There seems to be no end to bad news about the global supply chain these days. A wave of interest in supply chain visibility solutions is sweeping the market as a result. But does simply adding real-time transportation visibility address the complex delays and widespread uncertainty pervasive in global supply chain operations today? Listen in as Monica Truelsch and John Nadvornik from Infor speak with TEKTOK host, Karin Bursa and Supply Chain Now’s Scott Luton about the impact of supply chain uncertainty on businesses and what that means for decisions about technology investments intended to increase visibility.
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Scott Luton (00:00:33):
Hey. Hey. Good morning. Scott Luton and Karin Bursa here with you on Supply Chain Now. Welcome to today’s livestream. Karin, how are we doing?
Karin Bursa (00:00:41):
We’re doing great today. It’s a beautiful day here in the Atlanta area. So, it really puts me in a good mood.
Scott Luton (00:00:45):
It is a beautiful day. We’ve got some beautiful TEKTOK digital supply chain orange working in our branding, which we love. We love what Karin Bursa is up to on TEKTOK. And, Karin, we’ve got an outstanding conversation teed up here today, as you know, with a couple of titans of technology. Now, Karin, we’re going to say hello to a few folks. We got a couple programming notes all before we bring in our speakers. But I got a couple of diginotes I want to share with you. Are you ready?
Karin Bursa (00:01:14):
Okay. Let’s hear it. Yeah.
Scott Luton (00:01:15):
All right. So, the first one, you may know a lot more about this than I do, Bruce Jay Nelson was born on this day back in 1952. Evidently he was a famed computer scientist. Best known – get this – as the inventor of the remote procedure call. I guess it has something to do with computer network communications. Do you know this?
Karin Bursa (00:01:37):
RPC. Yeah. Absolutely.
Scott Luton (00:01:39):
I knew it. You’re always a couple of intellectual rungs above me, so I figured that you’d get that one, assess Bruce Jay Nelson. Now, I’m little familiar with this, on January 19th, 1983, the Apple Lisa is announced. And if you remember this, it’s the first commercial personal computer from Apple to have two main things, the GUI, that Graphical User Interface, and something they call the mouse. How about that?
Karin Bursa (00:02:09):
Interesting. I didn’t remember that the mouse was associated with Lisa. And, honestly, I haven’t thought about the Lisa release in decades. But did you see anything why did they name it Lisa? Was there a reason?
Scott Luton (00:02:21):
Oh, man. I’m going to have to dive into that. In fact, this could be fodder for this weekend business history, so I’ll dive into that. One final note and then we’re going to get closer to the subject of the day. So, on January 19th, 1999, the Blackberry is introduced, later aka known as?
Karin Bursa (00:02:41):
Scott Luton (00:02:42):
Yes. Right. Because everybody was addicted to their –
Karin Bursa (00:02:45):
I am one of those. Yeah. I was really upset when my phone upgrade moved from Blackberry to, you know, a regular device that we use today. But I liked that little ball in the middle and I could pound away on that actual physical keyboard that came with it.
Scott Luton (00:03:03):
I love that. And, really, ask and you shall receive, our cracker jack production team. Big thanks to Amanda, Shantel, Catherine, and Clay. They tell me that the Apple Lisa came from Steve Jobs’ daughter’s name. [Inaudible].
Karin Bursa (00:03:17):
There you. Okay.
Scott Luton (00:03:20):
All right. So, having a little fun this morning and we see you Seema, and Tom Valentine, and others, we’re going to say hello in just a minute. But, hey, Karin, I’ve got one more question for you. Have you ever had someone say, “I’ve got some good news and I’ve got some bad news, which one would you like first?”
Karin Bursa (00:03:37):
I have. I have indeed. And I think it’s so interesting to hear people’s response on this. So, let’s see what our Supply Team Now audience has to say first. I mean, Tom Valentine has always got an opinion. So, Tom, is it good news or bad news? Which one do you want to hear first?
Scott Luton (00:03:55):
Let us hear from you, folks. What do you want to hear first, good news or bad news? But, Karin, what else comes to mind when you think of those two options, those binary options?
