Supply Chain Now
Episode 968

Eighty percent of the data that you need to run your supply chain effectively is really outside of your business, in the hands of your partners. It's in the hands of your 3PLs, your carriers, your suppliers, the customs agent. It is this external universe of data sources, of visibility that you need to bring into your organization.

-Monica Truelsch

Episode Summary

In 2022, visibility is so much more than “Where’s my stuff?” Join Scott and Karin as they discuss the rise of multi-enterprise supply chain business networks with Infor’s Monica Truelsch. You’ll get Monica’s nuanced perspective on visibility as a combination of insights related to supplier capability, network capacity, and financial viability—and find out how companies can move beyond compiling data to take value-added action.

 

Episode Transcript

Intro/Outro (00:03):

Welcome to supply chain. Now the voice of global supply chain supply chain now focuses on the best in the business for our worldwide audience, the people, the technologies, the best practices, and today’s critical issues. The challenges and opportunities stay tuned to hear from those making global business happen right here on supply chain now.

Scott Luton (00:33):

Hey, good morning. Good afternoon. Good evening. Wherever you are. Scott Luton and Karin Bursa here with you on supply chain now. Welcome to today’s live stream Karin. How are we doing?

Karin Bursa (00:43):

Excellent. Thanks for asking. Good day to everybody. Who’s with us. So glad you’re here.

Scott Luton (00:48):

Definitely. We got a big, big show teed up here today. We gonna be talking about why supply chain visibility is not enough, no longer. Is it us answering the question? Why supply chain visibility it’s Hey, you better? You better get it. And you better make a big impact with it, right? Correct.

Karin Bursa (01:06):

Yeah, absolutely. You know, Scott in my work as a, as an industry advisor, when I’m working with chief supply chain officers and their teams, I hear visibility in the top three goals all the time. And we’ve gotta ask questions about what that means to the business. So I’m really intrigued to hear what Monica has to share with us today on why visibility is not enough, what other elements we need around that

Scott Luton (01:35):

Completely agree. Kind of some of the things you mentioned there, remind me of the old joke, you know, the dog that chases a car, and when he finally gets it, what does he do with it? It’s kinda like supply chain visibility once you’ve got it. What do you do, right? Yeah. So, absolutely. We’re gonna dive deeper on that and folks we’re, we’ve got a great guest here. We’re gonna bring on in just a couple minutes, but we wanna hear from you too. So we hope you’ll, uh, share your take throughout to the next hour or so in the sky boxes, uh, the cheap seats, uh, club level, whatever we wanna call it here today, but, um, you’re also, the starter show will be swooshing in your comments regularly. So with that said before, bringing our guest, Karin, let’s share a couple of folks and say, hello, couple folks that are here today, starting with, uh, Brenda, Brenda Allen, back from Tennessee via LinkedIn. Great to see you, Brenda. Hope this finds you. Well, it’s been a little while. I bet it’s pretty and it’s hot, but it’s pretty up in Tennessee. You ever dreamed it through Tennessee. Karin,

Karin Bursa (02:38):

I have it’s it’s beautiful.

Scott Luton (02:39):

It is gorgeous.

Karin Bursa (02:40):

You know, it’s, it’s a, all of Tennessee is beautiful, but, uh, and it really is nice.

Scott Luton (02:47):

You certainly stop and get some world class barbecue too, don’t you?

Karin Bursa (02:51):

Mm, yeah, absolutely.

Scott Luton (02:53):

<laugh> Gary Smith is tuned in from New York. One of our faves here, tune nav via LinkedIn. Gary. Hope this finds you. Well, I think I saw one of your recent blog articles published. So, uh, keep the good stuff coming. I look forward to catching up with you soon. <laugh> we got some interesting comments. I’m gonna scoot, uh, uh, skip right over here today. Hey, one of our liveliest participants here lately. Great to see you again, master Sergeant Jeremy during, uh, from Topeka, Kansas, he is either in or getting close, getting will be kicking off his transition to the private sector soon. So great to see you, Jeremy, Shelly Phillips. Talk about dynamos Karin. We’ve all enjoyed. I think last time you were with us on the buzz, Shelly was bringing it right? She

Karin Bursa (03:38):

Was bringing it. Yeah.

Scott Luton (03:39):

So Shelly,

Karin Bursa (03:40):

I like it. I like it. And Jeremy, thanks for joining us too. It’s good to have you here

Scott Luton (03:44):

Keeps us on our toes for sure. And it just adds to the, the insights of the conversation, uh, produces, but Shelly, good morning to you out in beautiful Colorado, Shelly of course tuned in via LinkedIn. Of course, the production team clay, the diesel Phillips, because his engines always running clay. Great to see you appreciate all your help. Katherine, Amanda, Chantel. Appreciate what all y’all do to keep production running here. The, the content factory cor doesn’t run on, on wishes and, and wanna dos, right? It takes real elbow grease. Huh?

Karin Bursa (04:16):

It does. It does. It takes, um, some real skill <laugh> and attention to detail. And we appreciate everything that happens to, uh, to really share, uh, what’s happening in the industry on a regular basis. So thanks to the whole team,

Scott Luton (04:30):

Well said, see him. Great to have you here. Once again, from greater Philadelphia V LinkedIn, I saw you and Greg’s exchanges on his commentary this morning. Uh, love it. So keep it coming. And we look forward to your perspective here today on our discussion. Christina tuned in from Fort Lauderdale home of, of course, Florida, the sunshine state looking forward to discussion the all star session. Christina, I agree between Monica and Karin, we got a couple of all stars and I look forward to your perspective as we add to the conversation, big ball, I believe. And if I got that wrong, I apologize. Let us know. We’ll get everybody’s name, right? My Georgia English sometimes, uh, makes it difficult for me, me to work my way through conversations, but great to see you here. Yes. Spot chain management, family supply chain, now family. Um, and of course you are TuneIn via LinkedIn from Pakistan. So great to have you here today. Look forward to your perspective, Omar from chiro Egypt via LinkedIn. Great to have you here today on one final, Kari.n Katherine, part of that skilled talent that you alluded to earlier, her and Amanda Clay and Chantel making it happen here on a humid Wednesday morning in Georgia, right?

Karin Bursa (05:47):

It is humid, but it’s, it’s a little cooler than it has been, which is most welcome.

