sell at is higher than marginal cost, generally it makes sense for them to do that.
Gordon Downes (33:18):
And so, that results in this sort of dynamic pricing that a lot of carriers do. But dynamic pricing really is prevalent in the spot market, not necessarily the contract market. Now, of course, the spot price does influence or indicate what the market prices for contracts. Those two things are related. But just as I described, the contracts typically have fixed prices. It’s very unusual that there’s variation in this process.
Scott Luton (33:39):
Well said. And I appreciate you taking that question. And, Sumit, great question there. All right. So, what I want to go to next – we got some time here. And by the way, big shoutout to Matt, a member of the NYSHEX team, a former member of our Atlanta supply chain community. I hope he’s doing well. And congrats, if he’s listening, to his newest addition to his family. Gordon, speaking of NYSHEX, as Greg likes to ask this great question – Greg, you know what? I can’t imitate it walking down the hall, pose your question to Gordon?
Greg White (34:09):
Yeah. I guess I love asking this because it really gets the root of what a company’s value proposition is. And that is, let’s say I’m a shipper and I’m walking down the hall, what is the pain that’s going through my mind that has me need to make the call to NYSHEX to solve this with these more reliable contracts?
Gordon Downes (34:31):
Yeah. The pain, Greg, I think, it’s similar to what you described. But to summarize it, it’s really this unpredictability that results in unreliability. And this fear that you don’t have all the information that you need in order to manage your supply chain, to optimize your supply chain, et cetera. So, these things are all sort of highly related. But I’ll bet you, there’s a lot of shippers who feel that there’s room to improve on how they are performing on their contracts, how they carry their partners and performing on their contracts. And there’s a lot of benefits that come from that. So, I would hope I’m right. But I think that a lot of shippers would resonate with the pains that you described and the predictability, unreliability, et cetera, is an important component.
Greg White (35:10):
I guarantee you that they do. Look, my contention is not that I think the most dangerous answer is not it costs too much, it took too long, even it was too unreliable. The most dangerous answer to any question in supply chain is “I don’t know.” And I think anything that we have that allows us, even if things are going wrong, to know where and why and how gives us at least the opportunity to resolve what’s going wrong.
Greg White (35:38):
I’m curious as you guys have kind of taken the field here and started to roll forward, you clearly have a lot of support throughout the industry. I’m curious because I think we all have not really addressed kind of the unspoken aspects of shipping, and that is, there is a lot of intentional obfuscation. I happen to, by the way, Gordon, agree with you that the companies, they generally want to do the right thing. They just don’t want to get poked in the eye when things go wrong. So, I guess I’m curious, are you seeing more headwinds or tailwinds and acceptance of these more transparent and accountable contracts?
Gordon Downes (36:15):
Yeah. That is such a fascinating question. And the answer, for me, at least is equally fascinating, in that, by and large – now, there are exceptions – but by and large, carriers are starting to recognize that they need to give their customers different contract products based on their customer’s needs. And they also start to treat their customers a little different, i.e. customers that they know want more predictability or willing to invest the energy and the time, et cetera, in monitoring their performance and helping the carrier get to the bottom of exceptions when they come about. They are prioritizing that freight. They’re giving better service and they’re building sort of contract products specifically to address that type of need. But by the same token, a lot of those same carriers have contract products, which are based on sort of best effort, like, “We’ll do our best if we can accommodate you, we will. If we can’t, then you’ll have to find an alternative.” And I think that’s fine.
Gordon Downes (37:04):
There are many other industries who’ve done something similar. Just look at airlines, they sell non-refundable seats and refundable seats and standby seats, et cetera. And I think that this is now sort of the direction of travel that our industry is going in, and I think that’s positive. And I don’t think any carrier in their right mind would take an approach to say, “Everyone has to do business with me in one particular way.” It’s kind of hard. And it wouldn’t necessarily address the market that the carrier probably wants to go after.
