The Supply Chain Buzz is Supply Chain Now’s regular Monday livestream, held at 12n ET each week. This show focuses on some of the leading stories from global supply chain and global business, always with special guests – the most important of which is the live audience!
This week’s edition of The Buzz was a Digital Transformers edition. Host Kevin L. Jackson was joined by Dial P for Procurement host Kelly Barner to start the week off with a double dose of vitamin K and the first-ever Supply Chain Now show and tell!
In this session, created in collaboration with a live Supply Chain Now audience, Kevin and Kelly discussed:
• New research from EY about top supply chain challenges, including cost optimization and resilience
• Key steps and common mistakes for manufacturers embarking on a digital transformation journey
• How Kraft Heinz & Microsoft are partnering to accelerate supply chain innovation as part of broader digital transformation
• The definition – and existence? – of coincidences and how they shape our decision making
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.
Kelly Barner (00:00:31):
Hi everybody, and happy Monday. I’m Kelly Barner, sitting in for Scott Luton today on Supply Chain. Now’s Buzz. And I’m joined by Digital Transformers host Kevin Lal Jackson. Hey, Kevin. How are
Kevin L. Jackson (00:00:43):
You? Hello. It’s the power of the curtains <laugh>.
Kelly Barner (00:00:49):
We were joking before going live that there’s absolutely no such thing as a boring buzz, and Kevin and I are gonna promise to deliver on that right out of the gate, right?
Kevin L. Jackson (00:00:59):
Yes, absolutely. I didn’t know, did you know Kelly, that my sister’s name is Kelly?
Kelly Barner (00:01:05):
Does she spell it my way?
Kevin L. Jackson (00:01:06):
Absolutely. Yes, exactly. <laugh>. So it’s like, yeah,
Kelly Barner (00:01:10):
She spells it right then
Kevin L. Jackson (00:01:12):
She spells it, right? So, but I meant to ask you, her favorite color is green. Is that yours too? Mine’s blue is blue. Mine’s
Kelly Barner (00:01:21):
Kevin L. Jackson (00:01:22):
<laugh>. You’re not, You don’t fit in being in Boston. Your name is Kelly. You gotta like green.
Kelly Barner (00:01:30):
I know. Serious. You would think, right? Kelly Green. I know. And back in the day when I was still going by my, my maiden name, um, I was Kelly, Kristin McCarthy, living in Boston, Mass. So maybe that, maybe that checks the box so that I don’t actually have to like green as my favorite color. Okay. It’s still be on scene. I’ll let you go,
Kevin L. Jackson (00:01:49):
Kelly Barner (00:01:51):
So we have a whole bunch of stories that we’re gonna talk through today. And as everybody knows, if you’ve ever attended the buzz before, you are all just as important as Kevin and I are. We wanna hear from you as we go through this conversation. Um, and so we’re gonna open with something a little bit different. <laugh>, we’re gonna start with, I think, what’s the first ever supply chain? Now buzz show and tell. So Kevin, you’re gonna be the show part. What did you bring that you’d like to share with the other boys and girls in the class today?
Kevin L. Jackson (00:02:23):
Oh, teacher. I have an apple for you first. No, <laugh>. Oh, wow. First of all, this came up, uh, in a, in a meeting that we had, and then we were talking about, uh, cell phones. And I said, Well, no, I’m not, I’m not gonna talk about cell phones today. Um, I’m gonna talk about mobile phones and I’m brought this <laugh>.
Kelly Barner (00:02:54):
I love the Velcro sound. That’s
Kevin L. Jackson (00:02:56):
Awesome. So if you, you don’t know, this is one of the first mobile phones back phone that, uh, its my first bag phone, first mobile phone, <laugh>. You know,
Kelly Barner (00:03:08):
How old is that phone, Kevin?
Kevin L. Jackson (00:03:10):
I’m not gonna, A man never tells his, Does you ever have your bag phone? You ever have a bag phone?
Kelly Barner (00:03:20):
I never had a bag phone. I had a phone that was really chunky and my husband used to call it my satellite phone. <laugh>. It was just, it was just so big. But no, I’ve actually, I’ve never had a bag phone.
Kevin L. Jackson (00:03:32):
Well, the thing is really interesting about this, you know, you can actually plug it into your cigarette lighter <laugh>. That’s how, how you got power to it. But, um, it had, and it had this, uh, huge, um, this is a mobile phone transmitter, <laugh>. Look at
Kelly Barner (00:03:54):
The size of that thing. All right. So how heavy is it, Kevin? Give us a sense. Yes.
Kevin L. Jackson (00:03:58):
It’s, it’s, it’s about, I know, five pounds maybe. Okay,
Kelly Barner (00:04:04):
So not too heavy.
Kevin L. Jackson (00:04:05):
Yeah, five, five or six pounds. It’s not too heavy. Abstract.
Kelly Barner (00:04:09):
But you sure can’t slip it in your back pocket.
Kevin L. Jackson (00:04:12):
No. Won’t put in my pocket. <laugh>.
Kelly Barner (00:04:15):
You’d be sitting like on an angle.
Kevin L. Jackson (00:04:17):
You can sit on it though. <laugh> <laugh>.
Kelly Barner (00:04:22):
All right, so there’s your show now. I was trying to think about what I wanted to share. Yeah. And then I thought, Okay, I’m gonna do the tell. And this also came up in our meeting on Friday. Um, I know Scott was gonna try to tune in. He’s on the road. If he’s not with us live, this is gonna be a nice surprise for him later. <laugh> Scott has this favorite story from my family. So my show and tell is, I’m gonna share this story. We, a couple of years ago had a groundhog in our backyard that was doing a lot of damage. So we decided we were going to gently trap him and rehome him to a local park. So we had him in a, have a heart trap, and all three of my kids got in the backseat of my husband’s truck with the groundhog in the have a heart trap <laugh> with my daughter holding it on her lap because they wanted to bond with the groundhog. I guess this is what you get when dads are in charge. Wow. They handle to open the door, looks exactly like the handle to pick up the whole trap. My daughter wanted to look a little closer. She unintentionally released the ground hug in the truck Wow. With all three kids. And all I heard from the house was screaming because now there’s a ground hug running around in the cab of the truck with the three kids all in there.