Scott Luton (05:52):

Yes. Agreed. Agreed. I know we couldn’t hit everybody here today, but we wanna work your comments in throughout the conversation. So keep it coming. AMRI from, from Canada, Yesi from Pakistan, Jonathan, New Jersey, Ricardo from Elizabeth. Uh, y’all keep it coming and we wanna, uh, welcome, uh, all of you to the conversation here today. Okay. So cor, now that we’ve teed up our conversation, I’m really excited to have a repeat guest back with us. She created quite a ruckus. I think her agent was getting a lot of calls to, you know, share a lot more of her, uh, home run perspective. So great to have her back. So with no further do wanna welcome in Monica tr senior director supply chain management strategy within four. Hey Monica, how are you doing?

Monica Truelsch (06:37):

Doing very well. Scott, how are you? Hello, Karin. Lovely to see you both again. Great

Karin Bursa (06:42):

To see you. Thanks for joining us today, Monica.

Monica Truelsch (06:44):

Absolutely. My pleasure.

Scott Luton (06:46):

So we have got quite a conversation teed up here today. I’m looking for Karin and I both are looking forward to what you’re gonna be sharing today. Last time I, I think I grabbed some diet Coke and popcorn based on what you and the car we brought to

Monica Truelsch (06:57):

The table. <laugh>

Scott Luton (06:58):

But today let’s, let’s start. I wanna start with a, kind of a, a, a fun question to, to get us started before we start talking and dive deep into supply chain visibility, you know, here at supply chain now do deeds, not words, really doing good giving forward, you know, helping others. It’s it’s really important. It’s kind of baked into our culture and our DNA. So with that said, Monica, I think there’s a lot of kindred spirits between the three of us here. It is national nonprofit day. Uh, what a great holiday that is. There should be parades everywhere for that. But Monica, I’m gonna ask both of you and Karin, we’ll start with you, Monica, what’s a nonprofit or charitable initiative. That’s really important to you.

Monica Truelsch (07:36):

One of my favorite nonprofits charities and so forth that I’ve been supporting for many years is doctors without borders for our friends overseas, MI Fortier, I believe. Um, it it’s, it’s just so important. The work that they do, we, we forget in the us with our rich healthcare infrastructure, how access to just basic medical care can be so life changing for many people around the world. And I think the work that these, these, these doctors and nurses and and health professionals do, uh, is, is just superlative and, and wish I could support them even more. I also wanna put in a quick plug for a nonprofit that in, for, uh, an in, for nexus has recently become involved with called parlay for the oceans, P a R L E Y. And they’re doing some really innovative work to take, uh, waste plastics out of the oceans and start an entirely new circular supply chain to process that plastic, put it back into manufacturing cycles again, to create new products for us. So I think it’s a, a very worthwhile startup effort on their part. And I, I hope they really get some, some traction,

Scott Luton (08:51):

Uh, Monica. I love both of those causes. Uh, so thank you very much for sharing Karin. I know much like Monica that nonprofit giving back giving forward. Is it really important to you? What’s one of your favorites.

Karin Bursa (09:02):

Yeah. So, um, here in the south, we have just kind of completed two weeks of back to school activities. And one of the foundations I’m on does back to school supplies for children in need. And we were able to provide back to school supplies for nearly 40,000 children living at the poverty level. Wow. Right here in my backyard, in the greater Atlanta area, which is just heartbreaking to me. So it, it is a lot of fun. We get to leverage some of our logistics and supply chain expertise and getting that distribution out to the children and teachers in title one schools and Scott, you, and several members of the supply chain. Now team also helped with the empty stocking fund and making sure that that those kids also have gifts at the holiday time. So thanks for the hands on making it happen. I really appreciate that.

Scott Luton (09:57):

Well, had a blast. We’re gonna be doing it again soon as you know, uh, it tested my picking and packing skills, all of our skills, but Hey, I love that practical calls that, uh, you and, uh, the empty stocking fund do. And, and, uh, thanks for sharing. And thanks for inviting. It’s heartbreaking that there’s such a need, but man, to do something about it in a very meaningful and practical way is, is a really important part of the journey. So thank you, Karin and Monica for sharing, I should add one more. You know, we, we are big, very passionate about serving our fellow veteran community here. Vets to industry.org is a nonprofit serves as a powerful clearinghouse of information and resources for folks like Jeremy and many others that are transitioning them and their families mm-hmm <affirmative>. So y’all check that out. Uh, lots of great information

Karin Bursa (10:43):

And Scott, don’t forget the, the good work with hope for justice as well, that the supply chain and procurement awards, you know, all of the, the proceeds from that went to, you know, very, very impactful cause.

Scott Luton (10:57):

Uh, Karin, I appreciate that. It’s amazing what you can forget in the moment, but hope for justice, uh, the leading global nonprofit attacking and, and going out to eradicate human trafficking and modern slavery. That’s a great call out Karin and, uh, they’re doing wonderful work. All right. I’ll tell you. I’d love to spend the next couple hours talking about some of these real purposeful leaders, but Hey, in many cases they’re powered by global supply chain teams everywhere. So I, I wanna share just a couple quick comments before we dive into the main subject Lauren Coman. Great to have you here, Lauren. Great to see you other day, having worked in nonprofits for over a decade, we would always do big drives around this time of year. Kind of what you’re saying. Karin, you’re giving me flashbacks a bit, appreciate your service for sure. Julio. Great to have you back with us, Dr.

Scott Luton (11:42):

Julio, uh, she’s gonna be on listening mode, great topic to discuss you bet. And we had one other, uh, lots of other comments I can’t get to, but you’re right, Jeremy. It is a, a global event global audience here today. So thanks for everybody. And we’re gonna try to weave in your conversations or your, your, your, uh, perspective throughout, but Monica and cor. So we’re here to talk about supply chain visibility and how to get it in some ways, and then what to do with it. And, and the real impact you can have. I wanna start, you know, visibility has become, I would argue kinda like lean was maybe 10, 12 years ago, 15 years ago, perhaps it was just so cliche, you know, everyone dropped it in conversations. They’re having, I think in a way, in a way visibility has become one of those words too. Everybody’s saying it everybody’s on the tips of my tongues. So as we level set here on the front end, Monica, how would you define supply chain visibility?

Monica Truelsch (12:40):

Well, there’s no single definition for supply chain visibility. And I think that’s tripping us all up in the industry a little bit because when you speak with people about what supply chain visibility means to them, it can be very, very different. Uh, I’m just going to go back to the, the origins of GT nexus. What is now in Forus under the Infor family. When we started as a cloud network for companies that were involved in the container shipping of goods from overseas suppliers, mostly into north America and Europe. And when we created a product called supply chain visibility, it was very order centric. I mean, we, uh, were involved in a, a multi-party, uh, supply chain process, the global import and export of goods. There are many stakeholders, many participants. So, uh, visibility, wasn’t just about the goods in motion, you know, where was the carrier or where was that container?