Gordon Downes (37:29):
And I think it’s also true from the shipper point of view in that, I think shippers are starting to look at their supply chain with a more sort of analytical mindset and start to say there are certain lanes or SKUs or whatever it might be that I really need this predictability. I can’t afford to risk, you know, one week not getting space or some sort of extended delays, et cetera. And then, saying those SKUs or those lanes, those are the ones that I really want to make sure that I have clear allocation that’s committed, et cetera. Versus other lanes where maybe I have more sort of buffer safety stock, et cetera. Maybe I have more variability in my own supply chain and I can’t be as particular about my allocation as I would like. Therefore, those ones I’m going to use as sort of the best effort like product.
Gordon Downes (38:07):
And so, I think it’s unfolding in a very interesting way. And like I say, by and large, pretty much most carriers – well, all carriers that we work, most carriers that we deal with are sort of moving in this direction. And I think a vast majority of shippers are also starting to think differently about this supply chain and sort of segmented based on those criteria.
Greg White (38:24):
That’s good news.
Scott Luton (38:25):
It really is good news.
Greg White (38:27):
I really think that transparency and clarity in these contracts is really critical for what we need to have happen in supply chain. So, disruptions are going to happen. Sometimes it’s going to be somebody’s fault. Sometimes it’s going to be somebody else’s fault. Sometimes it’s going to be nobody’s fault. Or an uncontrollable disruption. So, I think the more that we know about the rules of the game the better off it is, or the better off we all are. And it’s good to hear that the industry is largely adopting this. I think you’ve had quite a lot of input and quite a lot of support from some of the bigger players in the industry to help you get this going.
Gordon Downes (39:13):
Yeah. No, definitely.
Scott Luton (39:14):
Okay. All right. So, you know, we really need to book you for about three hours, Gordon, and really get to the bottom of all this. It deserves such a fuller conversation, but I appreciate what you’re sharing here today especially as it relates to the portion of the whole equation, allocation management. We’ve got some additional great questions from Akhil and Jacob. We’re going to save those offline. We encourage you to connect with Gordon and the team to have that conversation later. Sumit likes your point about, “I don’t know Bang on.” I could just picture you hitting your head against a brick wall when we get that response. Kim, six foot.
Greg White (39:48):
I would’ve guessed taller, but okay.
Scott Luton (39:50):
We were talking, like, 8’2″ Kim in the pre-show. But, Kim, great to see you.
Greg White (39:55):
But a mountain nonetheless.
Scott Luton (39:57):
Hopefully, you’re eating something really good. All right. So, Gordon, as we start to come down to home stretch, you and the NYSHEX team have offered up some resources, I think, for folks. I want to kind of reverse the order and really quick make sure, because, Gordon, you mentioned earlier, I think you’re referencing this webinar that the NYSHEX team hosted with Julius Tan, Director of Logistics with CarParts. And I want to say CarParts, their commercial jingle has stayed between my ears forever. But he was talking about optimizing their care allocation. I think it was a well received webinar. We’ve got the link. Amanda and Katherine and Clay, if you’re still around, if we could drop the link to the replay of this in the comments so folks can, not take our word for it, but listen to it for themselves.
Scott Luton (40:39):
And then, the second resource we want to ask you about is this allocation management tool specifically that NYSHEX provides. So, Gordon, why should folks check this out and kick the tires on this thing?
Gordon Downes (40:51):
Yeah. It addresses the challenges that we spoke about, and Greg was sharing about from his experience in the industry, et cetera. And, ultimately, this provides a solution which now can be applied to all types of contracts, not just the hard and fast sort that are two-way committed, but even those contracts where there might be sort of a best effort commitment, even in the case where there’s no firm commitment of consequence of what happens if something goes off track. But, nonetheless, it’s important to keep track of these things. Because (A) that allows the shipper to understand where things are going wrong. Are there things that are going wrong on my side of the equation? What can I do to tighten that up? And (B) it in informs what courses of action should that shipper take in the next go round. Like, is it time to start moving towards a contract where there may be more consequences? Or are there other benefits or other ways of being able to solve some of these challenges?