Kevin L. Jackson (00:05:39):
Were you driving? Were
Kelly Barner (00:05:41):
You We were not driving yet. Whoa. He was still in the garage. <laugh>, the trip was still in the garage with the kids and the groundhog. Not sure where my husband was, but it was not time yet to take him to the park. So the good news is he ro rehomed himself. We did not see him after we finally got him to escape from the truck. Uh, but that is one of Scott’s favorite stories. So now we officially have it on record as part of a supply chain now livestream.
Kevin L. Jackson (00:06:06):
Wow. This is going to be in a museum somewhere. This show.
Kelly Barner (00:06:11):
You never know <laugh>. No. I’m just hoping I don’t get a call from somebody that’s concerned about leaving my kids here with me. <laugh> <laugh>. So before I get myself in any more trouble, let’s say hello to a few people that have already logged in. Wow. There’s already a lot of people here.
Kevin L. Jackson (00:06:26):
Geez, This is a big show
Kelly Barner (00:06:27):
Already. This is a big show and it’s global. Goodnight from Indonesia. Goodnight. Boy. Arthur, thank you so much for ending your day with us. We also have Cecil here from Grand Rapids, Michigan. Glad you could be with us.
Kevin L. Jackson (00:06:44):
So is it cold in Grand Rapids yet? It’s getting, it’s getting close.
Kelly Barner (00:06:48):
Oh, good question.
Kevin L. Jackson (00:06:49):
Um, my leave started falling off my oak tree, uh, uh, yesterday.
Kelly Barner (00:06:53):
It’s definitely chilling in Boston today too. So we’re starting to make the turn towards fall weather. And, Hello Gomar. Gomar and I have having, having a number of exchanges as well as my good French Shelly. Uh, we’ve been having a lot of discussion based on some of the, uh, some of the Dial P episodes that we’ve been doing. Mm. Um, ooh. In Colorado, let us know how cold it is in Colorado. Shelly, we want the update. And yes, Amanda Scott’s gonna be so excited later. <laugh>, you could, for his birthday, you can make a little audio or video clip so he can now listen to that story anytime he likes
Kevin L. Jackson (00:07:30):
Kelly Barner (00:07:31):
All right. So on that note, we are gonna start off, I’m gonna give everybody a heads up. We have four stories that we’re going to do today. The first three are actually really nice because they build on each other. And I think we’re gonna apply what we learn in articles one and two as we talk about sort of a case example in number three. And then the fourth story we’re gonna talk about is completely different. We’re gonna talk about coincidences. So start gathering your thoughts. Do you believe in coincidences? Do you have a philosophy on how they work? Start thinking about those cuz that’s definitely a place where we’re going to want some input,
Kevin L. Jackson (00:08:09):
Learn something in this show.
Kelly Barner (00:08:11):
We may, I know <laugh> starting of course with supply chain things. So take us through and, and this is interesting. So there’s three different categories of challenge in this particular EY article mm-hmm. <affirmative>. Um, and you are going to take us through the investment in digital and autonomous supply chains. So what did you get from that portion of this article?
Kevin L. Jackson (00:08:35):
Well, well, first of all, they, they focus really on three supply chain themes in this article. The first is the cost optimized supply chains are not fundamentally resilient. They break, right? So cost optimization, which is always the goal for longest time, really don’t work in today’s world. The second is, organizations are really rethinking their business models when it comes to supply chain. Cause they’re placing it at the center of their supply chain. You know, finally we get some, uh, uh, people really believe in the value of supply chain. But as you said, the third one is that companies are investing in digitalization and they’re driving towards the autonomous supply chain as a priority. Uh, so I wanted to focus on that because, you know, it seems to be the heart of digital transformation. And, and in this section, the consultancy really highlighted how networked ecosystem, the solutions for these network ecosystems provide enhanced visibility in the supply chain.
Kevin L. Jackson (00:09:55):
How digital transformation really supports improved product life cycle management, and how the future of supply chain is digital and it’s autonomous. So we’ve talked a lot about autonomous cars on the buzz, but autonomous supply chains is something completely different. Their observation is that creating a digitized autonomous supply chain also needs to be connected. Has tech connected technologies across planning, procurement, manufacturing, and logistics that work well beyond the organization’s four walls. In other words, break all of those silos between you and your business ecosystem partners. Because in this future vision, autonomous operations, in terms of lights out, hands free and self driving, where organizations use artificial intelligence across the end to end supply chain to help make predictive and prescriptive decisions. So what do you think about that?
Kelly Barner (00:11:15):
You know, the funny thing is the, the piece of it that really stands out in my mind is the self-driving <laugh>. And I know it’s not a, a literal comparison, but I think there’s gonna be a lot of trust involved here. You know, I have one of those cars that can parallel park itself. No, I wouldn’t trust my car to parallel park itself for any, I don’t, trust me to parallel park it, but I don’t want the car doing it. And now they have cars that come with a clicker so that if you have to pull out of a really tight space, you can just make the car back up towards you and then you can get in. I’m not sure I’m ready for that in an individual automobile, let alone in a whole supply chain chain.
Kevin L. Jackson (00:11:53):
Wow. So trust is, is important. Um, and this is really trust in your partners cause you’re opening up your network, your information to other companies. Let’s
Kelly Barner (00:12:07):
See. Absolutely. Now, when I looked at these three points, the one that resonated me was the piece about cost optimization and resiliency. Mm. And I certainly get that concern, but my, my procurement brain, that’s, that’s where it goes. And there were three key takeaways from that section of it. One is that we absolutely must think long term that’s challenging, but it’s an absolute must. The second one, Kevin, I’m sure this will come as no surprise. Mm-hmm. <affirmative>, we have to focus on and invest in the quality of our data because all of these autonomous self-driving things aren’t gonna be doing the right thing if they’re running on bad or old data. Right.
Kevin L. Jackson (00:12:47):
Kelly Barner (00:12:48):
And the third one comes down to cash. And, and again, this is interesting because it sort of bridges from procurement into a little bit of finance. There’s a lot of companies right now that are concerned or growing, more concerned about their working capital. And so they may be extending days on payment time. They may be extending terms on payments and contracts. But really the case that EY makes about this is that you’re pushing risk into your supply chain and in some cases creating risk where it doesn’t need to exist because now you’re forcing your suppliers to work with less working capital or cash on hand. And that in and of itself creates risk in the supply chain. So those were some interesting points that jumped out at me from that first section on, on cost optimization.
Kevin L. Jackson (00:13:35):
Well, from, from a procurement point of view, does risk cost, like, does, does risk actually add additional cost to what you’re doing? So you sort of get away from cost optimization if you increase your risk?