Karin Bursa (00:04:06):
What do I think of? I immediately go to what I want to hear first and what am I going to do about it. Scott, which one do you prefer, good news or bad news?
Scott Luton (00:04:16):
So, I’m a sucker for good news. I like to have my good news first, so I can process the bad news a little bit easier. How about you?
Karin Bursa (00:04:25):
Okay. All right. I almost always like the bad news first. Because the good news, to me, is kind of dampened a little bit when I know bad news is coming. So, I just want to hear it. I rip the Band Aid off, give it to me straight. And then, I’ll start, you know, thinking about what can we do about the bad news, how do we solve that problem.
Scott Luton (00:04:46):
Well, the votes are coming in. Let’s see here. The production team says bad news first. Joseph says good news. Siemens says good news. Let’s see here, David says good news. Tom says, “Always have to address both, but start with the bad and always end on the positive.” Tevon with FedEx – our dear friend – “Avoid the news all together.” You can see more of Tevon Taylor in Vegas at the Reverse Logistics Association Conference. Okay.
Scott Luton (00:05:19):
So, today’s conversation, though – and we’re going to say a few more folks here in a second – is going to kind of be that good news, bad news, or uncertainty about supply chain, right?
Karin Bursa (00:05:30):
Yeah. It’s a really interesting topic. I like the way it’s posed, because we are going to talk about, you know, what do you want to hear first or what’s worse. Do I want to hear bad news about my supply chain? Or do I prefer uncertainty about my supply chain? And with us today are really, as you called them, two titans in the supply chain technology industry. We’ve got Monica Truelsch and John Nadvornik with us, they’re both with Infor, and they’re going to give us their perspective. In fact, guys, behind the scenes, they told us they don’t always agree. So, now, I’m really going to be listening closely as we go through today’s conversation because they both bring some really valuable points of view to the conversation.
Karin Bursa (00:06:17):
So, I don’t know about you, Scott, but I really value that kind of that direct communication. And so, just like the good news, bad news, I’m always going to say give me the bad news promptly, because I’m a little worried about living in a bubble of uncertainty. And if there’s one thing the supply chain struggles with is uncertainty, because we have to plan around it.
Scott Luton (00:06:39):
Right. Well, I would extend that, the global business struggles with uncertainty. But I got to tell you, some days long live the bubble of uncertainty. Just unplug from bad news and focus on the positive. But, hey, all kidding aside, really quick I want to share a couple of special events we’ve got coming up.
Scott Luton (00:06:58):
So, Monica Truelsch is the titan of technology, she’s going to be with us twice in the next couple weeks. Today, you’re going to hear from her and John, as we talked about. And then, February 1st, 12:00 noon, we’re going to talk about how to Harness the Supply Chain Data to Drive Better – and I’ll probably argue faster – First Mile Performance. Karin, it’s going to be a great webinar on February 1st, right?
Karin Bursa (00:07:20):
Absolutely. Yeah. I’m really looking forward to the conversation about that first mile performance. So, we hear a lot about last mile, but there are a lot of things that you said in motion with that first mile. So, looking forward to the conversation there.
Scott Luton (00:07:34):
Agreed. And you can sign up via the easy link in the show notes. You can also go to supplychainnow.com and sign up. And one other note, nominations are officially open, folks. 2022 Supply Chain and Procurement Awards, nominations are open in eight very vast categories through March 1st. It doesn’t matter where your company is, it doesn’t matter where your people are, it doesn’t matter where your products are, the entire globe is eligible to be nominated. And better yet, we are partnering with our friends at Hope For Justice, which is a nonprofit on the move, eradicating modern slavery and human trafficking. And all nomination fees are being donated to our friends at Hope For Justice. Karin, ready to go on this event, right?
Karin Bursa (00:08:18):
Yeah. Absolutely. That’s a win, win, win all the way around. And looking forward to the opportunity to really recognize some of the folks that are impacting the industry of supply chain and procurement. But, also, I really appreciate that Supply Chain Now is sponsoring this initiative for Hope For Justice, because we can change the world.
