You’ve heard of SaaS, but what about SCaaS? Are we headed toward a future filled with outsourced supply chains? There’s one way to find out: the Supply Chain Buzz: Digital Transformers edition! Tune in as Scott, Greg and Kevin L. Jackson peer into the digital future to discuss how collaborative relationships will determine the success of digitally enabled services, emerging trends in digital supply chain and how recent disruptions have accelerated innovation through technologies like robotics and blockchain.

Intro/Outro (00:00:03):

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 (00:00:29):

Hey, good morning. Good afternoon. Good evening. Scott Luton, Greg white, and Kevin L. Jackson here with you, uh, for supply chain now’s latest live streams of supply chain bus coming to you every Monday at 12 noon Eastern time. So welcome to today’s show. Okay, Gregory, how are we doing?

Greg White (00:00:47):

I’m doing well, Scott, how are you? Scott

Scott Luton (00:00:58):

Reminds me of one of my favorite, uh, Andy Griffith episodes, where they’re helping, uh, a, a gentleman, uh, get, learn how to date. And he’s got about three things he can share at a dinner party. Uh, Greg and Kevin, but Kevin, Kevin L. Jackson, the one and only tuned in with us here today. Kevin, how you doing? Hello

Kevin L. Jackson (00:01:16):

Scott. I am very well today. Kevin is busy. I am Kevin’s avatar. How can I help you?

Scott Luton (00:01:23):

<laugh> Kevin. I think you seen that, that, that, uh, show as well. <laugh>

Greg White (00:01:27):

Hello, Kevin.

Kevin L. Jackson (00:01:29):

<laugh>.

Greg White (00:01:30):

It’s good to see you again.

Kevin L. Jackson (00:01:32):

<laugh>

Scott Luton (00:01:34):

Oh, goodness. Well, Hey, it’s Bo it’s great to have you both. Uh, Greg, of course we do this every Monday at 12 noon. We get a bunch of great comments from our listeners across the globe and one of our favorite parts. So folks, we are going to dive into stories, uh, some of the key stories that you’ve gotta have on your radar, uh, across global business. And today is the digital transformers or dishes yes. Of the supply chain buzz, right? It’s it’s uh, Kevin L Jackson’s takeover, Greg.

Greg White (00:02:03):

Yeah. I’m just gonna sit here and be quiet.

Kevin L. Jackson (00:02:06):

No, no, you better not please. <laugh>

Greg White (00:02:11):

So said that, you know, that’s,

Kevin L. Jackson (00:02:16):

I’m help,

Scott Luton (00:02:19):

We’re talking about a variety of topics, especially from a technology perspective. And as we mentioned, we wanna hear from you, we got a bunch of folks we’re gonna say hello to in the comments and cheap seats. And we’d love for y’all to weigh in as we work our way through. Um, before we say hello, really quick, I wanna share a couple of events that we want to invite folks to be a part of, right? The ship park webinars coming up right around the corner next week, August 24th, uh, 12 noon. We’re gonna be talking about key elements to a successful WMS lifecycle. Greg should be, you know, warehouse management systems, all the raids these days. Yeah. Uh, but we should have gotten into that industry. I tell you, uh, but should be an interesting conversation. Right. You

Greg White (00:03:02):

Know, Scott, two decades ago, more than that 25 years ago. No, just more than two decades ago. That’s a that’s right. I thought that industry was flooded like, uh, you know, overrun. Right. But when you read the statistics, you realize that there are so many companies out there operating, let’s just say, uh, flying without a net. Right, right. As the great Melinda used to do so. Um, yeah. It’s, it’s fascinating how much opportunity there is in that industry. And there are maybe literally thousands of warehouse management systems out there, man. So

Scott Luton (00:03:45):

Everywhere. Well, you know, Greg and Kevin, uh, I was given a little inside joke, uh, from our friends at ship Hawk because Bob and Ron there have done a lot of work over, over the last several decades. And they’ve had a lot of fun with, uh, the, uh, Ron Ronald Reagan and Bobby Kennedy. So we’re oh, we’re getting quite to do a little play on their names, Eric. Uh, but Kevin w met, we, we, we lost you for a second, but you’re back with us. I’m good. Thank you. I’m sure you’re getting a call from the white house or from, um, some movers shaker across the globe.

Kevin L. Jackson (00:04:21):

It was the metaverse calling

Scott Luton (00:04:23):

<laugh> OK.

Kevin L. Jackson (00:04:24):

<laugh>

Scott Luton (00:04:27):

Uh, one more event

Kevin L. Jackson (00:04:28):

Did I was doing, I got, I was on a panel. I was in Las Vegas for right, for black hat, 2022. Right. You know, 30 of my favorite friends and we’re all talking about, uh, you know, cyber security, but I was on a panel. It was metaverse or meta or worse.

Scott Luton (00:04:48):

Oh,

Kevin L. Jackson (00:04:48):

<laugh> cyber security in the metaverse

Scott Luton (00:04:52):

The tri dollar question. And, uh, Kevin we’ll have to do metaverse 1 0 1 at some point soon. I think a lot of folks, uh, are working their way through that one, but Hey, really quick here. I love

Greg White (00:05:03):

That idea by the way.

Scott Luton (00:05:04):

Yeah, that’d be, that’d be a fascinating, uh, show for sure. Really quick. I should have had the 18th cup of coffee this morning. Love it itchy. But, uh, August 31st, we, uh, also have an upcoming webinar with our friends at six river systems. Now they’re hosting this event. It’s kinda like basically more of a, a virtual conversation really? Uh, y’all check that out. Wednesday, August 31st at 12 in Eastern time, it’s all focused on how to use data to improve fulfillment operations. So check that out. It’s

Greg White (00:05:36):

Got time right into the old WMS thing. That’s matter fact. Right? Order management and all of that. Yeah,

Scott Luton (00:05:42):

That’s right. Um, okay, so Greg and Kevin mm-hmm <affirmative>, uh, we’ve got three stories teed up, but before we get there, we’ve got a bunch of, uh, great people in the cheap seats. Let’s say alert to,

Greg White (00:05:55):

Hey, it’s football season, man. Now they’re not the cheap seats. They’re the club seats

Scott Luton (00:06:00):

Club seats club

Greg White (00:06:02):

Level

Scott Luton (00:06:02):

Seats. We gotta change our jargon

Greg White (00:06:04):

Around here. We have zero days or zero weeks without football starting Saturday.

Kevin L. Jackson (00:06:11):

That’s beautiful.

Scott Luton (00:06:12):

So, uh,

Greg White (00:06:15):

We got you guys this Saturday. You know that Kevin?

Kevin L. Jackson (00:06:20):

Yes.

Greg White (00:06:21):

You’re in Kansas city. This, this Saturday. I can’t wait to see Taylor. Do you still have Taylor? Heineke the inventor of the Heineke maneuver.

Kevin L. Jackson (00:06:30):

Yeah. Happened over the last.

Greg White (00:06:39):

Yeah. What happened last night? Seriously?

Scott Luton (00:06:42):

Well, Kevin’s still trying to get over the, uh, utter collapse of the, the nationals before we move on to the commanders. You’re so mean, Kevin, all in. Good fun.

Greg White (00:06:51):

Brought that up, man.

Scott Luton (00:06:54):

All the good, fun. All the good fun. All right.