Monica Truelsch (13:42):

But it was also about connecting with the supplier. I is that order gonna be ready to ship when I need it to be, uh, is there tier two material? Is there tier three supplier that is holding up the production schedule and does it affect my, my downstream responses? So, uh, supply chain visibility to me is really, um, an operational way of thinking about all of the components of supply chain. I think it’s particularly challenging on the inbound side, that first mile of supply chains, where it is far more complex, frankly, and you’re, you’re crossing borders with many of your partners as well, which adds a whole nother element of, of time and complexity and, and confusion and translation. But if you can bring together the parties that are involved in making your global supply chain work, and frankly, we all have exposure to a global supply chain nowadays, I think COVID made that very apparent to us, right?

Monica Truelsch (14:43):

You might have thought you had local suppliers, but they’re dependent on a lot of things coming in from overseas too. It is really this, um, connectedness, this, this order centric view of the supply chain. And also it is about flow. We’ve always on, on the nexus perspective, uh, looked at supply chains as not just the, the physical flow of goods, but there is a financial flow there’s money flowing back and forth to suppliers and carriers and service providers and all of this. And then there’s data about those two things that also has to flow back and forth. So I think finding the optimal, um, convergence of information about the flow of goods, the finances, and then sharing the data with all of the necessary stakeholders to make things more efficient that really constitutes what supply chain visibility means in the broadest sense. Mm, Karin.

Karin Bursa (15:40):

Yeah, that, I mean, that’s a, that’s a very broad and, and comprehensive perspective. So I really like that. And Monica, I applaud you and the N four team for bringing in that financial supply chain aspect as well, because a lot of businesses really have yet to even start initiatives in that area. The flow of goods is usually where we hear about it starting. And, you know, with tech talk, we talk about replacing risky inventory with valuable insights, right? And those insights come from that data, that movement, et cetera, so that we know when we can supply our customers. But when you think about this Monica, who in the business needs visibility the most mm-hmm <affirmative> what, what roles do you think are benefiting the, the most as a result of gaining visibility?

Monica Truelsch (16:32):

Well, it’s our perspective at nexus that the more you can share visibility data across the organization, the more value it generates for the business. So I wouldn’t single out any particular stakeholder for that visibility because so many different departments in a business need visibility at different times, for critical reasons, customer service, you know, you’ve got a, a, a desperate customer, an important new customer. You wanna know when those goods are gonna be available to fill that customer’s order inventory planning, and you’ve gotta understand what the capacity and the flow of materials is. Do you have enough warehouse space to take all of that in the procurement folks might not necessarily need to know when the truck is going to be arriving at the dock, but from the standpoint of understanding which suppliers are complying with the on time in full goals and requirements, the, the analytical perspective of visibility information, how have all of these parties performed over time?

Monica Truelsch (17:38):

Are they the right partners for us? Are they fulfilling the service levels that we expected that we paid for? The, the scope of visibility, uh, has both immediate tactical needs so that you can, you know, make sure you’ve got a dock available to, to receive the truck and also operational strategic insights. Do you need to make significant changes to your supply network? Because you’re just encountering too many hiccups and disruptions on a particular shipping lane or with the geopolitics in a particular country. And so you need a broader perspective. You need historical information, you need analytics on a lot of this visible visibility data to draw insights out for the business.

Scott Luton (18:20):

Wow. So

Karin Bursa (18:21):

You, I’m sorry, Scott. She mentioned several things there that I think are really insightful. The first is that visibility across our siloed processes. So even if we think about that within our proverbial four walls or our business, our enterprise, and then extending that to our trading partners as well, but having this core one version of the truth, if you will, the current state or the predicted state of, of our supply chain, I think is really important because that’s going to allow us just to accelerate a number of different decisions that need to be made in various roles in the business. So that’s really interesting Monica

Scott Luton (19:02):

Well said, and folks, we wanna hear your take on a, a couple qu key questions here. I love Karin’s question to Monica about who needs the visibility. That’s such a great who, who in the business needs the visibility mm-hmm, <affirmative> so weigh in and we wanna share that kind of throughout the conversation, but two quick thoughts and I’m, and I am gonna share a couple comments. Uh, Karin and Monica is the hoarding of data. Those days have gone past, right? Oh yeah. But at the same time, we’ve gotta protect our data right. And protect our, our visibility. Cause there’s lots of bad actors, more and more that are looking to find that weakest link in global supply chains everywhere. So those are gonna be some big topics, uh, in the, in the, they already are big topics, almost the tacos there. It’s not Tuesday taco. Those are big topics. Now they’re gonna be even bigger, uh, coming up really quick. Uh, Byron, great to have you here really agreed to those key points. You were mentioning Karen a minute ago, Jeremy visibility. He says understanding that there are multiple touch points to be aware of and then see him adds thumbs up Jeremy. And I’d like, she says, I’d like as much info for all the touchpoint I need without waiting for someone’s update. Yeah. I love that last phrase there. Yeah. Okay. So Karin, where are we going next with Monica?

Karin Bursa (20:20):

So I, I think that tees up really my next question really well. So thank you so much for that Sam, because this, this ability to serve it up or to make sure every, every partner, every person is getting the information as real time or as near real time as possible goes back to that conversation about data Monica, right? So does this require us, does visibility require us to harness new data or is it simply the same old data, but I need to get it faster in a multier network. What, you know, what is the impact there? If that becomes the foundation for doing a lot of different things,

Monica Truelsch (21:05):

You bring up a very good point. The timeliness of data, right? The supply chains are accelerating. Customer expectations are accelerating. Data latency becomes a critical aspect of the quality of that data and what you can do with those operational decisions as well too, which is why it’s so important to put emphasis on getting information, visibility data on your supply chain as far upstream, as you can in origin countries, starting with your suppliers pre shipments, because the sooner you find out about a developing disruption or event or an exception, the more options you have, the more cost effective resolutions and things you can do before. You know, you’re expecting it to arrive at the warehouse to fulfill an order and you open the container or the box, and only half of the amount of the goods are in there that you had expected, or the truck never does show up.