Kelly Barner (00:13:52):
Yeah, I mean it has a lot to do with appetite. Right. How much risk are you willing to tolerate? What mitigation steps are you looking to invest in? You know, a lot of cases are sort of go-to from a risk mitigation standpoint is making sure we have multiple suppliers, Right. That provide the same good or service. But that requires us to know a lot about our suppliers supply chains. Because if they all source a good or a material from the same supplier, we still have that choke point in the supply chain. It’s just we can no longer directly see it.
Kevin L. Jackson (00:14:24):
Yeah. That, uh, visibility across your entire ecosystem.
Kelly Barner (00:14:28):
Yes, exactly. So let me actually pause here. We’ve had a whole bunch more comments. Combin <laugh> of course. Thank you for joining us, Scott, I’m so glad that you think story that the
Kevin L. Jackson (00:14:40):
Kelly Barner (00:14:41):
<laugh> and ironically you are in Orlando with Phil Eiden from Art of Procurement, my partner there. So it’s nice to have both of you guys with us. This is like old home week. Everybody is, everybody is together here in the vaz. Uh, we’ve also got Dr. Rhonda saying hello. Hi, Dr. Rhonda. So glad you could be with us today. Morning. And my favorite thing, Thank you Shelly. That’s gonna hold me all day. <laugh>. I’ll take it. I’ll absolutely take it. All right. Kevin, you ready for the next story?
Kevin L. Jackson (00:15:14):
Kelly Barner (00:15:16):
Okay. So I promised we were building, So the first thing was around digital transformation and risks and challenges in the supply chain. Now we’re narrowing it a little bit and we’re gonna look at key steps and common mistakes around digital transformation. Mm-hmm. That applies specifically to manufacturers. So take us through this piece, Kevin.
Kevin L. Jackson (00:15:38):
Yeah. This is really interesting because in this article, Cherry Bayart views digital transformation as really reimagining the business for success by enabling it with technology. It is important to note however, that the core of digital transf transformation is people not technology. It’s the customers and the employees. This is a critical point because while change management can be a significant undertaking for any organization, digital transformation introduces an entirely new level of complexity. Uh, this type of initiative will involve every entity within the organization, which makes mistakes very likely. In fact, research suggests that 70% of digital transformation projects actually fail. This means digital transformation requires a focus on important change management items, like defining clear goals and objectives, committing the right leadership and aligning skill sets with the roles. It’s also critical and important to communicate broadly and often in order to drive adoption. Hey Kelly, this sounds a lot like John’s cos eight step change model, doesn’t it?
Kelly Barner (00:17:16):
<laugh>? No, it definitely does. I’m glad you mentioned the 70% of digital transformation projects failing cuz less stats, right? Yeah. So I’m curious to know, based on your experience, do you think that 70 is right? Do you think it’s a little light? Do you think it’s a little heavy? How do you feel about that 70%?
Kevin L. Jackson (00:17:35):
I actually think it’s probably about right. And why? Because most organizations, when they hear or talk about digital transformation, they go to the technology when it’s not really about technology, it’s about the people and they forget about the people and they sort of try to whip the people in the place saying, Go learn that technology, use the technology, and they minimize the importance of the human brain. Okay. Yeah. Um, you know, the technology has to be there to support what humans do best. So yeah. 70% maybe pushing the 75
Kelly Barner (00:18:17):
<laugh>. Yeah. The one of the things that I found interesting is it talked through, you know, again, the common mistakes and the key factors. One of the key factors I found particularly interesting was the need for hands on leadership. You know, to your point where you said people have the tendency to get the technology, put it in place, and then they say, go adopt it. Just go use it, go figure it out. And even if there’s an executive sponsor for an effort, they’re not necessarily getting their hands dirty, especially over the long term. Yeah. Um, it do you often, especially in your work, see challenges where, to be honest, executives are so busy. People in leadership roles have so many different things that they’re trying to do. It must be hard to find the mind space and the space in your calendar to play the role that the company needs you to play in these transformation projects.
Kevin L. Jackson (00:19:09):
Right. A lot of, uh, leadership is just not comfortable with technology. And that seems surprising in, in today’s world, but you still have people that, you know, have their assistance print out emails. Right. <laugh>, I mean, it’s, it’s, it’s unbelievable. You have people that, you know, just don’t understand how important it is to maintain a social presence and how social media is really part of business. And they don’t understand simple things like how to look good and how to present, um, over a webinar. So, uh, that they maybe get scared of it. These are basic business skills in, in today’s world, and all of them require you to be comfortable with technology.
Kelly Barner (00:20:09):
Yeah. What about ownership of those failures? Mm-hmm. <affirmative>, you know, there, there does need to be some level of accountability. And that’s not to say that someone needs to lose their job necessarily, or that someone needs to be personally held to account for a very large project, but I’ve read a lot of articles about the importance of failing the right way and companies that are willing to celebrate failure. But you do wonder with 70% of digital transformations failing, is there something at the end of that journey where we’re not acknowledging it as a failure or we’re not handling it the right way so that we’re not learning the lessons from that we simply sort of phase out of that effort and phase into something new without actually growing or maturing with regard to the investment in digital?
Kevin L. Jackson (00:20:56):
Well, what happens is that unfortunately, yeah, people see a failure and people get fired. But really a failure is you’re learning things, you’re learning what not to do. And from failures you can learn what to do. But when people fail in digital transformation efforts, they look to see, Okay, what else should we do? And there’s nothing else there. They have to do it again. They have to try it again. Yeah. Okay. So, uh, it’s a little different in that way, but yes, you, you have to, um, expect it to be hard, expect to have to try again and again until you get it right. Because, um, it’s, it’s the ante in business like technology is, uh, uh, a given. You, you have to use it, you have to leverage it, you have to, um, uh, interact with your partners and, and your customers and learn how to do that through technology.
Kelly Barner (00:21:57):
Yeah. So we’re starting to get some really great comments from the sky boxes. So let me pull a few of these comments in, uh, fill back to our, our conversation around handling risk management in the supply chain. If you outsource risk management to your supplier, you pay the price both literally and figuratively. And this is one of those things Kevin, Phil and I get asked a lot mm-hmm. <affirmative>, what is the number one thing that a company can do to become a customer of choice? Pay your suppliers on time.
Kevin L. Jackson (00:22:29):
Kelly Barner (00:22:30):
Right. That’s, that’s what you can do. Right?