Kevin L. Jackson (00:06:58):

You give me attitude. You know that don’t you

Greg White (00:07:00):

<laugh>

Scott Luton (00:07:02):

Uh, let’s say hello. Uh, Josh goody. Great to have you back from Seattle. Good morning to you via LinkedIn. Hope this finds you well, looking forward to your perspective throughout the day. Of course, uh, Katherine Amanda Clay, and tell you name the whole, uh, a team production team are here with us. Katherine. Great to see you here today. Amad via LinkedIn. Hello to you. Let us know where you’re tuned in from. We love connecting the dots, but great to have you here, uh, Philando from Huntsville, Alabama via LinkedIn. Have you ever been to Huntsville, Kevin or great.

Kevin L. Jackson (00:07:33):

Oh yeah, Huntsville’s great. Actually. Um, I’ve been, uh, binging on, uh, for all mankind. It’s about the, uh, it’s a new interpretation of the Apollo programs when the, uh, the Russians landed on the moon first and it’s, uh, a lot of it, uh, Huntsville is plays big in that, uh, in the storyline there.

Scott Luton (00:07:55):

Interesting, interesting. I’m about to check that out. Of course it’s well known for its connections and NASA. Greg, you been Huntsville.

Greg White (00:08:02):

I haven’t, but my youngest brother has, he went to space camp there.

Scott Luton (00:08:07):

Really?

Greg White (00:08:08):

Yeah. He became a literal space cadet. <laugh>

Scott Luton (00:08:13):

That’s

Kevin L. Jackson (00:08:13):

A lot.

Scott Luton (00:08:14):

Well that’s right. Nothing wrong with that at all. That was especially his big, especially after the movie back in like 85 or 86. And I think every kid in, in the country wanted to be a part of space camp. Uh, but Philando, great to have you here,

Greg White (00:08:29):

85 or 86. Is that the right stuff?

Scott Luton (00:08:32):

No, that it’s a movie called space camp. Oh

Greg White (00:08:35):

Really?

Scott Luton (00:08:35):

Yeah.

Greg White (00:08:36):

Oh, I did not know that.

Scott Luton (00:08:38):

Uh, Kevin, have you seen space camp? The movie?

Kevin L. Jackson (00:08:42):

I have not seen the movie, but I have heard of it. Um, so, uh, it’s pretty good. Was the

Scott Luton (00:08:48):

Movie good? That was great. Got you gotta check it out. Of course. Kevin actually ha has actual experience working with NASA.

Greg White (00:08:54):

Wasn’t a kid. <laugh>

Scott Luton (00:08:56):

Well, save that for another show.

Greg White (00:08:58):

That sounds, it sounds really dumb. I’m asking him anything about NASA. Doesn’t it?

Kevin L. Jackson (00:09:03):

<laugh> yeah, we get a lot of work done at Kennedy actually.

Greg White (00:09:07):

Yeah.

Scott Luton (00:09:08):

Emmanuel. Uh, great to see you here via LinkedIn. Let us know where you are tuned in from look forward to your perspective. Se, Yasin. I believe, uh, we’ve had a couple exchanges. He’s been with us for a couple of our live streams. I think he’s looking for what’s next in his career. Uh, so let us know, uh, how we can help, but great to have you here as always Natalie’s back with us. Whoa. Uh, from the Charlotte area, I believe, uh, last time she was with us, Kevin and Greg, I think she was headed to the beach. Um, and I think we were the last live stream on her way out. So Natalie, let us know how the vacation went. That’s

Kevin L. Jackson (00:09:44):

Right. Yeah, sure.

Scott Luton (00:09:47):

Patrick Kelly, what’s going on? Uh, host of course of

Greg White (00:09:51):

The produce podcast, right?

Scott Luton (00:09:52):

Yes. Greg, you beat me to it. Sorry.

Greg White (00:09:55):

Uh, yeah, sorry. That was sort of stream of consciousness.

Kevin L. Jackson (00:09:58):

<laugh> <laugh>

Scott Luton (00:10:00):

He says I’m not in the cheap seats. I feel like a VIP baby. I love

Kevin L. Jackson (00:10:05):

I’m talking about

Scott Luton (00:10:06):

James Malley. The one and only is back with us. And we had a great webinar conversation with James and, and uh, uh, will from stored. And, um, the third gentleman, one of, uh, the Packard team’s advisors. I can’t remember his name right off, but regardless, James, great to have you here and love the Packard story. Greg James,

Greg White (00:10:28):

Call Costco, please. I don’t know if we should go into detail here, just please call Costco to order five days, five shipments, six boxes.

Scott Luton (00:10:42):

Wow.

Greg White (00:10:43):

So he help them

Scott Luton (00:10:46):

And give them a call. Yeah. Give them a call. Yeah. Hey Kevin, on that show with, uh, James Malley, I pull him right back up. So do we had James Malley and then we had Rick Jones and Kevin, we wish we had repackaged it as the Rick James supply chain hour. <laugh>

Kevin L. Jackson (00:11:03):

<laugh> that? Would’ve that would’ve been awesome. <laugh> <laugh>

Scott Luton (00:11:08):

So James, great to see you here. Uh Alimi uh, via LinkedIn or maybe Ali me, uh, but regardless, let’s know, we’re try to get everyone’s name, right? Uh, sometimes I put the wrong and fastest on the wrong Sali. That happens from time to time. A great to have you here via LinkedIn.

Kevin L. Jackson (00:11:24):

That is that, that Atlantic act, Atlanta, LinkedIn coming out. Geez,

Scott Luton (00:11:29):

I think it is Greg. Then again, I can’t use the Atlantic excuse because, uh, we got William shakes pier who has some of his roots in the Atlanta area. So it could be just a LNT thing. Kevin

Kevin L. Jackson (00:11:40):

<laugh>

Scott Luton (00:11:42):

Uh, we have Byron is back with us, Byron. Great to see you, uh, uh, via LinkedIn from Texas, uh, really enjoy your perspective. Joey’s back in the house with us from Minnesota. Uh, Joey always enjoy your perspective here. Uh, let’s see here. Patrick says I can’t always, I’m not always with you. Uh, wait. No, no check that I am always with. You may not be live, but always catch up YouTube and apple. Hey Patrick, we appreciate that. Yeah.

Greg White (00:12:08):

This

Kevin L. Jackson (00:12:08):

Might be his avatar calling in

Scott Luton (00:12:12):

<laugh>.

Kevin L. Jackson (00:12:12):

I’ll be somebody from India too. Wow. That must be late there.

Scott Luton (00:12:16):

Oh man. Tuned in across the globe for sure. Julio is back with us. Uh, one, great to see you here via LinkedIn. Samuel is tuned in. Y’all make sure to let you let us know where you’re tuned in from, but great to see you here today. I know we can’t hit everybody, but we, we, we wanna hear from you, we’re gonna work through our work our way through three stories here today. And we wanna, uh, add your perspective in addition to Greg and Kevin’s and our chat here. So with all of that said, Greg and, uh, Kevin are y’all ready to dive into the first story.

Greg White (00:12:48):

Hey, that said, can we talk about that for just a second? Oh,

Scott Luton (00:12:52):

Sure. Yeah, please.

Greg White (00:12:53):

So we have this new newsletter, which, uh, our marketing department, so stealthy, right? Uh, LinkedIn newsletter called that said, and Scott, please explain the, uh, format for that sucker because I think it’s really valuable.

Scott Luton (00:13:11):

I appreciate that. Uh, so our team came up with this, you know, there’s so many great content creators, you know, Greg, Kevin Kelly, Karen, um, Billy, you know, the whole Mary Kay, the whole, the whole team. Right. Well, you know, in the world of social media these days, it’s, uh, content’s like a ti away that keeps on coming and it’s easy to lose sight of even some of your favorites. Yeah. So what we have, what we’re attempting to do is the kind of every Saturday, um, especially with content that stems from LinkedIn, which seems to be everybody one everybody’s favorite platform, as of late, at least we’re trying to make sure you don’t miss some of these weekly messages from our hosts and our team and some of the opportunities to really plug in, uh, and even, you know, do good, uh, which is so important.