Monica Truelsch (22:01):

So getting visibility as far upstream as you can, and then getting it in a timely fashion, gives a, a, a business, many more options to avoid disruption, to mitigate risk, to reduce the, the effect of exceptions on the customer experience. For instance, the idea of, do you need more data? I think probably what companies can focus on most effectively is getting data out of those silos. They still exist right there. Right? Scott mentioned the, the, the hoarding of data, you know, the transportation folks used to be the holders of all things, uh, carrier related and the customer service people would have to call up somebody that they knew in the logistics department or transportation. So what is that kind of company? So the sharing of information or the convergence of all of these aspects of supply chain visibility into a, a, a platform or a, a distribution infrastructure within the business that allows all the stakeholders to get to it when they need it again, that’s one of the key ways to generate more value with visibility data.

Monica Truelsch (23:10):

And you may need to, or you may be interested in bringing in more external sources of data. There’s a lot of companies that are looking into integrating risk information, right? Mm-hmm, <affirmative> something that scans the news. What’s the geopolitical environment around these supplier countries that I, I get most of my key goods from what’s the weather pattern gonna be like, are we gonna have more hurricanes tsunamis? What’s the economic cycle going to be like, and can I put perhaps a dampening of demand into my forecasting and planning and demand alignment with the production planning that I, I have underway with my, um, suppliers as well, too. So it is the convergence of many aspects of supply chain data. I think that is the next wave of, of value and interest, uh, for what you can do with visibility. You don’t know until you have it sometimes. Right, right. What it really opens up for you <laugh> and so making it available yeah. Just increases that, that hit rate of, of finding value.

Karin Bursa (24:12):

Absolutely. I, I had someone say to me just yesterday, we didn’t know what we didn’t know. Right.

Monica Truelsch (24:17):

So exactly, exactly. Kind

Karin Bursa (24:19):

Of peeling back the onion, if you will allowed them to ask more questions and better understand their network in total, and this gets more complicated, Monica, as we think about multi enterprise or sharing that data or taking that data from our trading partners, right. From our suppliers or our customers. Talk to me a little bit about that, because you’ve been at that for quite some time now in bringing data across a global network together. Right. For both visibility. And then you’ve got some specific thoughts on transparency as well. Right. So these things are not necessarily the exact same thing. Hmm. Um, tell me a little bit about that.

Monica Truelsch (25:07):

Sure, sure. Let me go back to one of the first topics we touched on. What, what do we mean when we say supply chain visibility typically for a, a buyer of goods, it might be, when is my order going to arrive? When is my stuff going to get here? But if you think about your supply chain network from the supplier’s perspective or carrier’s perspective, the visibility they most want is to know when they’re going to be paid mm-hmm <affirmative> or perhaps from a contract manufacturing standpoint for one of your, your, uh, uh, overseas factories or suppliers. They’d love to know what your demand forecast is. What do you think your sales are going to be for this item over the next three months, six months? How do I need to structure my business to make sure that it aligns properly with your expectations? For me, you can’t just necessarily throw an order for these manufactured goods over the wall, and expect me to be able to have all the resources lined up for it.

Monica Truelsch (26:04):

So earlier visibility, the sharing of information, and this goes back to transparency as a more valuable way of thinking about visibility, the sharing of information with key partners and stakeholders in your supply chain network to make everything run more efficiently, there has to be value for your partners in providing visibility to you. You have to think of ways in which you can provide visibility for them that incentivizes them to be more compliant, more timely with the information to share that information for you as well too. And it’s really a, a, a systems way of thinking, or it’s a, it’s a way of thinking about network benefits. There are multiple businesses that go into making your global supply chain work, and there has to be value for them all along the way, in order for them to be as transparent or as open as possible in giving you the information that you need for your specific business actions.

Karin Bursa (27:05):

Very good, very good Scott. Any thoughts on that? Any, anything we wanna share from

Scott Luton (27:09):

We’ve got a ton, uh, truckloads and I’ve got lots of visibility into all these comments. I wish I could share all of them. <laugh> uh, I wanna go, I wanna go back. Y’all bear with me for a second as I play catch just a bit, cause I wanna go back to the purpose full front end of our conversation. We had a couple of, uh, Gary Smith loves food banks, uh, big fan of the Harry chap, uh, Chapin Chapin food bank here in long island, as well as the Atlanta food bank. Uh, Joe was talking about, um, being in radiation oncology for 12 years, donating to those low income families, going through cancer and helping them get through their journey. Joey, that is a wonderful, uh, cause there and then fast forwarding to some of the visibility thoughts here. Christina says visibility starts with good process quality data and the commitment and discipline of each party involved to provide information.

Scott Luton (27:59):

As soon as the event occurs, Christina well said there, Andres has a kind of a question comment question, it’ll be fascinating. He says, if there was an ability for different companies to share historical logistical data, of course everyone is kg, you know, kind of going back to the hoarding about sharing their pricing and cost. But what about sharing? For example, he says supplier X typically manages to, to deliver within 2.4 days of promised arrival date. Now think about some of the things we could do if we exchanged information like that. And then finally, also from, uh, well, Glomar, there’s so many things of choose from. We’ll have to circle back, but Glomar great to have you here today. Transparency says a lot about a company’s culture and commitment with stakeholders. I love that and completely agree with that as well. Okay. So Karin, you asked, uh, we’ve got a ton of thoughts, lots of passion into comments. Where are we going next with Monica tr

Karin Bursa (28:56):

Yeah. So Monica, I wanna, I wanna stay on this, this topic for just a moment about visibility with the network or multi enterprise visibility. Um, to me, this is, um, something that you see as companies mature in their processes. You don’t see a lot of companies that are very, um, immature or, or just starting a digital transformation for example. But when we see the benefits of, um, really that multi enterprise collaboration or that sharing of data, that extension, you made the comment that, you know, systematically, we need to facilitate that, right. We need to, to harness that data, have some standards around it, explain what it means. But in fact, you know, we’ve had multi enterprise capabilities for a number of years. So I, I know that you’re not interested in doing a commercial, but just tell me a little bit about that from your role in Infor and then, you know, some of the recognition maybe that, that, that your customers are seeing in the marketplace as well.

Monica Truelsch (30:04):

Yeah. Thank you for that. Uh, the, um, concept of a, a multi enterprise supply chain business network is that’s a something, it, it is. Yeah, I can’t, that’s a good talk. If, if you use the acronym for it, nobody has any idea what you’re talking about. So you at least have to explain it once. But our, our friends at Gartner, uh, have actually recognized this as a very important and growing segment of the supply chain technology landscape. And I think four or five years ago, they began putting out one of their magic quadrant reports on multi enterprise supply chain, business network suppliers. And they are a, um, sort of a, a critical placeholder in Gartner’s view of the supply chain visibility landscape. And they are, uh, designed specifically for companies that are taking this more mature approach to their supply chains. They’re treating them as a network.