Kevin L. Jackson (00:22:33):
Uh, well also, you know, if you pay them, if you treat them right, they will treat you right.
Kelly Barner (00:22:39):
Yes. I think a lot of companies have now learned that the hard way, especially since we’re adding on top of everything else, some economic pressures. Yeah.
Kevin L. Jackson (00:22:45):
Kelly Barner (00:22:46):
And we’ve got some input from Shelly here on going through transformation. So she has a, a close friend going through a project long term. He’s the accountant and doing triple entry to work around the new system. Wow. So they’re still working to implement something and they’re having to do triple work before it’s even fully in place. I have to think that this is an example of a warning sign. Yeah.
Kevin L. Jackson (00:23:10):
Kelly Barner (00:23:11):
Kinda comes up in a lot of these projects that if you don’t respond to it, that’s how you get the 70% failure rate.
Kevin L. Jackson (00:23:16):
That lack of communication or not having the right leadership. Um, and, and everyone who’s participating in the transformation needs to understand their role and, and yes. The purpose and what it’s going to deliver to them, let’s say what’s in it for me.
Kelly Barner (00:23:33):
Right. Absolutely. And another great point here from Jerry. There’s transactional cost and there’s total cost. And both reside outside of the risk component, driving the lowest, lowest transactional cost is just the beginning. And there’s all of these other value oriented things. Customer service, contingency planning and liability. These are all critical. So we have to think much bigger picture about risk around the value we’re trying to get from digital transformation around our partnerships with suppliers. Thinking bigger is part of how we control that risk.
Kevin L. Jackson (00:24:06):
Yeah. And, and and the effort, the effort that you put in to improve communication, the, the com improve connectivity across your ecosystem, that is buying down risk. Think of it as buying down risk or, or actually providing more value to your customers.
Kelly Barner (00:24:31):
I like that idea of buying down risk. You know, risk feels so amorphous that even if we can’t put a precise cost on it or a precise quantitative measure thinking, trying to think about it in that way, even if we’re not exactly right, we’re probably directionally accurate. I have to think that would improve decision making, especially where risk is a factor.
Kevin L. Jackson (00:24:52):
Yeah, absolutely. Um, looking at and comparing different options, unfortunately, we, we don’t do a lot of that in, in today’s world. You just do whatever the leader says. There’s not a, uh, a dialogue, uh, to determine different courses of actions and, and what the pros and cons of those different actions are.
Kelly Barner (00:25:17):
And as we saw, we’ve already discussed, if executive leadership isn’t actively involved, we may all be thinking that they’re actively involved in thinking well, they would tell us to stop or change our course of direction or make some kind of change if they felt like we needed it, when in fact we’re kind of waiting for input that isn’t coming because they’re not staying as actively involved is we might think that they are.
Kevin L. Jackson (00:25:42):
And this is another part of, of ownership in the process. You, the executives at the top may not have the point of view that you have. Your point of view may be unique. You may be seeing a problem that no one else can actually observe. So you have to take ownership, and this is part of the communications issue. Everyone has to take ownership of digital transformation and understand, uh, and really value your own, uh, point of view, your own observations and bring them up to the broader team.
Kelly Barner (00:26:28):
Yeah. You really need sort of a 360 degree view. Yeah. You can’t just have that executive view. You can’t just have an individual contributor’s point of view. You need everybody, to your point, actively owning the project and what you’re supposed to get from that investment.
Kevin L. Jackson (00:26:43):
No. Not just, you know, sitting around waiting for somebody to tell me what to do.
Kelly Barner (00:26:47):
Yeah. Speaking of sitting around and waiting for somebody to tell us what to do.
Kevin L. Jackson (00:26:52):
Kelly Barner (00:26:53):
Kevin L. Jackson (00:26:55):
You go, you feel like your boss is looking over your shoulder,
Kelly Barner (00:27:02):
Making sure we’re doing a good job, Kelly, but we’re getting emojis. I think that’s proof that we’re doing a good job. We’re getting happy face emojis. When I start seeing like, like different animals come through, or the upside down, smiley face, I’ll let you know, like, okay, we gotta, we gotta make some changes. Cause this buzz is not gonna be in that 70% failure rate.
Kevin L. Jackson (00:27:23):
<laugh>. No <laugh>.
Kelly Barner (00:27:25):
All right. So we’ve gone through supply chain key points and challenges we’ve talked about specifically within manufacturing. Let’s apply both of those together to a new partnership and announcement that has recently come out. A product that I think everybody’s going to be able to relate to <laugh>. So we’ve got Kraft Heinz and Microsoft partnering to accelerate supply chain innovation as part of a broader digital transformation project. What about this particular announcement and the partnership that it goes with caught your eye?
Kevin L. Jackson (00:27:58):
Well, really, this article describes a multi-year, year cloud and artificial intelligence agreement between Microsoft and, uh, craft. He, I guess I, I need to, uh, uh, <laugh>, that doesn’t roll off my tongue easily, but, uh, that would focus on joint innovations across operations and product portfolios. This is one of the company’s largest technology investments to date. So, so with Microsoft as Azure, as its preferred cloud platform, Kraft Heights is going to migrate the majority of its global data center assets to as Azure are. And to use SAP software as the enterprise resource planning platform on Azure. Uh, one of their joint goals is the creation of a supply chain control tower. And I’ve, I’ve heard this term used multiple times. And, and this will provide real time visibility into plant operations and automation of its supply chain distribution across craft heights entire 85 product, all across 85 different product categories. Um, and, and this innovation will be powered by artificial intelligence, the internet of things and data analytics capabilities. The partners will also create digital twins of crafts 34 manufacturing facilities in North America. And they’re going to use these digital twins to help test and perfect solutions and processes before applying them on the plant floor. I mean, this is really digital transformation.
Kelly Barner (00:30:05):
This is a huge project. And assuming I read it right, it sounded like craft HEZ is migrating from one or more existing E R P systems to sap. Do, do you think, is that how you read it as well?
Kevin L. Jackson (00:30:21):
Well, I, I’m not sure if they’re migrating from sap, but they’re definitely going from a standalone e r P to a cloud based e R P and E R P for manufacturers. Like the heart of the business. That’s, that’s like the crown jewels. Right. And remember all the arguments about is cloud safe, should we, you know, leverage the cloud? You know, you wanna keep things on premise. Well, craft hez looks like they’re all in the cloud.
Kelly Barner (00:30:52):
They certainly do seem all in. So I’ve never personally been through an E R P implementation. I’ve heard many colorful things about them.