Scott Luton (00:08:40):
Agreed. Absolutely. And it’s our responsibility to do so. Nicely said, Karin. Folks, learn more at supplychainprocurementawards.com. Okay. Let’s say hello to a few folks really quick. A lot of folks are weighing in on this good news, bad news question. We have opened a can of worms here. I’m going to try to hit these quick so we can get on. Of course, Clay Phillips – ” The Diesel,” is with us here today. Great to see you – “Big show today,” agreed. Joseph joined in from Poland via LinkedIn. Great to see you here today. Michael Avera, “National Hump day.” I can’t see that phrase without that camel commercial from Super Bowl, what marketing genius that was. Let’s see here, scrolling down. Gene Pledger from North Alabama is back with us here today. Ikechekwu – I believe I got that close and I apologize if I didn’t. Let us know how we can make sure we get your names right – tuned in via LinkedIn from Canada here today.
Scott Luton (00:09:34):
Michael says that Blackberry keypad, as we all know, that was game changer. Shakun tuned in via LinkedIn, also from Canada here today. David Glover says, “Morning from Minnesota. Ready for some insight today.” It’s coming. It is coming and we’re on time too. Arnab says bad news first. A lot of folks are wanting that bad news news first. I’m thinking I’m in the minority here. Memory, great to see you back. Memory from South Africa, I believe. “Start with the bad news,” she says. “The good news is just to soften the blow. Rip it off,” is what she says.
Karin Bursa (00:10:08):
You and I are on the same page, Memory. So, thank you for that support.
Scott Luton (00:10:12):
Yes. And one final, Femi says, “Bad news first.” Get this. “The delta in happiness helps deal with the bad news.” Well, well said. Okay. Thanks everybody for tuning in. Hey, keep those conversations going. Keep the comments coming, because we’ve got an outstanding conversation teed up. And, Karin, you’ve got the honor of introducing our guests.
Karin Bursa (00:10:35):
I know. I wish I had a bell or something. But I would like to ask the production team to bring in Monica Truelsch and John Nadvornik with us today.
Scott Luton (00:10:45):
Good afternoon. The swoosh waits for nobody, Karin. We know that. I’ll tell you, it is quite the powerful engine. But, Monica Truelsch – great to see you – and John Nadvornik, both with Infor. Great to see you both here today.
Monica Truelsch (00:11:00):
Hi there. Glad to be here.
Scott Luton (00:11:03):
All right. We’ve had one heck of a time. Karin and I and the whole team having the warmup conversation with y’all in the green room. We talked sports. We talked the upper Northeast. We talked the Cleveland area and a lot more. And, now, it’s time to talk – of all things – Museum Selfie Day. Can you believe it there’s such a thing as Museum Selfie Day? So, before we get into the heavy hitting supply chain expertise that y’all both bring by the truckload, let’s talk about this day that was started by London based blogger, Mar Dixon – that’s a new one for me. And, evidently, on the 19th of January every year, it’s a big thing to take a selfie at your favorite museum.
Scott Luton (00:11:46):
And one more historical note – I didn’t know this – did you know that Robert Cornelius, who happen to be an American pioneer in photography, it’s been said he took the first ever selfie in 1839. How about that? So, all that aside, I tell you, it is technology and history day here at Supply Chain Now via TEKTOK. But I want to focus on the the museums part of this observation. And so, Monica, I think you’ve been anointed our lead off hitter here today. What’s your favorite museum that you’ve ever visited that you can share with us?
Monica Truelsch (00:12:20):
I thought that was a very thought provoking question. I love the Field Museum of Natural History in Chicago. The Met in New York is really exciting. But I got to say in 2020, I added the Samsung Frame TV to my household and it’s designed to be sort of an art installation, and it comes with sort of a partner subscription or art subscription. And I can plug into art museums around the world from the TV that is mounted on my wall. I mean the Berlin Art Museum, the State Museum, Museum of Budapest, the Victoria and Albert in the UK, the Prado in Spain. I had this tour of virtual museums, modern art, old masters, native and indigenous art out of South American museums. And it’s just like a different smorgasbord of art that I can tap into every day. So, I got to say I like them all.
Scott Luton (00:13:21):
You know, Karin, if you heard that – and, John, I’m coming to you next – anytime you hear someone say an art installation, you know they’re a pro, right?