Scott Luton (00:13:57):

So yeah, we’re gonna try to drop that. Um, we’re still, we’re still kind of tweaking, uh, the first one hit Saturday, right. And went out to all of our, almost 60,000 followers on LinkedIn. And we’re gonna still kind of tweak the, the, the format a little bit. We’ll probably tweak, you know, when it goes out and the cadence, uh, but it’s focused on a weekly message of, of really good information, uh, and content that’s very actionable, uh, informative, uh, and give you some ways that you can, um, you know, you can, with a couple clicks, you can plug into some of the, some of the cool things coming up. Yeah. So

Greg White (00:14:31):

Read the darn thing and give us some feedback.

Scott Luton (00:14:34):

Right.

Kevin L. Jackson (00:14:35):

In other words,

Scott Luton (00:14:36):

<laugh> yes. Well, in other words, it’s gonna be the next newsletter. Uh, Kevin <laugh> this one’s, uh, kidding, but,

Greg White (00:14:42):

Uh, I like that.

Scott Luton (00:14:45):

So with that, with that said, it’s kind of the flag that it is flying under. Um, by the way, James Malley says, Hey, Greg, I called Costco, but they said, I need to have a membership to sell them cartonization tech.

Greg White (00:14:59):

I have a membership make me an advisor, James, we’ll get

Scott Luton (00:15:02):

In there. Oh, there you go. There you go. Sounds good to me. I can get

Greg White (00:15:07):

First hand reasoning as to why they need to do something.

Scott Luton (00:15:10):

Oh man. Wonderful. That’s a conversation to be had. Okay. So I’m gonna pull up our graphic cause we’re gonna dive into our first story. All of these really kind of focused on the intersection, although it’s, it’s, it’s, it’s less the intersection. It’s just kind of how it is these days, the marriage between supply chain and technology. Yeah. But lemme share this graphic here. Uh, cause I wanna start today’s conversation with this report via Harvard business review, which is an excellent publication. Uh, you could get a degree just reading that every day. Um, it focuses on how digital transformation is driving a lot of change when it comes to relationships and how they’re evolving across global supply chain. So Kevin, tell us more. Yeah.

Kevin L. Jackson (00:15:51):

So, um, you know, digital transformation is, is really creating brand new products and processes and services. Um, but the, uh, organization and, and their partners across their ecosystem really have to manage the relationships as well because they are morphing. Um, for instance, how can you do collaborative forecasting, um, without leveraging machine learning, uh, in, in your process, in your algorithms, you really have to understand and leverage real time information in order to understand the, the bad buying patterns. And that’s not just people that are interacting directly with you, but they’re interacting with your partners. Um, uh, and how does that affect demand? Um, the other thing is that, uh, warehousing, I mean, uh, you know, you lose money if you are just putting product in a warehouse and nobody’s buying it, just sitting there being stored. So now we’re really transitioning to, into, on demand warehousing.

Kevin L. Jackson (00:16:58):

Uh, and there are companies out there that may, you may want to see as a partner that identify unused industrial storage, and then it makes it available sort of on an on demand, short term basis. So as you can reduce that, um, uh, inventory, that’s just sitting in the warehouse, uh, waiting around. The other thing is that you may need to relook at your own key performance indicators, uh, that you use to really measure yourself and, and how you’re doing. Uh, and it, it can also be used to help understand the value of digitization. For instance, a lot of organizations are leveraging partners to deliver their products to their customers. Um, thank, uh, uh, Uber foods or, um, GRA rub hub, right? Uh, these partners are, are delivery pooling services, to be honest. Um, and these arrangements are really, uh, weren’t available before. Uh, people started staying at home and, uh, needing to, uh, uh, and companies needed to partner with these delivery services. So now you, instead of just looking at traditional tracking, uh, indicators, you may need to look at the gains that you may have gotten from pooling, uh, delivery arrangements. That’s what the restaurants are doing, right? Same thing with, uh, delivery, um, at home, um, from, uh, so these new digital enabled services, uh, need to be folded into your, your KPIs and these are relationships across your ecosystem across your supply chain.

Scott Luton (00:18:59):

That’s right. Well said there Kevin, a lot of good stuff. Uh, Greg coming to you, your thoughts.

Greg White (00:19:05):

Yeah. Well, to think that supply chain was never inner enterprise to begin with is folly, but honestly we try to, we treated it like that for a long, long time. And this mass availability of data and connectors that Kevin is talking about in this Harvard, uh, article talks about, uh, is a huge enabler for, for enterprises, right? And it allows them to communicate with their trading partners, with their, uh, product movers. It, it helps to E even service providers like three S the, the people who might store a Whirlpool pool fridge over here, and a Maytag fridge Maytag still make fridges. I don’t know.

Scott Luton (00:19:49):

I’ll know. I thought you were about to say, I thought you were about to say Whirlpool as if you were from deep in Southern Alabama. Whirlpool,

Greg White (00:19:57):

Is that say it, I’m sorry. I

Scott Luton (00:19:59):

Said,

Kevin L. Jackson (00:20:02):

That’s

Greg White (00:20:02):

More sorry about that. That’s, that’s where I’m from. So,

Greg White (00:20:10):

So I think that, you know, the, those, those, that, uh, recognition of the inter enterprise nature of supply chain and the enablement that occurs with data and, and integrations between companies is really, really important. And it’s absolutely, it’s not really important. It’s absolutely mission critical to, to supply chain. And, you know, it’s part of the reason that we got so far a field when part of the reason when the pandemic hit, of course, nobody could have foresee that. Right. But, um, but it was exacerbated by the fact and, and it obvi the fact that companies were not connected. So, um, yeah, that’s hugely important. And there, you know, there are companies striving to, to make those connections, but I think important this article talks about how you as a practitioner need to manage your own enterprise in, you know, when you have all of these players in the game, including the digital technologies that you might be using.

Scott Luton (00:21:12):

Yep. Well said, uh, couple quick comments, first off, I wanna welcome in, uh, Zha from Morocco’s first time here, uh, first a new member of our supply chain now fam uh, global, uh, fam of that. So welcome in, uh, looking forward to your perspective here. Um, also a couple quick things on the story to add to what Greg and Kevin has shared, you know, my dear friend, Mark Preston, who Greg sometimes joins us here. Mm-hmm <affirmative>, uh, I’ll always remember. He said, you know, as he was making his point on a keynote, you gotta think about your inventory as if it’s all two gallons of milk and the longer it sits, the longer it’s gonna cost ya to Kevin’s point. Um, and also speaking to one of the examples, um, maybe two things that this article touched on that I think really helps people visualize some of what we’re talking about here.

Scott Luton (00:22:01):

You know, the example of the infant pacifier, a modern one, right. Which is connected via the IOT. I think we use this an example. I didn’t see any company names reference, but think about that. Uh, it’s connected it, it might be gathering body temperature or other metrics. So for the, uh, to really take advantage of the opportunity and maximize it, think about the deeper and, um, a more in tune relationship that the manufacturer must have with its suppliers, with retailers to really, um, um, execute on the art of the possible there. Right. Um, I think the other thing that touched on we, we, we, we may touch on this later in our third story is this Walmart Golo program, uh, how that’s powering different relationships with, you know, maybe not direct competitors, but at least some sorts of competitors, but other retailers. And now it’s helping them compete in this modern environment. It’s modern, uh, commerce, I’m dropping ere this modern commerce environment. So y’all check this out, we’re it all, we’re all speaking to this Harvard business review article digital transformation is changing supply chain relationships. And give us your take

Kevin L. Jackson (00:23:09):

Saying just, um, got to really understand what it takes to communicate across these new relationships. So it’s really important to be able to communicate to, to your partners as well.