Monica Truelsch (31:02):

They’re recognizing multiple stakeholders, multiple aspects of interaction with them as well too. It’s not just shipment updates. It’s not just order confirmation, but it’s perhaps about providing certainty or visibility to, uh, to payments, to invoice settlements for each of them as well. It is about sharing prediction capacity. So Infor nexus, the cloud supply chain management, uh, platform that is now part of the Infor software company, which is more known as an E R P provider, but also has a, a pretty strong stable of supply chain technology underneath it. Now the Infor nexus platform as part of Infor has been a leader in the Gartner magic, uh, quadrant from multi enterprise supply chain business networks for about five years running now. And if your audience isn’t familiar with the concept, uh, and obviously supply chain technology vendors and technologies and software have been out there for a long time, but they tend to, to be on premise sort of, uh, inward focused, looking outward. The concept of the multi enterprise supply chain network, I think is the new platform for the global supply chain and, and for operational visibility and mutual benefit for all the parties that take part in a, in a supply network.

Karin Bursa (32:20):

Yeah, that that’s, that’s a fantastic description for us. It, it is a mouthful. So you said multi enterprise supply chain business network. So we got six, six letters there. Um,

Monica Truelsch (32:33):

Choose a visual. Yeah. If you wanna do more, go ahead. There is a link to that report on the info.com site. So you can learn a bit more about what this means.

Scott Luton (32:43):

Well, you know, what’s, it just rolls right off Monica’s tongue <laugh>. Some of us are visual learners, but y’all check this out. We’re talking about MSC B N multi enterprise supply chain business networks clearly in four is a recognized leader. The Gartner report that 2022 magic quadrant is available. We’ll drop link in there, appreciate to, uh, appreciate the production team helping us out, but also thank you, Monica for making this, this analysis, uh, available, uh, for folks in our, across our global, uh, family. All right. So Karin, I’m gonna share just a couple quick comments and then, uh, and then we’ll see where we’re going next with Monica. Omar makes a great point and I know Monica, I believe you and Karin touched on this, but he brings up how important it is when it comes to risk management. If you can really speak really quick to this Monica, you know, visibility enables organizations to really mitigate risk in ways that, um, you know, are a lot further advanced than, than many others speak to that, if you would, Monica,

Monica Truelsch (33:43):

Absolutely. The frequency of disruption in supply chains is increasing at a pretty steady rate. I think McKinzie put out a report on this 20, 20, 20, 21 before COVID, even that they’d been doing studies on this worldwide. And the rate at which supply chain disruptions are occurring worldwide in a way that’s going to interrupt your production, uh, or, or your store operations for more than two to four weeks. It’s just going to accelerate more and more. So risk is endemic in global supply chains. And now that we’re aware of how many different directions that risk, that that disruption might be coming at us from the urgency to digitalize the, the view of your global supply chain to build that network visibility, if you will, is more critical than ever before. It’s not just about, uh, labor disruptions at port of long beach. And, and then LA it’s not just about geopolitical strife in the far east around the world, right?

Monica Truelsch (34:50):

Uh, it’s not just about a ship stuck sideways in the Suez canal. It’s all of it all at once. Everything but navigating all of this, right. Uh, I mean, navigating problems with supply chain has always been part of what supply chain professionals do. Yeah. That’s why, that’s why we have them. That’s right. That’s why we have a job, right? Logistical teams. That’s why we have the, these terrific three PL partners, these global three PLS that use, they aggregate the expertise of these really talented professionals with feet on the street, in, in local and origin countries. And they’re a huge partner in making global supply chain operations work. And they’re a key provider of visibility information as well, too, because they span so many different touch points and, and chain of custody handoffs in the global supply chain. So the ability to enable value for all participants to share this data, to make it seamlessly available across the silos within the organization, and to look at value for your external organization, your external partners as well is, uh, a, a critical next frontier for supply chain visibility value

Scott Luton (36:03):

Next frontier. I love

Monica Truelsch (36:04):

That next. Well, if you think about ERPs, you know, ERPs have kind of, uh, dominated software technology for a long time. Sure. They were transformative for business, frankly, but they’re pretty lousy at supply chain. Yeah. Orchestration and collaboration. And I’m sorry, I just gotta put that out there, right? Because the E R P is about optimizing what you have control over what’s within the walls of your business, right? Supply chains are all about what’s happening outside of your business. We, we have a, a, a statistic. We throw out that 80% of the data that you need to run your supply chain effectively is really outside of your business’ in the hands of your partners. It’s in the hands of your, your three PLS, your carriers, your suppliers, the customs agent. It is this external universe of data sources, uh, of visibility that you need to bring into your organization. Well, Monica,

Scott Luton (37:00):

To that point really quick, you know, Jeremy talks about how a lot of this boils down to how much is their relationship to your point, you know, cause without the relationship, it’s tough to get to that 80%. Right. And we that’s, that’s the bridge. We’ve gotta, we’ve gotta build one other quick comment here from Shelly. Cause we, you know, we started talking about risk management a second ago. Great. By Omar, she brings up what we’re talking about on the front end. It’s that cybersecurity risk, right? Yep. That’s gonna be bigger and bigger moving forward, but cor I’ll tell you we’re getting a masterclass for Monica. Just like last time she joined us as we start, we got a couple resources we wanna share with folks, make sure folks can connect with Monica before we get all there. Karin where are we going next with Monica?

Karin Bursa (37:38):

Well, so I I’ve got the big question, Monica. So we’re, we’re saying why visibility is not enough. Hmm. So let’s just be really clear in that response. So we all agree. Visibility is important. You’ve kind of opened our thinking to a broad category of areas that visibility contributes. I love the point that you just made that 80% of the data that we need for visibility is really coming from outside of our enterprise. That’s huge. Why isn’t it enough?