Karin Bursa (00:13:30):
I know. I know. Absolutely. I was thinking the same thing. So, Monica, I guess you have to take your selfie today in front of your art installation with something in the background. But it sounds like you can go around the world here, you know, in a matter of seconds. So, I love that. That’s super cool.
Scott Luton (00:13:47):
I do too. It reminds me of the B-52’s tune Roam. Roam around the world, whatever museum you want to be at.
Monica Truelsch (00:13:54):
If you want to.
Scott Luton (00:13:55):
Yes. If you want to, Monica, right? Oh, cute. I love that. Okay. So, John, that’s a tough one to top. That is a tough one to top. What is your favorite museum you can share with us, John?
John Nadvoknik (00:14:06):
Yeah. I guess good question. I was trying to think about this for a while here. So, I’ll give you more of my interesting trips that had to do with selfies. I’m not a big selfie guy. But I was in Turin, Italy and they have the second largest Egyptian museum in the world there. I don’t know if everyone was aware of that. And we finished our meeting with our customer up and we all kind of busted over to the museum to go see the museum. And I got to be honest, it was one of the first places I ever posted a selfie of myself to a social media account, which I’d also, you know, kind of had to do. So, in reference to that, I will use Turin’s Egyptian Museum as my favorite museum in reference to that. I would say the Lube, but I spent way too much outside on the line once, and that was not a good experience.
Scott Luton (00:14:54):
I love that. All right. John and Monica, thanks for being good players for this fun warmup question. Karin is going to take us into the heavy lifting today. But before you do, Karin, I want to say a quick shoutout – going back to that good news, bad news question – Allison – one of our guest hosts here, a dynamo in her own right – “I’m going to be contrarian and say good news first. It helps me put things in perspective and set the tone.” I love that. Ashish – welcome – tuned in from LinkedIn from India. Great to see you here today. And Dr. Rhonda Bompensa-Zimmerman – one of our favorite folks.
Karin Bursa (00:15:30):
Rhonda, I’m glad you’re here. Good news or bad news?
Scott Luton (00:15:31):
Focuses on wellness in supply chain, and we need plenty of that. So, great to see you, Dr. Rhonda. Okay. Karin, the house is here. Everyone’s here. Everyone’s tuned in to see John and Monica, these titans of technology. Where are we going to kick off?
Karin Bursa (00:15:48):
Yeah. Well, I want to bring us back around to really our core topic today, which is, What’s worse, bad news about your supply chain or uncertainty about your supply chain? You know, right now there seems to be no shortage of bad news, right? The old adage, “If it bleeds, it leads,” that’s what we’re focused on almost every day. And these last two years, it’s been exponentially worse with COVID, with all things COVID impacting all areas of the supply chain from demand through production, through distribution, right through to actual use of goods or consumption of goods.
Karin Bursa (00:16:26):
Monica, you and I had a conversation just a few weeks ago, and we really focused on some of the merits of visibility versus transparency. And I want to encourage our audience to kind of tap into that podcast because you really made me think about transparency a little differently. And it really is different than visibility. That said, I got to tell you that gaining visibility is the number one most often cited goal of any supply chain initiative. And I don’t care what country, what industry, that always comes up from the C-suite. We need visibility, right? So, I’ve got to ask, you have worked with just a multitude of global businesses, Monica, and Infor, certainly, has invested heavily in the area of multi-enterprise supply chain orchestration and supply chain visibility. What does adding real time transportation visibility, how does that help kind of address the complex delays and disruptions and just the pervasive environment that we’re in today?
Monica Truelsch (00:17:41):
Real time visibility, I think, has been a game changer in the world of freight and transportation. For the longest time we were dependent only on milestones. Thinking back to the early days of trucking, when it was the check call and the truck driver would stop at a truck stop, and he’d have a stack of quarters and he’d go to the payphone – remember what those are – to call back into the dispatch office to tell them where he was. You know, “I’m 45 miles outside of Oklahoma City. I’m going to be there in the next hour or so.” And it was these types of events that gave you the milestone progress of a shipment over the road. Go forward a couple of decades, milestones sort of manual inputs of things happening of events are still very much a dominant way of describing ocean and air cargo.