Scott Luton (00:23:23):

Agreed, absolutely

Kevin L. Jackson (00:23:25):

Connect. Not just connect, but communicate.

Greg White (00:23:28):

Yeah. Agreed. I think, uh, you know, one thing we have to be aware of is the, um, quality of data that could be received because I just happened to have spent five days with my granddaughter, uh, in her pacifier over the last several days. And it spends as much time in, on the floor or <laugh> in the sink as it does in her mouth. Cause that kid can launch that thing. <laugh>

Kevin L. Jackson (00:23:52):

<laugh>

Scott Luton (00:23:55):

Oh, love it.

Greg White (00:23:55):

So, but I mean, it is an example of where, I mean, it could be, it could be attempting to get data, um, mom, like a good mother, right thing hits the floor, she rinses it off, wipes it off in her mouth and then sticks it in the kid’s mouth. Right. <laugh> so, I mean, whose body temperature are you? Are you really, uh, are you really measuring? So there’s all of those kind of challenges. Of course. And of course that’s just a fun analogy, isn’t it?

Scott Luton (00:24:21):

It really is. We can all relate to, was that Kevin

Kevin L. Jackson (00:24:26):

In my day, a connected pacifier was just tied around the,

Greg White (00:24:31):

It was like a, like a necklace you’re right.

Scott Luton (00:24:35):

Yeah. Oh man things.

Greg White (00:24:37):

Right. I

Kevin L. Jackson (00:24:38):

Mean yarn,

Scott Luton (00:24:43):

Oh man. Those days, as much as I reminisce quite fondly on those days, I’m glad that my kids don’t use pacifiers. I’m glad they can get into their car seats and buckle themselves. That was a, that was a different life when all three are, our kids could do that, but uh,

Greg White (00:24:58):

Just wait till they can drive and go run, run errands to get groceries and stuff, man, I’m telling you it’s freeing it’s man. The same time its harrowing. It’s freeing <laugh>

Scott Luton (00:25:09):

Well, Greg and Kevin, I think we, uh, we, we nailed that first story. Nailed that one in so many different ways. We’re I wanna welcome in one of our FA uh, favorite members of the, uh, our fam here is gene pleasure from north Alabama. Great to see you here today, better, late than ever. For sure. Uh, uh, Catherine has dropped the link to our, with all that said, uh, newsletter. Y’all check that out. And there was one of other comment, Jerry here. This is from Jerry, uh, via LinkedIn, uh, Greg and Kevin, he says speed. The market used to mean how fast can you get the consignment to the customer? Now it means how quickly can providers get their customers critical information so they can make a business decision. Excellent point there, Jerry. Mm.

Greg White (00:25:54):

That is a great, great analysis right there.

Scott Luton (00:25:57):

That’s good. Isn’t it? Isn’t it. Uh, alright. And speaking of connection and communicate, uh, Ts squared who holds down the Fort force and YouTube says, looks like a Proctor and gamble program with a slight twist is the new overall, uh, mantra in these new business relationships connect, communicate and develop CCD. Okay, I wanna, uh, move right along. I wanna move into this next story here. Kevin and Greg, and this is all about, uh, where Jabil has identified six key intelligent digital supply chain trends. And before you say, oh great, it’s more the same. <laugh> well, some of it, but some of it are gonna be different twists with a focus on, on the trend park versus identifying, you know, certain types of technology. Now we probably Kevin and Greg don’t have the time to work through each one, but Kevin, I thought, you know, maybe you picked your two or three favorites are most relevant or most powerful and share those with us. Uh, Kevin.

Kevin L. Jackson (00:26:54):

Yeah, sure. Thanks. Yeah, there are the, the five separate ones that they sort of highlight. And the, the, the two I really like is, uh, one on, on product complexity. Um, you know, you, you, uh, products are changing just as rapidly as the environment that we’re operating in. Uh, they’re becoming more sophisticated, more complex. And one thing is driving them is very inexpensive microsensor technology, along with wireless connectivity, that connected part, you know, uh, about that connected pacifier. Um, so this is turning these basic goods, like clothing, appliances, pacifiers, and vending machines, and two intelligent systems. So now you have an intelligent pacifier. It knows when it’s wet. It knows when it’s on the floor, <laugh> it knows when it’s in the mama’s mouth or the baby’s mouth. Yeah. I mean it could, right? Yeah. So you really need to be able to understand that data’s much complicated to build than the predecessors.

Kevin L. Jackson (00:28:07):

Um, and the, the other thing I I’d like to talk about is that the collapsing product life cycles, all right people, uh, the, the product and renewal cycles are really shortening. Think about your own smartphone. There was a time in the not too distant past where you would get a smartphone and you would keep it for, you know, two years, three years, right before you, you turned it in and your, you know, go back to your, uh, uh, your provider and it’d give you a new one, okay, keep you on that, on that leash. But then, and they sold those phones to you, right? You, they actually built the purchase price into the service, right. Then they found a new way to make money. They would lease the phone to you, and you would be locked into a lease for about a year with the phone, but that, that, that renewal cycle shortened from two to three years to a year, cuz they, they want to get the new technology to you much faster, but now technology is going even faster than a year.

Kevin L. Jackson (00:29:25):

And every few months, there’s some new capability you want in your smartphone, you know, and the, the, the, um, telecom providers, um, you know, unfortunately the existing model, they lock you into a year. So you can’t get that newest capability until, you know, a year down the road. And that’s why right now the new trend is renting your phone so that you can swap out your, your smartphone every month or two. Right? Uh, so these, these shortening product and service renewal cycles place a much greater demand for more proactive forecasting and planning on the supply chain. Alright, so you need to really have prescriptive and predictive analytics to increase accuracy, uh, amid these, these rapid changes.

Scott Luton (00:30:29):

Mm well said, Kevin and Greg, you touched on one of our favorite things to talk about around here. Uh, planning of course, but your thoughts on these <laugh> these six trends, uh, or others that, uh, Jil had identified.

Greg White (00:30:43):

Yeah. I think, um, one that will evolve into greater outsourcing is the outsourcing of manufacturing. I mean, if you think about the proliferation of brands from influencers, um, on Instagram and, and TikTok and wherever else that I don’t know. Um, <laugh> right.

Kevin L. Jackson (00:31:04):

Yeah. I just, yeah.

Greg White (00:31:06):

Um,

Kevin L. Jackson (00:31:08):

All

Greg White (00:31:08):

Two companies that are long that have been long term brands and not great performers at supply chain, um, I think will not only see outsourced manufacturing, but we’ll also see outsourced supply chains, supply chains as a service. I have long believe that many companies Macy’s and O and, and, um, who by the way, has kind of gotten their act together. Can’t believe I said that, um, <laugh>, uh, you know, and, and other brands, Adidas and others, they’re really good at branding. They’re really good at the complex product part of it. And they’re really good at marketing that product, but they are lousy and frankly don’t want to be good at supply chain. And I think more and more companies will start to divest themselves of that supply chain. You know, the outgrowth of three PLS and, um, and outsource manufacturing could combine into not just outsourced physical supply chain operations, but also the technical supply chain operations, right? Why plan or forecast when you’re lousy at it every year, it’s proven, right? That retailers, especially with fashion short life cycle and in this year, highly seasonable, seasonal products, right. Target, right. Walmart, Kohl’s all devastated their earnings with horrible buying decisions on, for instance, my favorite patio furniture, which by the way, arrived last week, Scott, an incredible discount <laugh> thanks, Justin

Kevin L. Jackson (00:32:46):

Offer

Greg White (00:32:48):

<laugh>. Um, so anyway, I, I think that that is, uh, is, is a really important, um, uh, evolution, also the notion of savvy, or even just the presence of supply chain in the C-suite. And, and most importantly, not even the presence of chief procurement and chief supply chain officers, but the recognition by the rest of the C-suite that this is an important thing, not a necessary evil, that it is the enabler of the entire brand experience of sales, of finance, of revenue right. Of, and delivering the brand promise of marketing. So I think that that is, uh, really, really critical evolution and that recognition and that awareness by the consumer also will, will force companies to become much, much more serious about their, their supply chain operations. It’s not a cost saving in initiative. Right.