Gordon Downes (41:39):
So, there’s a lot of value from that. And there’s also another really important just tactical point. And we talked about the personal pain that we felt in the industry, both as a shipper and as a carrier. And there’s a lot of stress and workload associated with some of this. So, big component of that technology is, even if it’s not a traditional, two-way committed contract, it’s a contract which has, again, different types of terms. You can still run that through the application. You can still get the benefits of the efficiency. All the data, basically, at your fingertips. The workflows that allow you to see, “Okay. This is off track, let me trigger an exception. Let’s get whoever’s involved in the shipment to sort of provide their perspective on this. And let’s make sure that these things get resolved amicably and quickly so that you can get the contract back on track, and everyone can be better off as a result.” So, there’s enormous amount of value for everyone. And it’s a really exciting sort of use case for the technology that we’ve developed.
Scott Luton (42:31):
Agreed. And, folks, we’ve got the link to check out that allocation management tool in the comments, if you want to click away from kicking the tires on that. I think Gordon welcomes it and welcomes all the tough questions too. I tell you, we really enjoyed our live conversation and our pre-show conversations.
Scott Luton (42:46):
But, hey, I want both of y’all, if you can, to weigh in on this, because it’s been a big theme. You look at a lot of third party research sites or data sites and the mountain of heartburn and stress and burnout in global supply chain is very real. And, Greg, what this strikes me, and what Gordon’s approach and what they’re doing in NYSHEX offers an opportunity to change how we do business and, amongst many other things, help the team de-stress and help demystify, decomplexify – did I just make up a word?
Greg White (43:19):
I like it.
Scott Luton (43:20):
Those are some of the most important things we can do as leaders during this era of global business. Greg, your take. And, Gordon, we’ll get your take on that before we start to wrap.
Greg White (43:30):
Yeah. I completely agree. I mean, first of all, human can’t effectively solve the problems that Gordon and his team are solving with these contracts, because we can’t do anything about it. All we can do is the hours and hours of research, mostly after the fact. And I think that is a frustration in and of itself. But think about this, I mean, we’ve all, if any of us have ever cast off from shore, think about not knowing. You cut that PO, you know something’s going to go wrong. You know the philosophy I was taught in supply chain was, assume everyone will fail you and provision for that.
Greg White (44:09):
I think if these contracts are used by people – honestly, I’m not sure why everyone on the planet isn’t using these things right now, but you’re welcome, Gordon. I hope that helps – I mean, really, it just makes sense. Because (1) you feel a lot more comfortable when you’re about to ship something. And the results are proven. If anyone’s gone to the NYSHEX site, the results are astounding in terms of resolution, in terms of compliance, and OTIF, and things like that. And when I say astounding, I mean like really astounding. So, take a look at how much comfort you can have when you cut a PO or you schedule a sailing or whatever, think about how much comfort you can have in knowing that even if things go wrong, you’re going to be able to recognize and resolve that instantaneously. And, also, the results show that less is going to go wrong if more is defined more effectively in the agreement.
Greg White (45:13):
So, I just think it’s a huge weight off of a person’s shoulder as they’re trying to do their job. Even going into it, there are so many aspects of the stress. There’s the stress that’s probably more nascent, but the stress of just cutting an order and getting it shipped. There’s the stress, which is incredible, while it’s in motion, you feel like yours is always going to be the container that falls off in a storm or whatever. And then, there’s always the stress of the resolution after something does inevitably go wrong. Imagine if you can alleviate all of that in a huge measure, that’s just so powerful.
Scott Luton (45:50):
Imagine a world is when –
Greg White (45:52):
Right. In a world.
Scott Luton (45:53):
Greg, that was so poetic.
Gordon Downes (45:56):
I’m very impressed, Greg. I could not agree with you more.