Monica Truelsch (00:18:38):
But on the parallel track, you’ve got the rise of GPS for commercial vehicles and for personal vehicles. And suddenly people are saying, “I can track this truck on a map. I’m going to know within minutes when it’s going to arrive at my warehouse dock door.” And the rise of the aggregators of this kind of GPS-based tracking capability in North America and also in Europe, I think, has just added a whole new richness to shipment tracking capability that we didn’t have before. It’s filling in a lot of the blank spaces in between the events and the milestones that we had before. And it’s really technology enabled. And it took off, especially here in North America, when the government changed the mandates for electronic logging devices just for truck drivers.
Scott Luton (00:19:35):
Monica Truelsch (00:19:36):
There you go. And so, suddenly, it becomes commercially viable. And so, there’s been an explosion in real time visibility. And people have glomed onto that. But even our friends at Gartner, the analysts who look at the industry are saying, “Yeah. Everybody’s getting it nowadays, this real time visibility.” But it doesn’t answer that craving for visibility, the knowledge that these chief supply chain officers are really looking for. It is an aspect of visibility. It’s necessary but it’s not enough. It’s not sufficient.
Scott Luton (00:20:10):
As it relates to senior upper rungs of leadership, Karin, I think once they get a little, they want more, they want more. And it’s like the art of the possible is ripped off – talking about ripping off – and it becomes addictive. How much information can we get, that’s kind of the status of global supply chain right now, right?
Karin Bursa (00:20:32):
Absolutely. And I think that, you know, one question that typically I follow up with when a C-suite member is telling me we need visibility, my immediate question is, what are you going to do with that visibility? So, as Monica just said, it’s one thing to know a disruption has occurred. It’s another thing to then put your countermeasures in place in order to do that as proactively as possible. Even if it’s your ability to pick up the phone and tell a customer their order is going to be late versus waiting to report that the order was two days late. So, I mean, there’s a whole different kind of tenor around it in the sense of urgency that I think that we need to, as we talk about visibility in different areas of the supply chain, we consider how we use that visibility to change the game.
Karin Bursa (00:21:24):
So, on that note, I want to hear what John’s got to say on this, because, John, you are helping guide some pretty significant innovations from a product perspective. What’s your point of view on, you know, the topic of visibility and what do I do with it?
John Nadvoknik (00:21:40):
So, I’m going to try to go towards the real time aspect of it. So, I think if we were to go back to how is real time visibility helping someone today, yeah, it reduces the call checks. Yes, I could potentially call my customer and tell them I’m going to be late. But if I have 500 orders running late, am I going to contact 500 customers? Do I have a staff to actually deal with that? So, the question goes back to the fact, how do you make that information actionable? What are you going to do to take that levels of signals that are coming out in the world, which you have increased and have been able to do certain things with? And how do you transform doing something?
John Nadvornik (00:22:14):
So, what we’re trying to do or what I think the market actually is looking for us to do, regardless if we’re moving or the competitors are moving, is the ability to take that real time information and do something with it to make it better. So, can I be more in front of problems? Can I aggregate that data to show you a trend or where things are possibly going wrong? When you go back to your bad news or your good news, sometimes knowing bad news sooner allows me to react faster than knowing it later. Like, you’re almost saying about the customer. So, I think when we look from a technology perspective, we’re looking at how to use that real time data around the other tools that we all like to talk about, which is machine learning and artificial intelligence to try to transform the way people are going to react to certain problems. Can I extend my reach to visibility? Is it just around the transport component of it? Or do I extend it around the inventory component of it? So, do I have other areas or even the supply side of that? So, how much is that late shipment going to make me impactful? Yes. That might be a problem for the shipment. My inventory’s good. Maybe I need more information.
John Nadvoknik (00:23:20):
So, when you think about visibilities, how do you put some context around those problems? Tell people make better decisions. Should I call the customer? Should I not call them? I mean, generally, most people think you should call them if you’re going to be late. There might be reasons why you wouldn’t. But maybe it’s going to be really late and I get them another supply and say, “Hey, not only is it going to be late, I’m not going to get that to you on time, but I have other supply from this other place where I can get it to you on time.” How can we get that information into the people’s hands that need it to make those decisions and make those actions?