Scott Luton (00:33:49):

That’s right. Well said, uh, a lot of good stuff there between the two of y’all, especially, uh, speak of the devil Mark Preston. I was just talking about Marcus second ago. He’s with us here. Uh, now mark is doing big things with Kohler now. So keep that perspective as I share his comment. Cause as, uh, mark is speaking to Greg and Kevin’s mark shifting market, <laugh>, uh, he goes, mark says maybe we can rent out toilets instead of selling them what a great idea lasts. Um, they

Greg White (00:34:18):

They’ve been doing that by the way, for decades in Europe, you can pay money to U to use a artistic, even looking, uh, public facility.

Scott Luton (00:34:29):

So well, you know, speaking of, uh, I saw a documentary, uh, on a more serious note, uh, on, um, might have been Amazon prime and it was talking about how globally there’s actually, uh, uh, one of the big global challenges is ha everyone having toilets and, and a means of, of effectively dealing with, um, you know, sewage instead of sitting in holes and some villages around the world, it really was eye opening to something that we all kind of take for granted, you know, here in the state. So, um, anyway, y’all check, you can Google for that, uh, make sure you connect with old Mark Preston. He’s been doing big things for, for quite some time in industry. Uh that’s

Kevin L. Jackson (00:35:10):

I thought Kevin, the radio toilets was called port potties.

Greg White (00:35:14):

Well, that’s a good point. Now they come in big old trailers too, and they’re pretty fancy.

Scott Luton (00:35:20):

It is amazing. It is amazing what they do.

Greg White (00:35:24):

Yeah, it is pretty impressive.

Scott Luton (00:35:26):

Um, and it’s also amazing how some folks, uh, see a St uh, a row of porta potties at different sporting events as a perfect, um, uh, stadium for racing over the tops of these port, these port, uh, porta products. Have you ever, you ever seen the races that go, that take place across them? The top of them?

Greg White (00:35:45):

No.

Scott Luton (00:35:47):

Oh boy. Uh, we talk,

Greg White (00:35:48):

Is that another useless YouTube channel?

Scott Luton (00:35:50):

Definitely. Okay. Definitely. Uh, check that out, especially in the later, later in the day at, uh, um, at where massive amounts of adult beverages may, may have been consumed <laugh>. Um, alright. So Joey shares a great comment here. Kind of getting back, getting us back on track, uh, Joey shares, data analytics and business transparency between both partners is no longer a nice to have it’s a must have in order to continue to thrive, keep up with your competition and take on additional market share. Unfortunately, we have seen it, those that put supply chain visibility in the back burner, aren’t put putting their organization in a position to maximize its potential great

Greg White (00:36:30):

Risk as a matter of fact, right. Great identity and performance. Yep.

Scott Luton (00:36:35):

Well, and to that end, uh, Kevin, you and Greg, as we were talking about this article from Jabil, um, both took some of my favorites and this is nothing new. Uh, you know, Greg, we’ve been talking about, uh, evolving generational expectations probably since the first episodes here. You know, if you don’t know and acknowledge that, then you you’ve got your head in the hole somewhere. Um, right. And then also the new found levels all time, high record, uh, amount of levels of supply chain savviness we’ve got in the C-suite. And I would argue that both of those dynamics are, are, are great for industry. All right. Great, great for industry. Um, okay. So Kevin and Greg man, we are taking deeper dives, uh, on these articles today. There’s so much like a tackle in the world of global business today, but let’s move to this third one. This is a, um, I think this is a fascinating study and this comes to us from our friends at intelligent automation network. And it’s an interest interesting read, uh, on how all the global disruption and, and supply chain challenges amongst other things, all that’s driving real transformation, innovation competition, uh, cooperation, as some folks have put it. Yeah. At the world’s 2, 2, 2 of the world’s biggest brands, right. Amazon and Walmart. Yeah. So Kevin, I’m gonna start with you. I can’t wait for both of y’all’s take on this here. Kevin, tell us more.

Kevin L. Jackson (00:38:04):

Well, well, really what you did is they, the understanding the, the current state of change across, uh, uh, digital supply chain, uh, they were looking at these two companies, Amazon and Walmart to see where were they investing with respect to digitizing, uh, their supply chains. Um, and, uh, so softening demand and inflation labor disputes. It is always something new that you have to respond to in the marketplace. And these things today are threatening the recovery of the supply chain from the issues it had during the pandemic. All right. So resilience is a really important aspect. So how is Amazon and Walmart addressing this Amazon for instance, is deployed over 520,000 warehouse robots, right across more than 1200 fulfillment centers, right? This is a huge, huge number of, of, of, of, of robots. Um, they’re, you know, they’ve always been known as leading edge, but this, this automation that they’re they’re driving, but, but look at the other side of this automation, this is a, they may also exhaust it’s entire available fulfillment center, labor pool in some of their key areas.

Kevin L. Jackson (00:39:38):

So people may say, well, they’re, they’re hiring all these robots. You know, what about people’s jobs? Well, in areas like Phoenix, Memphis, and Wilmington, Delaware, there’s just a, not enough people <laugh> to actually man, these fulfillment centers. So the robots aren’t taking jobs, these jobs can’t be filled. Um, so they are really also leveraging a lot of advanced applications for artificial intelligence and data analytics. So to drive the last mile delivery, uh, requirements, uh, they’re investing actually about 1 billion in companies that are developing new, more advanced supply chain technologies. So not to be out distance by Amazon. Walmart is right there. Okay. They are pouring billions of dollars into reinventing their supply chain as well. Their, their focus is to deliver a seamless omnichannel experience to their customers. For instance, they have established a blockchain relationship and partnership with companies, supplier companies like do and Kroger, McCormick, Nestle Tyson’s foods, right. And UN lever. So they’re leveraging blockchain to build brand new applications, to help increase food traceability with project gigaton, they have a partnership initiative to eliminate 1 billion metric, tons of greenhouse gases from its global supply chain by 2030. And the AI provider symbiotic right, is automating dozens of the Walmart distribution centers in the district around district of Columbia here where I live. Right. And, and beyond. So make begs the question. What are you doing to automate your supply chain?

Scott Luton (00:42:00):

Mm, well, you know, we’ve gotta be dollar fund who here at supply chain now too great

Greg White (00:42:11):

Dollars.

Scott Luton (00:42:12):

So Greg, after Kevin kinda laid it out, and again, we’re talking about this, uh, this, uh, great and short, but informational read supply chain was inspire transformation, Amazon versus Walmart. Let me go pop some popcorn really quick and grab my diet Coke because I can’t, I just can’t wait to hear what Greg’s take is here, Greg.