Kevin L. Jackson (00:31:02):
<laugh> horrible words.
Kelly Barner (00:31:04):
I’d be interested in anybody that’s watching in, If you’ve either participated in an implementation or a migration from one e r p to another, I’d be interested in hearing your thoughts. Uh, this is a family show, so let’s choose our words carefully. Um, but I’d be, I’d be interested to hear, I, because I know that this is something that certainly in manufacturing, but even beyond manufacturing use of E R P is fairly widespread and it’s an incredibly complicated thing to put in place and to put in place. Right.
Kevin L. Jackson (00:31:37):
Well, you know, um, just, uh, beyond mine, a shameless plug, the recent digital transformation I, uh, interviewed, uh, Stacy Short from, from ibm, and she was talking about the 50 year partnership between IBM and SAP for E R P in the cloud. So, um, is, uh, this is a thing
Kelly Barner (00:32:05):
<laugh> Absolutely. Now, based on what we’ve read, right? We’ve talked about challenges, we’ve talked about key lessons, we’ve talked about things that e EY wants us to keep an eye on. If you were advising Kraft, he, as they start to go through this process, what are a few things that you would encourage them to focus on first, What do they really have to get right? You know, you issue the press release and it’s exciting and it’s good news, and then the work begins. So what are a couple of things that they need to be very aware of to make sure they end up in the 30 and not the 70 with a failed digital transformation project?
Kevin L. Jackson (00:32:41):
That’s a very, very good question. And, uh, it actually does go back to understanding the value of people. Everyone, you know, when something happens in the company, you know, you want to get the person release out and make sure you’re, you know, in your social media so everybody else knows. But oftentimes there is not the same sense of urgency for internal communications telling the people inside the company what you’re doing, why you’re doing it, what’s the timeframe. And it, and it’s critical not only to have the right message internally, but the right messenger internally. So that goes back to having leadership lead. Cause if the, if the team, the internal team doesn’t know what you’re doing, doesn’t know why you’re doing it, and maybe they don’t trust, uh, or don’t believe the messenger, then it doesn’t matter how many press releases you put out, you’ll wind up in that 70%.
Kelly Barner (00:33:52):
Yeah. And we, you know, you certainly don’t want that, especially with a consumer facing Yeah. Company where you have a little bit of a supply chain disruption. People can’t get their stewed tomatoes, their ketchup, their mac and cheese. Right. Next, next thing you know, they’re losing market share. Right.
Kevin L. Jackson (00:34:08):
<laugh>, don’t mess up my mac and cheese
Kelly Barner (00:34:11):
<laugh>. Exactly. Do not mess with the craft mac and cheese dinner. This is very important stuff. But the, the level of sophistication that these companies have, you know, they talk about having an autonomous supply chain and having real time visibility. Mm-hmm. <affirmative>, I mean, this is a real world example of what we were talking about earlier with these supply chains being able to somewhat function on their own. It’s absolutely incredible what’s potentially possible just to put that mac and cheese on our grocery shelf.
Kevin L. Jackson (00:34:40):
Right. And this is another important reason why you have to bring down those, those walls across your ecosystem. Um, oftentimes we are now talking about shifting from offshoring to Onshoring and to Nearshoring where this, this supply chain control tower needs to have visibility into all of those resources so that it can be able to pick and choose in an autonomous manner where to source.
Kelly Barner (00:35:14):
Yeah. Now we have a terrific comment that’s come in from Jerry. Um, when providers offer a control tower solution to manufacturers, a specific and easy to understand value proposition is critical. I have seen control towers simply duplicate processes that are already in place. I think this is such an important point that can’t be made often enough. You are not going to drive change or transformation or roi even if you bring in the best digital solution in the world, if you force it to fit to your existing processes that have just grown up over time. What do you think Kevin?
Kevin L. Jackson (00:35:54):
Well, I think it’s important to, uh, really bring out what a control tower is. Imagine it’s, it’s high, right? And it’s overlooking everything that’s happening on the airport, cuz it has these big windows that you can see through, and the people inside have the binoculars and the radios, and they can, they have complete visibility and complete communication to everything that’s happening on the airport. So what a controlled tower is about visibility and communication, <laugh> not, not just duplicating processes.
Kelly Barner (00:36:41):
Yeah. And it’s, it’s so easy because as human beings it’s very hard to change and we probably put too much stock in the way things currently work. Yeah. Whereas if we’re looking to transform, that suggests that there’s a better way to do it or there’s more value to be gained and we have to make the right decisions about what to change. Cuz we won’t, we don’t wanna just change everything for the sake of change, but we do have to be willing to alter and optimize the way that we do things in order to get some of these benefits.
Kevin L. Jackson (00:37:10):
Right. And, and change cannot be successful if it’s done in isolation. It’s not a, uh, you know, pictorial change. It’s a, it’s an informed change.
Kelly Barner (00:37:24):
Absolutely. And we, I think Shelly has captured this perfectly, implementing first e r p systems in entrepreneurial companies is bleep
Kevin L. Jackson (00:37:34):
Kelly Barner (00:37:36):
That’s pretty much what I’ve heard. Like I’ve said, I’ve never experienced an E R P implementation. I’ve heard they’re unbelievably intense. Uh, but this sentiment sort of represents what I’ve heard.
Kevin L. Jackson (00:37:47):
Yep. Uh, I’m glad, uh, I I guess this is one of the things you don’t, don’t wanna have audio on. Right.
Kelly Barner (00:37:54):
<laugh>. So we have one last story today that we’re gonna do, Kevin, and I’m glad we have a little bit of time because you and I talked in advance. You’ve done sort of some of your own reading and research in this area, so this is gonna be a complete turn to something totally different. There was a recent article in the Wall Street Journal about the hidden power of coincidences. Mm-hmm. <affirmative>. So I’m not just picking this sort of personal light reading article out of nowhere. This was in the Wall Street Journal and it really, it captured my imagination and I found myself even a day or two later Wow. Going back and continuing to think about it. Um, I’m someone that a lot of times will think to myself, there’s no such thing as a coincidence. Okay. Um, you know, we, we try to find meaning in things and the way we interpret things that seem like coincidence is certainly varies by person based on your belief system, based on your tradition.