John Nadvoknik (00:23:49):
And I think a lot of that has to do around understanding the trends that’s kind of around your machine learning. And how do you automate some of that process, more around the AI to make it a little bit better. But it is capturing all that data, rationalizing it down, and being able to make it actionable. And I still think on the real time side, we’re still far away from that. I mean, when I say far away, we’re probably years, like a year. But we’re not, like, decades from where we at. But, now, we have the data and people are trying to figure out how to get better use of that.
Scott Luton (00:24:20):
Agreed. If we could just get to the point where you’re predicting what my kids are going to want to wear to school, say, next week, just give me seven days lead time. That’d be great if we can get our technology there.
Scott Luton (00:24:30):
Hey, really quick, Karin, before we move forward, I want to recognize a couple of comments here. Joseph says, “When you have a big complex global supply chain, it can be really difficult to have full visibility of the chain.” As part of what John was saying there, we’re ways away from really having that or as much as everyone wants, maybe. Silvia talks about boots on the ground, the ELD has been really challenging for folks there. Memory talks about visibility is about the security of supplying and being responsive to customers. I love that. Also, Silvia, says “Learning to discern between a real need and arm chair logisticians.” That is a great point. Kind of what all of y’all kind of touched on, what are you going to do with it? Yeah, we can work to get it to you, but what are you going to do with it? So, I love that.
Scott Luton (00:25:16):
All right. So, Karin, very popular conversation playing out in the skyboxes here. Where are we going next with John and Monica?
Karin Bursa (00:25:24):
Yeah. So, I think one thing that’s important for us to all realize is that the reason there is a digital supply chain industry, that there is technology that has evolved over decades now is because we’re dealing with a couple of major themes, but just tons and tons of variables to be considered in those calculations. So, uncertainty is a big part. The supply chain hates uncertainty. It’s hard to calculate uncertainty as a part of the measure. But it’s also getting out in front of what John mentioned and what Scott mentioned which is lead time and what do I do with the lead time I have. And that lead time is different, depending upon where you are in the supply chain. If you’re doing planning and forecasting versus the expectation of inbound goods or a shipment to a customer.
Karin Bursa (00:26:20):
So, Monica, as you think about this and you think about some of the key trends, in your work around strategy for supply chain performance, what are the themes that are coming out regarding uncertainty? Because we’ve talked about collecting this data. I like how John said, you know, there’s just this multitude of data. We can literally be drowning in data, but starving for information. How do we kind of close that gap?
Monica Truelsch (00:26:52):
Uncertainty, I think, is the overriding characteristic of the supply chain chaos that we’re operating in today. And it’s, frankly, at a scale that the industry I don’t think has had to deal with for a long, long time. Logisticians, supply chain folks, they’re in the business of working through problems. They have exceptions all the time. The truck is late. There’s a fire on board the ocean vessel. The dray carrier broke down, it can’t make the appointment at the port. My parcel carrier has just limited the volumes of shipments that they’re going to pick up for me because they’ve got too many other competing contracts for it.
Monica Truelsch (00:27:37):
So, getting through bad news, getting through problems is what supply chain people do. I mean, that’s the focus. The uncertainty that we have in global supply chains, especially right now, is, I think, the whole new wrinkle in the game. It’s not just how long is it going to take that ship to cross the ocean. How long is it going to wait at anchor before the port is going to be uncongested enough for it to actually birth and have my goods unloaded? How long do we have to wait to get empty containers to export our goods? Because there’s a huge container and chassis imbalance across [inaudible].
Scott Luton (00:28:23):
Containergeddon, Monica. Containergeddon, I believe, right?
Monica Truelsch (00:28:26):
There you go. There you go. And the chassis, you don’t move containers without chassis as well. So, that’s the other component. The more parties you have to a movement of goods, the more components, the more legs in that move, the more uncertainty can creep into the situation. And I think you can track the progress of that truck in your little map. You can track the dots for the ocean vessels moving on that little map. But there’s so much uncertainty about the start and the stop of each leg in these multi-leg global moves that has never been there before. The just in time supply chain design is predicated on being able to have repeatable movements and legs in between each of these things.