Greg White (00:42:32):

Well, you can’t even begin to list the number of companies that both of these entities have bought over the last several years. Mine included, um, and, and many more. And in fact, uh, just midweek last week, um, in, in my newsletter, um, we talked about another company that Walmart has bought. I mean, if you think about it, they bought jet, right. I don’t think anybody even remembers that jet.com to become an eCommerce, a real eCommerce player, right. And it has only continued from there as the complexities of the supply chain are revealed to them, Amazon. On the other hand, they didn’t want to be a supply chain company. They were forced to be by the abject failure of the us postal service ups and FedEx in 2014. And again, in 2017 during peak season. And they took their fate into their own hands and became a supply chain company. They realized that they could not count on because of the volume that they do. I mean, let’s face it right. The largest, second largest retailer in the world. Guess who’s the first Walmart? Um, did you guess Scott? I’m sorry. I just whispered

Scott Luton (00:43:48):

<laugh> I got it right? Yeah, I got it. Right.

Greg White (00:43:52):

So, so, you know, they’ve had to become one and they have in, you know, um, and write quickly and en mass to Kevin’s, uh, point, but they recognize the need to become efficient as early as 2005 or six, when they bought a company called Kiva that it was the launching pad for those 520,000 robots that they have. So they have facilities. Amazon does that are virtually lights out, 2 million square feet, maybe between 15 and 30 human beings work in, in there. And many of them are maintenance by the way. Um, and then the facilities basically navigate themselves. It is unbelievable, um, operation at Amazon. And, and of course, because of the volumes that they’re doing, they’re facing problems and creating innovations and, and acquiring, or, or developing solutions that are, um, solving problems that almost nobody has, except maybe for Walmart and target and a few other, um, companies that are really, really big.

Greg White (00:45:01):

So the big get bigger. But the good news is they’re those companies that they’re buying, they’re creating liquidity events for really talented founders who after their two years of golden handcuffs wear off can go off and start another company, um, you know, in an area of the supply chain where there’s opportunities. So they are also helping to nurture, but this isn’t the direction you thought it would go. Scott <laugh>. They are also helping to nurture innovation in the supply chain because as people see what they’re doing, companies are developing in every man’s for lack of a better term version of that technology for the smaller companies in the industry and their, their pressure testing, incredible amounts, both of these companies are pressure testing, incredible amounts of, uh, of technology for, um, for really talented founders, giving them a leg up, giving them the opportunity to go off and create even better, or maybe another niche service out there in the industry.

Greg White (00:46:07):

So, uh, it’s big. It’s a great service. I don’t think anyone’s gonna, this is the part you were expecting. Scott is Amazon Walmart continue to get bigger. Remember the old days when everyone was afraid of Walmart taking over, right? And, and now Walmart almost seems like the underdog, although they are a much, much bigger enterprise though. They’ll probably be eclipsed by Amazon in the next three years. Um, but they are a much, much bigger enterprise and everyone is worried about Amazon, right? A, a concern well placed because even Walmart has shown greater restraint. Let’s just put it delicately restraint in terms of, um, management of their customer base. Gosh, I don’t know what else to say, but, um, and, and even they are friendlier to their suppliers than Amazon is. So it’s gonna be interesting as these two companies evolve

Kevin L. Jackson (00:47:10):

Agreed the Walmart’s no longer acting like a monopoly.

Greg White (00:47:13):

Mm. Yeah. Interesting. You know, they are, I still remember. Yeah. They do act, uh, like an 800 pound gorilla still if you’re a vendor to them. Um, but even they are starting to realize that they can’t sustain that because every year they have to, to find a new sucker, just like when government gives out a, a contract, there’s always some idiot that’s willing to think they can believe they can build business with them. And, and, you know, you always start at 15 cents and then they whittle you down to 14, 13, 12, and you realize you’d be better without that volume. So I, I think they’re starting to develop Kevin to your point. They’re starting to develop more of a nurturing, more of a really, truly collaborative partnership with their trading partners.

Scott Luton (00:47:58):

All right. Well, let me get a word in while Greg takes a sip. Um, <laugh> that strategically held that, uh, but you know, I, to Greg, you mentioned, uh, you know, how not too long ago in the, not so distant future, everyone worried about Walmart taking over. It made me think of when Walmart first came to Aiken, South Carolina, and I still remember walking into the store for the first time. I, I still remember where it is, where it was it since moved to a much bigger location, but even at the time in that initial kind of wall Walmart, 1.0 expansion, I’ll call it maybe in the early eighties. Um, just the, just how different and how big I still remember the smell of this Walmart story. Really. It, it blew my mind as a kid. Um, and then fast forward now where it has been trying to catch up after several years of getting, uh, beaten to some extent, uh, with Amazon, uh, it’s tough to, you know, the world’s largest retailer is tough to consider it being beaten, you know, in many ways, but as Greg, as we’ve talked about on countless shows, you know, it has been, uh, losing, losing some traction.

Scott Luton (00:49:08):

So it’s really good to see how Walmart has leaned into, um, doing things differently and not sitting on its laurels of how it got to where it was, you know, up to a few years ago. And it’ll be, it’ll be fascinated and see these two, duke it out and continue to make ripple, uh, ripple effect, not, not continue to make ripple different, different analogy. They only

Greg White (00:49:30):

Buy people. They don’t make it. <laugh>

Scott Luton (00:49:32):

Right. Continue to have a ripple effect, uh, across, uh, industry. Um, okay. We got a ton of comments. Uh, I wanna get to Greg and Kevin as we kind of come down the, the last stretch. And then I’ve got a question for you, Kevin, uh, from our dear friend, uh, in just a moment I’m opposed to you. First off, Natalie says that their three PL partner implemented robots in January, February, 2020. They bolstered our business through the pandemic and we were able to grow in that time. That’s great. By the way, we were able to take over all Amazon business as direct fulfillment when they were only bringing in essential product, go robots.

Greg White (00:50:12):

Good for you.

Scott Luton (00:50:13):

How about that? Uh, master Sergeant Jeremy du. Great to have you here with us again, says Sears used the rule of roost once upon a time. So true. Greg we’ve talked chatted about that plenty of time.

Greg White (00:50:24):

That’s a company that rested on its laurels. I mean, let’s think, think just a brief explanation of Sears. If you don’t know who they are, they literally invented catalog retail. You could buy an entire house, every screw, nail, nut, bolt, plumbing, everything that you needed to buy a house to build a house, you could buy it and they would ship it to you. And this was a company that couldn’t see the forest for the trees or couldn’t change because of their business model. And now finally, by the way, have reached a liquidation agreement with their private equity vulture and, um, and, and their, and their remaining shareholders to probably end the Sears brand forever. So that, that is a company that could have, and by all rights should have been able to evolve, which makes what Walmart has done an even greater accomplishment because they also got caught on the back foot, but they were able to transform their business and, and not just survive, but hold on to that top retail slot for a lot longer

Scott Luton (00:51:30):

Agreed, agreed

Kevin L. Jackson (00:51:32):

Comments. I know that that tagline was Sears has everything. And remember that Sears was at the head and we were wearing about Crow, not, uh, was a Kmart, Kmart was coming strong. Right, right. Now where’s

Greg White (00:51:48):

Kmart sucks.

Scott Luton (00:51:50):

So sorry.

Greg White (00:51:52):

That’s my brain impersonation

Scott Luton (00:51:54):

Savita, uh, Savita says to add to Kevin’s points robots also decrease the costs and also increase inventory accuracy. Inventory accuracy Savita says is a major challenge at retailers deal with, uh, let’s see here. Um, Jerry says AP a and P right? The old grocery store was one the rest Laurel. Wow. That’s we had one of those incredible. Um, but I wanna get back to a quick question. And Jerry and, uh, Kevin, we’re gonna have to get your reader’s digest version of this, your, your tick, your talk version of your answer to this

Kevin L. Jackson (00:52:27):

Question. That is the music some

Scott Luton (00:52:30):

<laugh>. So Jeremy is asking when you, when you mentioned blockchain earlier, in terms of how, you know, Walmart and Amazon are, is leveraging that technology, or maybe back to that middle article, um, is it in relationship to digital documentation, for example, proof of delivery. Can you speak a little bit to how you see blockchain being used there?