Scott Luton (45:58):
Right. It’s almost like Greg’s middle name is EB, as in the author of Charlotte’s Web. I mean, it was literary your answer. But, Gordon, I want to come back to you especially on the de-stressing your workforce and making it easier for them and changing how business is done. But really quick, Charles Walker is one of our favorites around here. Greg, it’s been too long since we had him join us live.
Greg White (46:21):
Yeah, it has. You’re right.
Scott Luton (46:22):
He dropped so many t-shirt-isms and you’re ready to run through a brick wall. So, Charles, hope this finds you well. And I hope you check out the link and give us your take on what Gordon’s saying here today. Okay.
Scott Luton (46:33):
Gordon, your final word. We’re about to ask you how can folks connect with you and learn more and connect with NYSHEX. But your final word on the importance of leaders making it easier for their teams.
Gordon Downes (46:44):
Yes. Look, we all know that hiring great people in any business is critical. And I think in supply chain, given all the complexity, you need really great people to manage that complexity. And not only that, but I think that, generally speaking, the supply chain industry is quite relationship-driven. It’s important to have relationships with your service providers. If you’re a carrier, it’s critical to have relationships with their customers. And when you put people under stress and they feel like they’re overworked and they feel like they’ve got half the facts and they feel like their counterpart isn’t towing the line, it really starts to damage those relationships, which puts even more strain on the people. Because people don’t like necessarily this type of conflict or having to go in and argue every time you want to sort of get something resolved or you escalate something or who knows.
Gordon Downes (47:30):
So, I think it’s critical from any sort of leader’s perspective, if you want to hire great people and put them in an environment where they can do their best work, take out that stress. And by taking out that stress, you are also setting up your company to be a better sort of partner to your suppliers. Or if you’re a carrier, to be a better carrier for your customers. And results in a wonderful virtuous cycle of all kinds of benefits that come from that. But it really does take a concerted effort to say, “We need to solve this problem.”
Scott Luton (47:59):
So well said. I think you really hit the nail in the last 30 minutes.
Greg White (48:02):
Virtuous cycle. Yeah. I love that.
Scott Luton (48:04):
Hire great people, give them great tools, and expect them to do great things. And clear the path for them. Okay. So, Gordon, a couple different ways that folks can plug in to you and the NYSHEX ecosystem. We definitely want to mention the Supply Chain Secrets Podcast, which has been a hit. Folks can check that out wherever they get their podcast from. What would you suggest if they want to connect with the Gordon Downes world, other than connecting with your agent, how can folks connect with you?
Gordon Downes (48:33):
I don’t have an agent. And I’m always happy to connect with people. LinkedIn’s always a great way to sort of connect with me personally. But I also think that our website’s got a good sort of set of information to help people understand a little bit more of the practicality of how the technology works and so on. And if you put your name and email into our website, one of the people from our team will get in touch with you and help you understand, like, what is the use case and the ROI, and all those other good things. So, the website is a good channel and, again, LinkedIn’s always a great way to get access to our sort of thought leadership.
Gordon Downes (49:04):
I have to give a shout out to Don and the Supply Chain Secrets Podcast, because I think it’s a great show. I love listening to it. So, hopefully, people in your audience will also find some interesting content over there.
Scott Luton (49:15):
I bet they will admire the good agnostic digital content you are putting out there. Global supply chain needs more of it for sure. And appreciate what you’re all doing. Okay. Of course, we want to encourage people to follow and connect with Gordon on LinkedIn. Also, of course, find NYSHEX on LinkedIn. In addition to that, the link to the podcast, I think we’ve got the link to the allocation tool, link to the replay of the webinar. We are linked out here today. Gordon, hey, I have really enjoyed your breath of fresh air and how you and your team are really looking to – in a meaningful way – change how a very traditional industry is doing business and how we can make it easier on our team. So, Gordon Downes, Co-Founder and CEO of NYSHEX, a pleasure to connect with you here today.