Monica Truelsch (00:29:12):
And we don’t know. Things are taking longer, but we don’t know how much longer. And it is this uncertainty. Like the financial markets, they can price in risk for certain investments, but they can’t really price in uncertainty and what that means for a given business investment. And I think that’s the big challenge for us, is that, there’s so much that we don’t know at the start and the stop, all of these handoffs in our supply chains right now and it’s making people crazy.
Karin Bursa (00:29:41):
Yeah. Yeah. Absolutely. But I love how you started that with, you know, supply chain roles and supply chain people are problem solvers by nature. So, we are used to solving very complex problems and being focused on service and quality in that mix. John, you mentioned something in your remarks just a moment ago about how do we translate that visibility into action. Can you give us a couple of examples of what you’re doing, what you’re working on at Infor that’s helping practitioners translate visibility into action?
John Nadvoknik (00:30:21):
So, just playing off with some of Monica’s comments and even maybe rooting this back to your first statement around the real time visibility, so when you think about the data you’re collecting today versus what you might have collected in the past, you can have a higher reliability because of that real time data and not the dependency on events.
John Nadvornik (00:30:43):
So, for example, I need to know I got picked up. Does the carrier send that to me on time? Maybe, maybe not. But if I geofence a location, I can know it actually left the location when it went on there, assuming it got loaded, which is still a problem you have. But let’s move past that problem assuming it gets on the truck. So, I can tell. So, I have that information sooner in my entire supply chain.
John Nadvoknik (00:31:06):
So, having and being able to fuse that real time data with event style data allows me to kind of blend a better picture of what’s actually happening all the time. So, now, the question is, how do I use that data to answer your question that started this point off, which is, let’s say for example, a blank sailing occurred. I expected it to be on a vessel. It didn’t occur. Do I automatically rebook the next structure? Can I make that a little faster for them? If I’m running late to a port, can I let them know it’s running late? Maybe make a recommendation on you had a rail move, maybe a team drive move will allow you to save money. How can we help customers at least give them the options that are available, not automate that all the way today, because I think no, one’s really ready for that total automation.
John Nadvoknik (00:31:53):
But be able to, in the context of that exception or the context of that problem, give them options that are available for them to address the problem, give them the times and the cost, and that’s really what we’re working at right now is how do we make them make better decisions or resonate that information as opposed to having to make a whole bunch of phone calls. Give them the context of the problem that’s having in there and give them some options for resolutions that they can execute right away. But, obviously, we’re not going to automate that execution. Not at the moment. I don’t think anyone is ready for that. It’s like are you ready for your car to drive you yet? I’m not sure. But I’m not, I can tell you that. So, I think most customers are not ready for someone to basically just the systems to make all those decisions for them. We’re not SkyNet yet.
Scott Luton (00:32:39):
Isn’t it funny? We’re all pining away for the old challenges and the old uncertainties. The good old days when you didn’t have to get creative seemingly every hour of the day. I’m going to share a couple quick comments from folks here. Memory talks about forecasts are improved by visibility too. Great point there. She continues to say, “The complexity that is now ingrained in supply chain networks requires visibility, which will help simplify a lot of these challenges.” Excellent point. Memory, you’re on fire today. Seema says, “Key strategies for supply chain in the uncertain business world in global supply chain. Monica, it’s very true.” I think I might have butchered that just a bit. Well, I think the main point she’s making is there are some key strategies that Monica and John both are mentioning to help root out a little bit of uncertainty in global supply chain. And that those real time scenarios, which are so critical that we’re after. Excellent point there, Seema. Monica, do you want to respond really quick to Seema? She’s pointing out some good news you’re bringing us here today.