Kevin L. Jackson (00:52:49):

Yeah. So when, when you, if you look at blockchain as just digital documentation, it’s sort of like looking like looking at an online form where people fill out an online form and then you, uh, print it and you route it, write the paper. All right. Blockchain is much more than digital documentation. Um, sustainability is a big issue, so you need to be certified. So you need to like, uh, have, uh, people that inspect processes, uh, things like anti-slavery preventing, uh, slave labor. You need to have people that verify and, and do digital signatures,

Scott Luton (00:53:35):

Providence, Greg provenance.

Kevin L. Jackson (00:53:37):

Um, exactly. And what about, uh, things like reducing the use of water, um, when you are, when you are doing farming or, uh, the re reducing the, the use of chemicals or organic farming, you really, there’s all types of verifications, right. That require digital signatures. And this is captured on the blockchain as well. Um, as well as ensuring that the farmers, for instance, get paid fairly for what they’re doing. So blockchain does a lot more than just digital documentation.

Scott Luton (00:54:24):

Yeah. Agreed. And one quick comment and Greg, I’ll get your comment. Is it also, uh, all those things while also preventing some to reindeer games that other ways of conducting some of those transactions, you know, where there could be a lack of trust or a lack of legitimacy or, uh, uh, uh, faulty Providence, for lack of better phrase. So, um,

Kevin L. Jackson (00:54:45):

Lack of Providence.

Scott Luton (00:54:47):

Yes. Lack of Providence. Thank you, Kevin. Uh, alright. So Greg, get your quick comment there. And we’ve got a couple other things to get to. Yeah.

Greg White (00:54:52):

I think verification is exactly the word, uh, that I extracted from what Kevin said, that’s what blockchain does. So anywhere you need verification, verification of identity of Providence of, I mean, of, um, of delivery handoff, whatever you wanna say. That’s what that is, where blockchain plays in the supply chain. I see a future where we verify that it was this person that signed for this trailer right. And broke this seal. And that’s just one example, but there, you know, there are all kinds of ways to determine that, you know, that we, uh, take down a lot of the old school ways stuff falling off the back of trailers, cigarettes, falling into the good fellow’s hands and that kind of thing, right. That a lot of that will, uh, a lot of the opportunity for that will go away. Once Brock, once we have figured out how to implement blockchain appropriately,

Kevin L. Jackson (00:55:48):

It reduce costs, it reduce, reduces losses, um, and increases, uh, the value across the, the, the value chain.

Scott Luton (00:55:58):

Right. But we also, as an industry, we’ve got a big task, um, from an education standpoint, there’s lots of, um, professionals at all levels that still wrapping ahead around how blockchain works to some of the things that both of y’all have shared. Um, but Hey, that’s the case with any, any new, uh, technology, whether it can transform the world or transform a certain sector. So Greg and Kevin appreciate y’all’s comments around blockchain folks. We may finish just a couple minutes over today. It’s a jam packed version of the buzz. Uh, and Greg and Kevin clearly not only ate their Wheaties, but also drink, uh, math, copious amounts of coffee this morning, there too much sick coming on. What’s that Kevin

Greg White (00:56:40):

Slow up the clock, do your job. Yeah. Save it ourselves.

Scott Luton (00:56:46):

That’s right. Uh, Rhonda says, you know, Rhonda is out there in Arizona, uh, where I believe Greg, we, we, where we interviewed the chief splotch officer at Sweetwater, I think that’s one of their, where their big new location they were going in. Right. So Rhonda says and great to see you, uh, here today, Dr. Rhonda, she says, interesting. Kevin, Arizona is booming with new warehousing in the west valley job market is hot, as you mentioned for fulfillment, uh, talent as well. Her husband works on the highway construction side, and it seems the past two years, that’s all the company he works for is supporting hot, hot industry there. Um, let’s literally

Greg White (00:57:23):

Out in Phoenix.

Scott Luton (00:57:24):

Yes, yes, no, no kidding. Now at the same time, uh, we’ve seen Greg and Kevin, we talked about this thing in the last livestream, you know, Amazon speaking of they, they have, uh, shelved certain new, I think up to 20 new fulfillment centers have been shelved, uh, because demand is, has been weak weakening a little bit or not growing as fast rather, uh, maybe is a better way, more accurate way of putting it. So mix signals out in the marketplace for sure. Uh, let’s see here, Natalie says collaborative relationships can foster ideas for the Walmarts and Amazons implement or consider for improvements. Some, sometimes the vendors and suppliers see what doesn’t work better than a customer team. Absolutely. Um, uh, mass Sergeant Jeremy during says digital signature tech is out there. The military has been using it for years with the common access card. Um, and finally the one that only Kim winter, Greg is with us top show gents big, thanks from DXB, uh,

Greg White (00:58:31):

Dubai.

Scott Luton (00:58:32):

Oh, okay. Is that, is that the international airport?

Greg White (00:58:34):

That may be the airport? Yeah, he may, he, I don’t know if he’s actually at the airport or just

Scott Luton (00:58:39):

Okay. You know,

Greg White (00:58:41):

<laugh> like we say ATL. Right.

Scott Luton (00:58:43):

Gotcha. Gotcha. Well, regardless, Kim, great to have you. Thanks for tuning in and looking forward to catching up with you soon. Okay. Greg and Kevin, man, I know we had a dump truck full today, a perspective to, to drop on folks or to inform folks, but to y’all both, both really brought it, try to say that seven times fast. I want to ask you both about a couple of quick things. So first off, um, Kevin digital transformers continues to, uh, do big things and, and grow its global listener base and, and have some, uh, really meaningful conversations. Uh, I pulled the last graphic here. This is, I think from the last episode that was published, um, whether you speak to that or you speak to the next show, that’s coming up. What is coming next from digital transformers?

Kevin L. Jackson (00:59:31):

Well, I tell you that last show was a blockbuster. Oh, we had Dr. Camille Jones from the, um, us census bureau talking about how blockchain is being used to, uh, uh, actually accelerate and provide Providence, uh, to medical, uh, claims, uh, when the enum go out and, uh, do, do their job, trying to, uh, reduce the paperwork and make a process quicker. Yeah. But next, next Monday, we have our July episode. It is July, right? No, it’s August <laugh> it’s July.

Scott Luton (01:00:09):

I thought you were messing with me. Kevin

Kevin L. Jackson (01:00:13):

Show comes out next Monday and we have, uh, sponsored by at and T business. And, um, Theresa Laitz is gonna talk about the, um, uh, how connectivity is, is changing, uh, uh, the industry with, with respect to, uh, uh, uh, supply chain connectivity, uh, and how cyber security is really play playing into that around the, uh, uh, the, the, the industry. So that’s going to be a, a huge, we, we had her, we had her on early about healthcare. Um, so, uh, that this is gonna be a, a great show. So, so stay tuned for that. Um, and, and also let’s see, September I’m, oh, actually I’m going to be going to the mobile world Congress in Vegas next month. So, uh, the reason I bring that up because Dr. Uh, Jones will be seeking live, uh, at that show. And before that, uh, there’s going to, we’re gonna have a webinar, uh, coming up, uh, in, uh, September as well. So there’s a lot, lot of things happening,

Scott Luton (01:01:38):

Uh, looking forward to it, uh, as you help to power a, uh, transformative day for movers and shakers across the globe. I think that’s one of your, your sign, your key signoff there. I love that. Um, you got that modest touch, uh, and Greg, I should have, um, I should have got, gotten a snippet of, of one of your supply chain summaries. Uh, today you published, uh, focused on the flow program, right? The, the, um, white house has been, um, pulling together and, and driving collaboration on, and you some great thoughts there. In fact, uh, as I’ll scroll through it here on LinkedIn, uh, Jeremy ings, who who’s with us today has chimed in as did Julio. Who’s also with us today, uh, sand, many lots of comments, uh, which is my favorite part. We get to hear from Greg. And then I love seeing the conversations that kind of flow from the pun intended, the supply chain summary, but tell us how can folks lean into that. And when do you publish shoot these, uh, these things?