Monica Truelsch (38:08):

Hmm. Let’s go back to who needs information, uh, within the organization or even, um, your commentary at the, the start of the program, Karin, about your, uh, engagement with, uh, supply chain executives and so forth in the various companies that, that you deal with. The topic of visibility, the goal of visibility, uh, is like in the top three wishes needs desires of chief supply chain officers and supply chain leaders for probably at least the 10 year, past 10 years, if not more. Um, every survey that I see visibility is right up there at the top of it. Right? But if you look at how supply chain leaders, chief supply chain officers are, are measured and incentivized, nobody’s getting points for how much visibility you have. They’re getting measured. They’re getting tasked with contributing to margin, with improving the customer experience with assuring supply, preventing production, uh, down times, finding more efficiency in supply chain operations to take out costs, to take out time, to increase product velocity throughput, to reduce the amount of inventory that ties up working capital within the business, and yet be able to fulfill the, the needs and goals of the, uh, the strategic business from a sales and operations.

Monica Truelsch (39:34):

Uh, planning perspective. Visibility is merely part of the data that enables that, that goal reaching, right. You wouldn’t need visibility if all of the partners and multiple touch points and handoffs that you worked with would reliably perform on time within the framework that you gave them. That’s just not the nature of global supply chains, right? We, we talk about autonomous self-driving vehicles, you know, autonomous trucks gonna take, uh, the, the burden of our, our truck driver shortage off of us as well too. But if you think about the technical challenges, you know, being able to have a, a truck start and stop on its own, maintain a steady speed or comply with local speeds, that’s all kind of trivial, mechanical engineering challenges. The big problem is putting visibility into an autonomous vehicle, into a robot, if you will, that can approximate what humans do to sense what’s going on in front of them and to respond to it.

Monica Truelsch (40:39):

So we talk about resilience and agility for supply chains, right? And resilience and agility is needed because supply chains aren’t static. The environment in which businesses have to bring their goods to market is not static. We’ve just come through a period of tremendous demand volatility with some huge swings and pivots and spikes that companies just had not experienced for previous several decades or, or, or ever. And it caught everybody’s supply chains short, right? We’re still dealing with the, the, the backlash of that effect. Um, there there’s congestion at port there’s containers stacked up all around the world. Companies are now sitting perhaps on too much inventory because they over ordered an anticipation of more problems and continued consumer demand. And now that working capital is, you know, potentially kinda locked up in that inventory again. And so companies are gonna have to think about what that means to maybe free up some cash.

Monica Truelsch (41:38):

Are they gonna start to extend the payment terms to their suppliers? And what does that do to the health of the, the global supply chain? So this holistic systems thinking about supply chains, uh, and the data that’s needed to build resilience, to build agility, visibility is it’s the critical thing that you need to be able to sense what’s coming or what has happened and to respond and to react to it because supply chains and businesses don’t proceed automatically or autonomously, they always have to be able to respond and adapt to changes in, uh, in market environments. Uh, and the organization has to have the tools, the information in a timely fashion to be able to sense what’s coming or, and react to it in time enough to reduce the impact on the business.

Karin Bursa (42:29):

Yeah. I mean that, that is a thesis right there. And I, I, I think that there are, you know, just a few points when, when I hear that from a chief supply chain officer, we need better visibility. My very next question is what will you do with that? Or what will that enable you to do? And you’ve just given us a list of, of areas for consideration, right? That, that are going to allow the business to sense changes because we do live in friction filled supply chains, right? Mm-hmm, <affirmative>, it’s not a frictionless network. There is friction that occurs and delays that occur and tons of unexpected events that impact, um, our schedules as well. So when, when you are working, I’m just gonna encourage our audience today, as you’re thinking about visibility in your business, be sure to take that next step on what it’s going to allow you to do or how you will be more agile or more resilient in the, in the face of needed change or adjustments or adaptability for your business as well. Because I, I think that that is really important in looking at the measurable impact of better visibility

Scott Luton (43:45):

Well said. Uh, and Shelly agrees with your great point. How will the data be used? Uh, good stuff there, Shelly, a couple of comments here, Dr. Julio says visibility and ensuring information creates benefits for all partners, buyer end suppliers. I had studied this in my earlier supply chain research, but trust was an important factor. I agree with you. You can move mountains with it and you can’t do much without it. I see him makes a great point here so much goes into sub supply chain management. I growing up that’s what that meant just calculate lead times requires end to end information cycle and transport times, for example, Monica, yes, you can get the recording of this, this live stream across social. You can also get the podcast replay in about a week if you go to supply chain now. So yeah, definitely. And, and reach out to our team.

Scott Luton (44:32):

If you can’t find it. Shelly also liked Monica’s point. Transparency is not rewarded. And then finally, I wanna share this, uh, from Glomar this might be a future podcast episode. She says her husband works pulling containers from the LA port. He loves the automated ports. We got some work to do catching up to our, uh, other global ports here in the states. She says his company struggles a lot with the way the port personnel operate. And the fact they have a hard time getting appointments to pull those containers out, but then they get hit with penalties, this area of the supply chain. It’s a huge constraint. And certainly in bottleneck, Gloria, uh, Glomar thank you for sharing. And as three of us know, and probably our audience, the information sharing is certainly a big gap that we’ve gotta bridge to get more capacity through and, and streamline some of the ports here beyond, you know, there’s automation opportunities, but just the information share amongst all stakeholders in the, the ports ecosystem is a big opportunity. And Monica, that goes back to something you were saying earlier, go ahead.

Monica Truelsch (45:31):

I, I wanna touch on the comment that was made about, uh, transparency and not being rewarded and the ways in which it does or, or, or can Institute some value. So, uh, being able to share your demand or production needs with your suppliers and with your carriers, especially is often an important way to build the relationships with them, to make them a little stickier with you, sharing more information with your carriers, for instance, allows them to get their networks and their assets in line to be prepared to, to, to solve things for you. We found that, um, for, uh, nexus customers that were working with their, their ocean carriers and their NVOs, um, during their really worst constraint periods in, in 2021 for ocean freight, uh, capacity that they were on a monthly basis, almost a weekly basis sharing with their carriers, what the volume of orders were going to be, that they saw within the next six weeks.

Monica Truelsch (46:33):

Uh, and this exchange of information, which they normally wouldn’t have bothered to do was critical for them in trying to build some mind share with the carrier. So that if a, you know, carrier had a choice between a high paying load there or a contracted load, that was a slightly lower rate where that relationship existed with a, an enterprise with a, a buyer or shipper, they were more likely to be able to make sure that their goods were, were able to move for suppliers as well, too. The visibility to payments can be used as a way to align them with your ESG goals, right? The, uh, environmental, social governance, your sustainability goals at nexus. We work with a lot of retail apparel and footwear companies that work with many, many thousands of small suppliers, a around the world. And they’ve been using a, a procure to play pay, pay platform along with supply chain finance, to provide visibility to their smaller suppliers, to when they’re going to get paid for the orders to accelerate the payment that they can get for those orders, preserving both the financial health of those, uh, suppliers as well as capital for the, the buying enterprise, but also rewarding them for compliance with environmental and sustainability goals.