Gordon Downes (50:02):
Likewise, Scott and Greg. It’s great chatting with you. I really enjoyed it. And we’ll look forward to the next episode.
Scott Luton (50:07):
That’s right. We’ll keep fighting the good fight. See you soon.
Greg White (50:09):
Scott Luton (50:15):
Oh, man. I’ll tell you what, and it’s not just us, Shelly’s a big fan. Charles is a big fan. We’ve got some of the comments here we couldn’t get to. And, Charles, appreciate that. A big old digital hug. Okay.
Greg White (50:29):
You got to give him a ho-ah.
Scott Luton (50:31):
Yeah. Ho-ah. Hang on a sec. Ho-ah, it depends on what service.
Greg White (50:34):
Yeah. So, let him hear the Air Force one.
Scott Luton (50:37):
Nah. You have to come back. You have to tune into Veteran Voices to check that out. Greg, I don’t want to make fun of my ho-ah. All right. But, Greg, back to the topic at hand. We touched on so many things. I know we were kind of focused a lot on allocation management. But at the end of the day, by the end of the episode, it was a very broad, conversation on some big thing that really fall in line with a lot of other conversations we’re having with Rick McDonald and many others. Your final comment here about Gordon’s perspective.
Greg White (51:07):
Yeah. I think, first of all, when you have that kind of interaction, you realize that this is a solution whose time has come. And I got to tell you, I wish it had been around when I was still a practitioner. And, truthfully, I believe that this should and could be an industry standard. I mean, this should be the way we do contracts. And imagine if every – not even just shipping. Sorry, Gordon, I’m not trying to expand your scope. Not just ocean shipping, but ground transport and other contract, imagine if they were all kind of funneled through this place where you could get such tremendous transparency, accountability, and reliability, and resolve ability, the more people participate in a service like this, the more stable, the more reliable the supply chain becomes. And that’s precisely what we need.
Greg White (52:01):
And the reason for that is, we have been begging, Scott, you and I, and many of our colleagues have been begging for decades for that seat at the table, for that recognition, for that awareness, for that knowledge throughout the world of what supply chain does. And guess what? We got it. And now there’s no going back. So, this kind of transformational transparency is really critical to how we do business going forward. And it’s critical to the reliability that we all want to have in the supply chain. So, I think industry standard, everybody sign up for this thing. Seriously.
Scott Luton (52:42):
That’s right. Hey, as a professional, we’re like the proverbial dog that caught the car.
Greg White (52:47):
Yeah. Now what?
Scott Luton (52:48):
[Inaudible] and you got to deliver it now. But, hey, fortunately, we are a part of a global industry that has immense amounts of talent, of innovative leadership, like we saw here at Gordon. A lot of folks that are asking the questions Why? Why? Why? so we can change how business is done and make it better and more stable and transformative, as you’re speaking to.
Scott Luton (53:09):
So, folks thank y’all for joining with so many great comments we couldn’t get to here today. Charles, I’m ignoring your last comment. I am not letting that into the conversation. But, hey, whatever y’all do, check out those links, ask those questions why. Kick the tires on what we’ve been talking about. Ask the tough questions. But whatever – deeds, not words – on behalf of our entire team here, Greg, Amanda, Katherine, Chantel, Clay, you name it, 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 on Supply Chain Now. Thanks everybody.
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.
Gordon Downes is the CEO and Co-Founder of NYSHEX. Prior to starting NYSHEX with the mission to enable more reliable shipping, Gordon spent 12 years with a carrier at Maersk and 3 years with a shipper at SABMiller (now ABInbev). He holds an MBA from Cambridge University in the UK, and degrees in economics and law from the University of Natal in South Africa. Connect with Gordon on LinkedIn.
Webinar with Julius Tan, Director of Logistics for CarParts.com on how he thinks about optimizing his carrier allocation
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.