Greg White (01:02:34):

Yeah, sure. Today, I may have had a little bit of fun at our, uh, government’s expense, any government expense, frankly, <laugh>, um, and government expense. Now, those are two words that often go together. Aren’t they? Uh <laugh> but every Monday, Wednesday, and Friday, um, I publish it, uh, uh, newsletter and, uh, feature one of the articles on LinkedIn and Twitter on LinkedIn. I actually do a commentary, um, where, uh, frankly sometimes the, the title or the, the article is just a catalyst for whatever I turn it into in terms of, of a commentary. Usually it is usually on the topic or on the article, something like that. And, uh, today I, I chose the folly of politicians telling supply chain practitioners, how to do their jobs <laugh> um, because, you know, politicians have a job, right? They, they create a budget, they then allocate that budget. Then they monitor that budget and then they are, they’re very carefully held accountable. And, um, yeah, nevermind, I’m sorry. Political jobs are to get reelected. So they basically just pander to us a few weeks before the election. So we forget all the bad stuff they’ve done for the last, and they want to tell supply chain people how to run supply chains. You gotta be joking. So that right. I was joking in a lot of places on that.

Scott Luton (01:04:13):

<laugh> so the longest short of that is check out, make you gotta make sure you the follow or connect with Greg on LinkedIn first or

Greg White (01:04:21):

Even a bell. You know, I’ve got a, and, and maybe you should do that on, on, uh, all of our, by the way, if you wanna follow any of us or whether you follow us or not, if you wanna make sure you’re notified, when we publish content, you can hit a bell that’s on our profile and then you will definitely be notified. Scott and I talk all the time, right Scott, about yes. How sometimes we don’t even see each other’s posts unless we call each other out on it because of the way the algorithm works, that you can overcome that with that bell.

Scott Luton (01:04:51):

Yes, that’s right. Uh, and, and, uh, and we’re enlisting Kevin L Jackson’s, uh, uh, topnotch expertise to crack that algorithm and figure out how we can sh uh, more freely share information and perspective. Uh, but Hey, speaking, which, uh, I wanna share a couple comments and I think, and I’m sure Amanda and Catherine will keep me on my toes if I get this wrong. So I’m counting on y’all. So I think this is from Savita, I believe who says from the 1960 twos, top 10 retailers, it was only Walmart who remained in business in 1993. Rest of them were acquired or bankrupt time certainly changed. Yeah. And then Savita Savita says, great discussion. Thank you, Greg. And Kevin. Yeah. Thank you. What am I over here, child liver.

Greg White (01:05:35):

So

Scott Luton (01:05:37):

I’m just kidding.

Greg White (01:05:38):

You take you a little for granted Scott, cause

Scott Luton (01:05:41):

You, you know, I’m only, only in good fun, right? Only in good fun. I appreciated, uh, Savita is all your comments here today? Of course, mark pres too

Kevin L. Jackson (01:05:49):

Many of power here. That’s okay. Thank I really appreciate you. Yeah,

Greg White (01:05:55):

That’s right. <laugh> we do a great who wouldn’t be here without you. I mean, literally Kevin, we wouldn’t

Scott Luton (01:06:01):

Be that’s here. <laugh> well, great to have all the comments here. Uh, Mark Kim, uh, Julio, Walmart remained due to their low price cost strategy enabled by their supply chain strategies and tactics. You know, Walmart, I think the business history on Walmart, especially from a supply chain perspective would be a, a fascinating one. So Julia, great comment there. Okay. Let’s let’s see if I was right. Yes. Okay, great. Thank you, Amanda. And, uh, Catherine Clay and Chantel the whole production team. Thanks for keeping us on our toes today. Uh, big thanks. All the folks tuned in via the, um, we renamed club level club seats, club seats, Greg. Yep. Club seats, club seats.

Greg White (01:06:42):

Seats are box seats in baseball season. Yeah,

Scott Luton (01:06:45):

That’s right. They’re it was jams best

Greg White (01:06:47):

Seat in the house.

Scott Luton (01:06:48):

That’s right. Yeah. The smartest people are in our club seats. I’m gonna tell you, uh, wonderful. Yeah. Wonderful, um, comments across and thank you, mark. Uh, he says, I learned from Scott that Walmart in South Carolina smells funny. Oh gosh. Smells

Greg White (01:07:06):

Funny. Yeah. <laugh>

Scott Luton (01:07:09):

Oh, Greg, I heard that. Uh, but Hey Greg and Kevin, a pleasure. Uh, Kevin, thanks so much for taking some time out of your busy schedule, uh, global travel schedule. Um, here sounds like you’re back in Vegas soon and you were just in Vegas. Um, hope may I wish you all the best of luck as you get out and enjoy yourself, uh, amongst those conversations. But thanks for, for joining us here today.

Kevin L. Jackson (01:07:34):

Well, you know, you’re, you, we all have to get back out and that post COVID world, that’s not really reality. I understand. We’re never gonna have a post COVID world. COVID is here. Say we just have to deal with it through your business. That’s <laugh>

Scott Luton (01:07:49):

That is, that

Greg White (01:07:49):

Is mind you business, right? <laugh>

Scott Luton (01:07:53):

Well, uh, Greg, always a pleasure to knock out these conversations, uh, with you and Hey, uh, Jerry, thanks for the feedback. Uh, I think if, if we all had a little more time, we would’ve booked three hours on these topics. Cause I agree really E each of these topics could have been an hour plus, uh, in and of themselves. I appreciate you being here and thanks for your, your feedback there. Um, okay. Hold on a second. I keep wanting to sign off, but I keep seeing things we hadn’t seen Mervin in quite some time. Yeah. Mervin, how you doing? Willing to see, right? Yes. That’s right. So Mervin man, hope this finds you and your family. Well, and thanks for being here and we’ll have to catch up soon. Um, okay. Greg and Kevin appreciate y’all’s time here today. Love the discussions we had to everyone in, uh, the club seats, the box seats.

Scott Luton (01:08:44):

Thanks for being here. Thanks. Mm-hmm <affirmative> absolutely. Uh, thanks for, for dropping your perspective. Just like we asked for on the front end, uh, we had it by the truckload. Again, big things are production team, but folks to our listeners, if you take anything away and Greg and Kevin certainly put on a masterclass in many ways today, but if you take anything away, uh, Scott Luton challenging you to, Hey, do good to give forward and to be the change that’s needed, be like Greg and Kevin with that said, we see you next time, right back here at supply chain now. Thanks everybody.

Intro/Outro (01:09:16):

Thanks for being a part of our supply chain. Now community check out all of our programming@supplychainnow.com and make sure you subscribe to supply chain. Now anywhere you listen to podcasts and follow us on Facebook, LinkedIn, Twitter, and Instagram. See you next time on supply chain. Now.