Monica Truelsch (47:55):

Oh, you’ve, you know, turned in your report about the, you know, your waste streams. You’ve attained this goal for, you know, carbon emissions reduction. You know, you get to have a few basis points off of your, your loan rates financially and so forth. So the, the transparency, the sharing of information with your suppliers and with your service providers is a good way to encourage compliance, cooperation, the alignment of this external supply chain network with your company’s own business goals, especially as they relate to doing something positive for the world.

Scott Luton (48:30):

Monica well said, uh, and I’ll go all way to the front of your answer. You said, I think I wrote down here, if everyone just would get their assets in line, we’d all be in a better spot. <laugh> everybody needs to get their assets in

Monica Truelsch (48:41):

Line. <laugh> get your assets in line

Scott Luton (48:43):

<laugh> so, alright, so cor I think we’re almost where we want to share a couple resources. We want to ask for one final quick thought, maybe from you both on this critical topic of the table stakes that is, uh, supply chain visibility, or I love what Jeremy said, supply chain calisthenics yesterday, we’re working these brains getting in shape, right? So Karin, I’m gonna do this backwards. I’m gonna go you your final thought and then get Monica’s final thought here, and then we’ll move into, um, a couple resources. Karin, what’s your one final thought here today, based on what we’ve talked about.

Karin Bursa (49:13):

Yeah. I, I really like the last part of Monica’s comment and that is with regard to multi enterprise visibility and, um, collaboration. There needs to be both a carrot and a stick, right? So there needs to be a reward or an incentive and a recognition when things are done well or compliance is in place. Or, you know, somebody had the question around, you know, how do you, is there a list of the best suppliers or best carriers? I mean, we need to recognize our trading partners who are doing what we’re asking them to do, um, and, and helping us gain that visibility to meet other needs, whether it is simply the flow of product, the financial, uh, impact in our business or our environmental and social and governance, uh, capabilities as well, because those are very important for most chief supply chain officers today, as well.

Scott Luton (50:09):

Well said, Karin and Monica, your very final thought on supply chain visibility.

Monica Truelsch (50:14):

I would encourage companies to think about what visibility means in a more systematic way outside of silos. It’s not just where’s my stuff, but <affirmative>, but you have to start thinking about value at risk. If you do have a container or a truck stuck somewhere, it’s not just important to know the number of that container, but you need to know which order is that part of which customer, which business unit, which production line is going to be affected by that problem. So the convergence of financial information about your supply chain orders, customer information, as well as that, that, that core transportation and logistics stuff that knits everything together that gets your goods from point a to point B, that is the transformational value of digital visibility data for the modern supply chain. It’s looking across not just logistics information, but across, uh, supplier capability, network capacity, both for production and for freight movement, and then financial viability, uh, what’s the value at risk. And, uh, am I making the right decisions? Because as we get inundated with more and more sources of supply chain visibility, that’s a ton of data to Wade through how do you know what to pay attention to, right? And that’s where the integration of financial information, the purchase order detail, the item orders, skew level, tying it in with your customer orders as well. And that demand is so critical to, to helping you make sense of what to focus on, what to prioritize in your supply chain operations and exception management,

Scott Luton (51:54):

Well said, decision making velocity and confidence or two to things that you’re speaking to there. Okay. Heck of a conversation here today. Really quick folks, we wanna drop a couple of resources in the chat here. First off again, this is the, uh, analyst report from Gartner focused on the 2022 magic quadrant for this phrase. We’re all learned here today, multi enterprise supply chain business networks. Mechi mechi maybe, I don’t know, we’ll save that for later time, but in four is recognizes a leader learn from leaders. So you can check out that link. And then secondly, Monica and her team have provided a really neat video case study focused on all port partnering with N four nexus to offer their customers greater order visibility. So check out a practical case study on, on how that’s done. Monica, uh, had another blast with you. Uh, I, I, I, I swear you can, you can answer these questions in your sleep. Uh, in this last hour has reminded me of our, our last chat. So we’re gonna work through your agent. We’ll have you back in a, in a, in a sequel block Buster, um, here at supply chain now, but all that kidding aside really, really have enjoyed our chat. Karin, Monica’s an a player, huh?

Karin Bursa (53:08):

Absolutely. Thanks for joining us today, Monica, it’s been, um, it’s been like a masterclass and I’ve really enjoyed the conversation and all of the collaboration and input from the audience as well. Thanks guys.

Monica Truelsch (53:21):

Great. Thank you so much for bringing your terrific international audience on here. I, I love the feedback and, and, uh, input that they provide for this. So it’s, it’s always a, a valuable experience to be on with you two. Thank you very much for the opportunity,

Scott Luton (53:33):

Man. That makes my day. We’ve been talking with Monica tr uh, within four Monica. Thanks so much. We’ll see you soon. Wow, man, I tell you what, usually I have eight 17 pages notes. I think I got about 32 today, some bonus notes, Karin, and you know, what, what makes even better between what Monica shared, what you shared a ton of? I have to go back through the comments. I think there are like nuggets we’ll add to our certifications, uh, and experiences masterclass here today, but all that aside, two final questions for you. Your favorite thing that Monica shared, right? You touched on that a little bit, but I’m gonna ask you again, kind of in light of everything she shared, and then we wanna get an update on what’s to come with TEKTOK.

Karin Bursa (54:14):

Yeah, yeah. So, um, we’ll, we’ll start with our conversation today that that visibility alone is not enough. I liked the very specific examples that, um, that Monica provided in how you can use that visibility to benefit, not just your business, but your entire network. So I think that that’s, that’s really important and that’s exciting. And I gotta tell you, I, I felt bad cuz I was trying to watch some of the comments coming through. There was so much good information that, um, I’m writing things down as we’re going through. So, so definitely a topic I think we need to dig into further in the future.

Scott Luton (54:48):

Agreed, agreed. And then the second question, I think I’ve got a graphic from your most recent episode. Do you need a supply chain digital twin really enjoyed that? Y’all check that out. Look up TEKTOK, digital supply chain podcast, wherever you get your podcast from, but what’s to come Karin.

Karin Bursa (55:04):

Yeah, lots of interesting things to come. In fact, we have an interview that’s coming up with Billy Ray Taylor in his new book, the winning link. Right. Um, and that’s gonna be fun. That was just a really fun and kind of a different spin on how to improve your supply chain performance. So look for that dropping soon.