Kelly Barner (00:38:52):
But in this article, there were four different kinds of coincidences. So there’s serendipity, which you can think of as sort of like a happy accident. Something that’s just a surprise, synchronicity where events that are completely disconnected seem related because we’ve associated some kind of meaning between them. Okay. There’s seriality. So an example they gave in the article was if you see a heart shape, you see it in leaves, you see it in clouds, you see it in flowers. If, if your eye is attracted and you see that shape, if you start to associate meaning with that, that’s a type of coincidence. And the fourth one, this is tough sim sim opacity, sim spacity is feeling someone else’s pain or distress or worry from a distance. So having the sense that something that’s happening to you, or the way that you’re feeling indicates that someone that you’re close to, someone that you care about is experiencing an associated sentiment someplace else.
Kevin L. Jackson (00:40:00):
Oh, that’s not, uh, you know, psychic
Kelly Barner (00:40:03):
<laugh>. It could be. It certainly could be. But Kevin, you came up with an article that actually had a few more types of coincidence.
Kevin L. Jackson (00:40:12):
Yeah. So it’s point counterpoint time on the buzz. No <laugh>. But, um, actually Mark Boyd wrote an article in Medium in which he identified seven unique types of coincidences. And I asked the, uh, that team in the back that make this look so good, Katherine and Amanda, and thanks again for all the support you give for us. Um, but, uh, Juan that he ex he extended those four to one, he let’s referred to as deja vu. So this deja vu is when you do something and feel that somehow you did the same thing at a earlier time or in another life. Right. The modern form of this would be a little differently in that you may experience something in the virtual world or online and then later, later on it a crossover and feel like a physical world experience. So, so that’s sort of beja vu.
Kevin L. Jackson (00:41:27):
You, you do something and you think you did it before, but actually it was a experience online, maybe a, a video or, you know, the metaverse <laugh> Metaverse dejavu, uh, <laugh>. And the other one he talked about was called Spotify sync. I mean, I don’t listen to a lot of Spotify. I’m a SX xm. Oh, Pandora kind of prep God. Right. But, but Spotify sync occurs when you may be writing something and as you are writing the words, the song on your playlist reaches the exact same point. So the word that you are writing is the same as what you are hearing. Uh, but he also said there could be more than 11 types. So, uh, you know, he’s kinda, uh, uh, but those I I kind, uh, relate to the deja vu and the Spotify.
Kelly Barner (00:42:30):
No, I do too. Definitely deja vu. That’s funny because I didn’t think about that as a type of coincidence, but it does seem to fit in with all this where you, you give meaning to something. You have sort of this flash moment and you think, Yeah, okay, this is creepy <laugh>. I feel like I’ve been here before. I feel like I’ve seen that before. I definitely, I definitely have dejavu. Do you have dejavu Kevin?
Kevin L. Jackson (00:42:52):
Yeah. All the time. And, uh, and sometimes you really think back and it just feels that you can’t place it. Right. And, uh, that we are operating in, uh, the physical and virtual world so often we’re going back and forth, back and forth. Uh, I’m, I mean, I’m online quite a bit and there’s lots of times people come to up to me and say, Hey, uh, you’re Kevin Jackson. Right? I say, Well, yeah, where do we meet before <laugh>? And, and it’s like, uh, you don’t wanna say I’d never seen you for my life. Right.
Kelly Barner (00:43:36):
Kevin L. Jackson (00:43:38):
But oftentimes they trying to figure it out. Oh yeah, I saw you on a webinar, or I saw you on the buzz went wink. Um, they, they have seen me, but I’ve never seen them.
Kelly Barner (00:43:54):
Right. No, that’s, that’s interesting. So this is where I can see, I’ve got a couple of comments that have come in, uh, but this is definitely where we wanna hear from the sky boxes. How do you feel about coincidences? Are they real? Uh, how much stock do you put in them? I mean, given that this article was in the Wall Street Journal, I did find it interesting that there was sort of a, a set of professional examples given. So people, if they’re deciding between multiple jobs mm-hmm. <affirmative>, they will look for something of meaning to help be the tiebreaker. Oh, well, the, the person that would be my boss likes the same sports team as me, or the person that would be at the next desk to me grew up in the same town that I did. Little coincidences like that can end up influencing the decisions that we make.
Kevin L. Jackson (00:44:45):
Oh, I do you believe in planned coincidences? Like, um, you know, I admit if I go to a business meeting, you know, one of the first things I will do is look that person up on LinkedIn. Right? Yeah. And, you know, so when you walk in, Hey, you know, we went to the same school. Oh, hey, we lived in the same a coincidence. Those
Kelly Barner (00:45:08):
Are just good people skills. You’re doing your homework
Kevin L. Jackson (00:45:11):
Kelly Barner (00:45:11):
Yeah. Now we do have, Shelly agrees with us that deja vu is wild and she likes serendipity, but she does not believe in coincidences.
Kevin L. Jackson (00:45:23):
Kelly Barner (00:45:25):
So in other words, if it happens, it was meant to happen. I mean, I’ll certainly think to myself, Okay, the universe is telling me that I should do this. The universe is telling me I should stop doing that. You even working at home by myself and not being in an office setting, you can get a vibe to the day. Right. I’ll think like the first two calls of the day went really well. Okay. Maybe like the energy is right today to Yeah. Try something that’s a little bit more of a risk. Or if the first two calls of the day are a little bit challenging in a way, I didn’t expect, Okay, maybe I’ll put this riskier email or, or call off for another day.
Kevin L. Jackson (00:46:02):
So here it makes me think, is there a difference between a coincidence and faith? Are they two different things, both sides of the same coin? Um, because when you say coincident, it’s sort of like, you know, there was no hand in it. It just, just happened. But faith is the hand of God or, or some supreme being that made it happen. Well,
Kelly Barner (00:46:30):
And it’s interesting because across these different types of coincidence, if, if we’re using that word, I mean, you can look at it and you can say, Okay, is this thing that I’m associating meaning with, causing me to make a good decision, causing me to take a bad decision? Right. Some of the things seem a little bit more harmless. Like maybe every time I see a cardinal, I associate that with some kind of special meaning, whether it’s someone from my life that’s passed away that’s looking out for me. Uh, certainly even from, um, Oh, what a wonderful life. Every time a bell rings an angel gets its wings, we start to associate meaning with these things. Oh my. Do you have a symbol or a sound? Is there, is there anything that you always sort of are, are on the lookout for that you associate meeting with?