Scott Luton (55:25):

Agreed. Well, y’all check that out again. Find TEKTOK wherever you get your podcast. A home run episode. I’m I’m a rap on two quick comments here. Karin. So I love I I’m a, there’s a book written in our comments today amongst all the contributors. Yeah. I love this. Jeremy says Mein sounds like something you might sprinkle on a biscuit. And then our dear friend Brenda says, Hey, speaking of send them some Kenny Bob’s foods, barbecue sauce, and you could build some great rapport. So Brenda, I thought, I thought I recommend you got a new headshot, but great to have you and congrats on all the success you and your husband and your, your team are having, um, there. Okay. Folks as Karin put it, it was a master class. Monica brings it. Uh, we’re gonna have to do, uh, a couple hours next time bonus episode, uh, a venti episode, a Grande episode here at supply Chan now, but hopefully y’all enjoyed it as much as, uh, we have make sure you check out those resources, right? The Gartner report and the video case study. Uh you’ll you’ll if you love the conversation, you’ll like those big things to our production team, big things to everybody that turned out, Karin, always a pleasure to knock these out with you.

Karin Bursa (56:32):

Yeah. Thank you. I, I really enjoyed it. Um, I, I learned some, some, some new stuff. I learned some new stuff, which is really, I love doing so I wanna thank, um, Monica. I wanna thank you Scott, but also our supply chain now community for some of their thoughts that they shared and the comments I’m gonna go back and read several of those again.

Scott Luton (56:53):

Oh man, that that’s, uh, going to it again, but lots of value there. But to your point, I love what Monica said. As I wrap here, it’s not all about where’s my stuff. Visibility is so much more than that. So folks check out the replay, make sure you connect with Monica and Karin and with each other. I love the, the, uh, banner back and forth we saw in some of the comments, but whatever you do, folks about deeds not works taking action. Now that we’ve got more knowledge, what are you doing with it? Now you get more supply chain visibility. Great. But what are you doing with it? And on that note on B our entire team here, Scott Luton challenging you, Hey, check out those nonprofits on the front end, but whatever you do be like Monica and Karin, do good. Give forward, be the change that’s needed. And what that said. We’ll see you next time. Right back here on supply chain now. Thanks everybody.

Scott Luton (57:40):

Thanks

Intro/Outro (57:41):

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Featured Guests

Monica Truelsch is Senior Director of Supply Chain Management Strategy at Infor, the world’s third-largest ERP software company, where she works with the Infor Nexus supply chain network. She joined Infor from Trimble, a world leader in geo-spatial technologies and transportation applications. Her career includes roles in product management, marketing, and sales leadership for advanced technologies in telematics, domestic transportation management, chemical handling, engineered materials, artificial intelligence, and industrial laboratory management. Connect with Monica on LinkedIn.

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Scott W. Luton

Founder, CEO, & Host

Karin Bursa

Host, TEKTOK

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Host of TEKTOK

If there’s one Supply Chain ‘Pro to Know,’ it’s Karin. She’s earned the title for three years and counting – culminating in her designation as the “2020 Supply Chain Pro to Know of the Year.” Karin is also an award-winning digital supply chain, business strategy and technology marketing executive. A sought-after speaker at industry conferences, you will find her quoted in a variety of supply chain publications – and active in forums like ASCM/APICS and CSCMP.

With more than 25 years of supply chain experience, Karin spearheaded strategy and marketing for Gartner Magic Quadrant Leader and IDC MarketScape Leader, Logility. Karin has the heart of a teacher and has helped nearly 1,000 customers transform their businesses and tell their success stories. Today, she is a sought-after advisor helping high-growth B2B technology companies with everything from defining their unique value propositions to introducing new products and capturing customer success. No matter their goals, she makes sure her clients have actionable marketing strategies that help grow global revenue, market share and profitability.

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Kevin L. Jackson

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 CiscoMicrosoft, 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 UniversityO’Reilly MediaLinkedIn Learning, and Pluralsight.  Mr. Jackson retired from the U.S. Navy in 1994, earning specialties in Space Systems EngineeringCarrier 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.

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Enrique Alvarez

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.

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Kelly Barner

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’.

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Mary Kate Soliva

Host, Veteran Voices

Mary Kate Soliva is transitioning from active duty in the US Army. 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.

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Jeff Miller

Host

Jeff Miller is the host of Supply Chain Now’s Supply Chain is the Business.  Jeff is a digital business transformation and supply chain advisor with deep expertise in Industry 4.0, ERP, PLM, SCM, IoT, AR and related technologies. Through more than 25 years of industry and consulting experience, he has worked with many of the world’s leading product and service companies to achieve their strategic business and supply chain goals, creating durable business value for organizations at the forefront of technology and business practices. Jeff is the managing director for North America at Transition Technologies PSC, a global solution integrator, and the founder and managing principal of BTV Advisors, a firm that helps companies secure business transformation value from digital supply chain technologies and their breakthrough capabilities.

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Amanda Luton

Chief Marketing Officer

Amanda is a marketing veteran and entrepreneur with over 15 years of experience across a variety of industries and organizations including Von Maur, Anthropologie, AmericasMart Atlanta, and Children’s Healthcare of Atlanta. In 2016, Amanda founded and grew the Magnolia Marketing Group into a successful digital media firm, and now she develops modern marketing strategies, social campaigns, innovative operational processes, and implements creative content initiatives for Supply Chain Now. But that’s just the beginning of her supply chain impact. Amanda also served as the VP of Information Systems and Webmaster on the Board of Directors for APICS Savannah for several years, and is the face behind the scenes welcoming you to every Supply Chain Now livestream! She was also recently selected as one of the Top 100 Women in Supply Chain by Supply Chain Digest and IBM.  When she’s not leading the Supply Chain Now marketing team, you can find Amanda with her and her husband Scott’s three kids, in the kitchen cooking, or reading.

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Clay Phillips

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.

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Trisha Cordes

Administrative Assistant

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.

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Billy Taylor

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.

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Chantel King

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.

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Lori Sofian

Marketing Coordinator

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.

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Katherine Hintz

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.

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Ben Harris

Host

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.

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Page Siplon

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).

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Kristi Porter

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.

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Kevin Brown

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.

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Sofia Rivas Herrera

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.

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Jose Miguel Irarrazaval

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.

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Demo Perez

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.

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Kim Winter

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).

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Nick Roemer

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.

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Alex Bramley

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.

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