Kevin L. Jackson (00:47:18):
No, I try to avoid that. It’s too scary. <laugh> <laugh>,
Kelly Barner (00:47:23):
Let us know if you have something. I mean, certainly in the article it talked about, uh, there was a family, family that saw hearts. There was a hiker that, uh, had a friend he had always hiked with, and they got to the top of one particularly difficult summit. And there was a whole flock or whatever you call a big group of ladybugs. I don’t know what a big group of ladybugs is called. A whole flock or heard of ladybugs.
Kevin L. Jackson (00:47:46):
I heard of lady bugs,
Kelly Barner (00:47:48):
Heard of ladybugs. Yes. C of lady
Kevin L. Jackson (00:47:50):
Bug, of course, <laugh>.
Kelly Barner (00:47:52):
And then his friend sadly passed away and he was having trouble getting back into hiking. And so he went for a hike. And at every turn in the course, there just happened to be a ladybug. Wow. And he took that as a sign that his friend was with him or that he was doing the right activity. At least that’s a case where it’s it’s a positive association. Right. Not really taking a risk.
Kevin L. Jackson (00:48:16):
Yeah. Yeah. Right. I’ll, uh, try to look for those ums.
Kelly Barner (00:48:21):
We’re gonna have to give you one, Kevin. We’re gonna have something for you.
Kevin L. Jackson (00:48:25):
Kelly Barner (00:48:26):
But even you, you maybe if you’re looking to buy a new car, and I don’t know, you’re looking at a Ford Explorer, a Chevy something, and all of a sudden you see them on the road all the time because you’re so much more in tune to it.
Kevin L. Jackson (00:48:37):
Right. Right. I have to look more often be more at tuned to my surroundings.
Kelly Barner (00:48:42):
I know we all have to, like, especially on a Monday, if you think about it, we have this whole week to sort of get in sync with, with all these things. Um, Dr. Rhonda is, is sharing that she just accepted a job. There was a result of two years of coincidences occurring in her life. Uh, she never would’ve taken the job. Wow. Wow. Without some of these other things happening. Um, and she’s moved to a new place. So Dr. Rhonda, first of all, congratulations. Good. Uh, good for you for being willing to do something new and to sort of take some of these other factors into your decision making process. We will, uh, we will hope that you absolutely made the right decision, but thank you. Sharing. Not a coincidence.
Kevin L. Jackson (00:49:26):
Not a coincidence. That’s fake. Yeah.
Kelly Barner (00:49:30):
And Amanda, uh, she believes that things are meant to be, or intentional, uh, signs of God’s hand in our lives. Not coincidences. I associate meaning with thoughts, occurrences and gut instincts constantly. Oh, you have to have good gut instincts.
Kevin L. Jackson (00:49:46):
So she, she must feel that, you know, the higher power is making these things happen. That’s the, that’s the fate side, you know, it happens because it’s supposed to happen.
Kelly Barner (00:50:00):
Exactly. Or she’s being shown the way. But we do all have to be very tuned in. I mean, as, as disconnected as it seems. I think if people were a little more plugged into their surroundings, maybe some of the challenges we see even around something like digital transformation,
Kevin L. Jackson (00:50:16):
<laugh> would’ve happen. Absolutely. Right.
Kelly Barner (00:50:19):
We have to be looking for the signs.
Kevin L. Jackson (00:50:20):
Digital transformation is your fate. <laugh>.
Kelly Barner (00:50:26):
Not that you’re partial
Kevin L. Jackson (00:50:28):
<laugh>. No, not at all. <laugh>.
Kelly Barner (00:50:31):
So to that point, and thank you again Dr. Rhonda for sharing your good news. Um, let’s also talk about what you have going on professionally and at digital transformers. Um, Kevin, any good news or, or big goings on that you wanna have the opportunity to share?
Kevin L. Jackson (00:50:48):
Yeah, absolutely. And, uh, really good news. Um, so you may, uh, many of the audience may know that, uh, I recently that this year I was part of a, uh, group of, of, um, 32 authors. And we wrote a book called Quick, Quick Quit List, Q U I T L E S S Quit List. Um, and the book won a reader’s favorite award in the nonfiction anthology category. Um, so, uh, I’m doing a shout out to my 31 co-authors. The book is an honest and thoughtful look at the mental fortitude and dexterity it takes to be an entrepreneur. Um, it’s a USA Today and a Wall Street Journal bestseller, and I’ll ask, I was 14 to put a link in it, but I’m really proud of that. I have one, uh, one chapter in that. But if you are an entrepreneur, and, and that’s a big thing nowadays, you know, pick up quit list.
Kelly Barner (00:51:58):
Now, what was the focus of your chapter?
Kevin L. Jackson (00:52:00):
So my chapter talked about, uh, when I went to the Naval Academy, um, and how I just couldn’t swim <laugh>.
Kelly Barner (00:52:10):
I no <laugh>,
Kevin L. Jackson (00:52:12):
No. Right. No. I wanted to fly, but I couldn’t swim. And, uh, so, you know, I kept failing all the swim tests, uh, at the Naval Academy. And, uh, my, my best friend who later was my, um, uh, best man at my wedding, um, uh, Admiral Arthur Johnson, um, we were going through the exact same thing, <laugh>. And we took, we took each other out to, uh, dinner down in, uh, Pensacola, going to flight training down in Pensacola. We bought each other a steak dinner <laugh>, because we had both failed. I was <laugh>. So we, uh, remember, you know, sort of sitting on the curb outside of the restaurant. We were just sort of, you know, looking at our wounds. And, uh, he looked at me and he said, I’m not gonna let you quit. If you even think about quitting, I’m going to, uh, a lot of, uh, four other days,
Kelly Barner (00:53:16):
<laugh>, just going back to Shelly’s email earlier, that phrase
Kevin L. Jackson (00:53:19):
Right, right. That phrase. Right. And I looked at him and said, Artie, if you ever think about quitting, I’m going to repeat his words. Right. <laugh>. So it was, it was, it was sort of like, you know, I’m never going to quit. Uh, and that was quickness is about, you know, if you’re an entrepreneur, you have to have a dream and you have to have that faith, uh, that you’re going to succeed. Um, so you, you can’t have quit in you. So that, that’s, that’s what it’s all about.
Kelly Barner (00:53:54):
Did you both end up passing the swimming test eventually?
Kevin L. Jackson (00:53:57):
Yes. We were both wind up passing. We both became aviators. He flew and he, he became an admiral in the Navy. Um, I, I retired after, uh, I was a commander and I, I retired after 24 years. I not, no, uh, 14 years, actually 15 years. Uh, so, uh, we both had long and, uh, uh, great careers. Um, and I guess that’s why I became a entrepreneur. Right. I just, I I love being on the edge. Um,
Kelly Barner (00:54:28):
And because you probably weren’t gonna make it as a swim instructor.
Kevin L. Jackson (00:54:30):
No, no, not, that wasn’t gonna be it. Um, so, uh, uh, you also asked about, uh, what’s happening professionally, Right. So, uh, let’s talk about digital transformers because on the, the, our next episode of Digital Transformers drops on Monday, next Monday, um, and it’s gonna be my interview, uh, with Rob Kushman, the IBM worldwide leader on supply chain transformation. And, uh, Debbie Powell, she’s the digital transformation leader for IBM systems supply chain. So these, uh, awesome, awesome, uh, individuals are going to talk about how smart leaders are turning to a new trifecta of hybrid cloud data and artificial intelligence to navigate their way out of supply chain chaos. So it’s a lot like what, uh, craft heights I is doing.
Kelly Barner (00:55:36):
So if you don’t want that digital transformation project that you’re in the middle of, or that you’re about to begin to fail <laugh>, make sure you’re listening to every single episode or watching every interview of digital transformers that comes out. Um,
Kevin L. Jackson (00:55:48):
So what’s on do p this week?
Kelly Barner (00:55:51):
Ooh, what’s on do p <laugh>? Uh, this Thursday’s episode is actually also potentially looking at a failure that has not yet happened. Oh. Um, I’m taking a look at a movement that’s underway in Europe. Uh, the European Union is looking to put in place what they call the single market emergency instrument. Speaking of things that don’t roll off the tongue <laugh>. Um, but it’s, it’s basically a response to some of the supply chain disruptions that happened during the pandemic. And if another emergency is declared, and there’s a whole process for this, it allows people in Brussels to effectively take control of supply chains and private industry in all of the different member states. So there’s a little bit of controversy there, a little bit of question about overreach. Uh, but I’ve researched that and that’s what I’m digging into on this Thursday’s episode.
Kevin L. Jackson (00:56:43):
Well, you know that, What about national sovereignty? I mean, I know that’s a, that’s a, this sounds like a, a a huge issue.
Kelly Barner (00:56:52):
Yeah. Well, and it’s funny that you say that, Kevin, because when I started reading about it, my first thought was, I’m too American to think this is a good idea. <laugh>. I, I don’t
Kevin L. Jackson (00:57:02):
Kelly Barner (00:57:03):
Somebody in some other country or some other multinational organization making decisions about what happens at my company and my supply chain and my country. And, and I think there are real concerns, partially because of another of the things we talked about today. And that’s information in order to make this work, the level of transparency and information sharing that you need is very high. And you can understand why companies would not wanna necessarily open their books completely, draw back all the curtains so that people in another country outside of their industry can see exactly what’s going on inside their four
Kevin L. Jackson (00:57:37):
Walls. So this is trust, right? You don’t trust your car. Now you’re talking about every nation trusting every other nation with their supply chain. Oh, I know. <laugh>,
Kelly Barner (00:57:49):
How could it possibly go wrong?
Kevin L. Jackson (00:57:52):
Kelly Barner (00:57:53):
So as we start to, to wind down our, This was a fast hour, Kevin. We’re not
Kevin L. Jackson (00:57:59):
Getting that Ali.
Kelly Barner (00:58:00):
No, almost. We’re getting close, but we’re getting great reviews from an important place. Uh, so we’ve got, um, great thoughts. I’m so glad that, uh, that you think we’re doing a good job, Scott. Great. Better look out
Kevin L. Jackson (00:58:14):
Kelly Barner (00:58:15):
The power of the case.
Kevin L. Jackson (00:58:16):
I don’t know, to let us back on again. <laugh> <laugh>
Kelly Barner (00:58:21):
And we’ve definitely got some, um, things. Thank you so much, Catherine. Amanda, um, they’re managing production behind the scenes for us today. Yes, definitely check out your book and we’ve got all kinds of congratulations. We’ve got Congratulations from Shelly, we’ve got congratulations from Dr. Rhonda. Oh,
Kevin L. Jackson (00:58:40):
Thank you. Absolutely.
Kelly Barner (00:58:41):
Thank you everybody. Check that out and then let us know what you think. Love to hear other people’s thoughts on books. Uh, so Kevin, this was really fun. We should absolutely do this again.
Kevin L. Jackson (00:58:53):
Absolutely. I love this.
Kelly Barner (00:58:55):
So no coincidences, if we’re back again is because we did a good job. Um, but I would
Kevin L. Jackson (00:59:01):
Like to coincidence, our name starts with the same letter
Kelly Barner (00:59:05):
Kevin L. Jackson (00:59:06):
<laugh>, that’s fake
Kelly Barner (00:59:07):
In Indeed. They do. That is fake. We were meant to host this session together.
Kevin L. Jackson (00:59:11):
Kelly Barner (00:59:12):
Awesome. Well, Kevin, thank you so much for being here. You mentioned digital Transformers. If people want to connect with you, wanna learn more about your book, book, what is the best central place to send them?
Kevin L. Jackson (00:59:23):
So, um, I’m everywhere on social media, uh, LinkedIn, uh, and, uh, Twitter, Kevin underscore Jackson, or I’m on Instagram and, and, uh, Facebook, uh, digital Transformers. Um, and or you can just meet me here the third Monday of every month on the best
Kelly Barner (00:59:45):
<laugh>. Awesome. And similar to Kevin, if you’re looking to find me someplace I’m not hard to find. LinkedIn is a good place to start. Uh, but thank you so much to the, the production team, Amanda and Catherine, thank you to Scott and for everybody else who tuned in. Uh, we appreciate you, whether you were with us live or whether you’re listening later on demand, we’re glad that you decided to spend part of the first day of your week with us
Kevin L. Jackson (01:00:11):
And thank you in Indonesia for staying up.
Kelly Barner (01:00:14):
That’s right. I know some night hours. Um, but it’s tradition, Kevin, we gotta close the show the way that the big boss man always does. So <laugh>, do good, give forward and be the change that’s needed. On that note, I’m Kelly Barner. I’m joined by my co-host Kevin Al Jackson. Thank you so much for being with us for the buzz, and have a terrific rest of your day.
Thanks for being a part of our supply chain Now, community. Check out all of our firstname.lastname@example.org 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.
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.