Monica Truelsch (00:33:40):
Yeah. So, the real time scenarios and the uncertainty, and I think Seema may be alluding to the complexity of all the participants in the supply chain. So, again, in a global supply chain, an inbound move from another country, for instance, there are so many handoffs of the goods and modal changes across border shifts and so forth. To get visibility to all of that, it’s not just a transportation challenge. It’s really an integration with your suppliers. It’s integration with your freight forwarders, with your 3PLs, perhaps with your customs broker is involved as well too. And it’s this holistic approach to visibility. Something that we can talk more about the transparency of the global supply chain that really brings power to the investment in this type of technology, connectivity, and into the tools that can make sense of all the data that you’re bringing in from these connected parties.
Scott Luton (00:34:38):
Agreed. John, please.
John Nadvoknik (00:34:41):
One thing I was just thinking in that whole concept that Monica brought up, we talk about real time visibility capturing those sensors or whatever that might be. Theoretically, I plug a big old sensor on the back and I can track my package with this whole supply chain. As Monica noted, there are those handoffs and those handoff points that you have in your supply chain, you’re still required to have some aspect of people involved. And so, you’ll always have that problem on integration, let it be a customs broker point, let it be transloader, let it go through a terminal on the other side. So, as good as you can get the real time movement aspect of it, you still have to focus on the points of handoff, which I still think is a key area in which getting visibility and even some aspect transparency as far as labor and things like that that would be also very beneficial for folks. I think we focus a lot on the movement, but I think Monica brings up all those good points there.
Scott Luton (00:35:31):
Agreed. The handoffs is where you can really get in trouble if we don’t get these right. I want to share this. Racquelle says, “Monica, supply chain people are the problem solvers. Yes.” And the overarching theme there that we’re all speaking to is how we leverage technology to allow our people to bring more value to the table and solve more problems and bigger problems and find new value. So, I love that. Let’s see here, folks, if you show up as LinkedIn User, it just means you’ve got a privacy setting on your LinkedIn profile that doesn’t allow us to see. This is Lenore that says, “Lead time depends a lot on where you’re located. So, you need to understand, not only your business, but also your location. It’s difficulties to ship in and out. You’ll need to forecast accordingly.”
Scott Luton (00:36:15):
And, of course, warehousing networks and all the planning that goes into where to locate different things, it’s a fascinating time to be in supply chain, for sure. And, finally, everyone’s talking about reality. I love Silvia’s point here. Silvia, we’re going to have to have you back on because as she points out there, she’s in the port every day checking on exams, chassis, truck power. “I love to share how it works in the real world,” supported, of course, by technology. Silvia, we’ll have you back on. And by the way, folks, Silvia makes some of the best jams and jellies in the Southeast. So, we’ll have to have Silvia back on.
Scott Luton (00:36:50):
Okay. So, speaking of ports, that is a great segue to the next question I want to pose starting with you, Monica. So, this is good news. I promise you you’re going to find some good news. We have had some relief in the ports. Yes, Port of Long Beach and the Port of Los Angeles both have Twitter accounts. Who else loves that besides me? I love you can just peek in there. Now, you might get a little extra good news rather than some of the reality, maybe on social. But, hey, I still love the fact that you can check and see what’s going on in our ports. So, still, the reality is west coast and other port congestion continues. Monica, I love to get your thoughts on import shipments. There’s inbound goods coming in from overseas and how this visibility and how this technology we’re talking about can drive real, tangible benefits.
Monica Truelsch (00:37:43):
Absolutely. And I’m going to give a bit of a shoutout to the webinar that we have coming up occurring on the 1st of February, we talk about first mile. The first mile of the supply chain, these complex, generally, global international moves, they’re multimodal. There are many parties involved in these. It’s a far more difficult visibility challenge than an outbound truckload shipment tracking, for instance. And it’s where the choice of your technology partners and their ability to connect and onboard and, really, to mesh together the many diverse sources of information and data that you’re collecting on these inbound supply chains. But then, to make sense of it on a common data model so that you know what the impact of an exception upstream means for all of the downstream components in that process as well too.
Monica Truelsch (00:38:44):
So, John alluded to the handoffs and the issues there as well. The earlier in the supply chain that you can spot a problem that is developing, the more cost effective options, the broader the range of options you have to actually mitigate disruption and problems downstream. So, I think for companies to invest in their first mile visibility, and, again, it’s not strictly a transportation solution at that point, it’s very much a trading partner, logistic service provider, network connectivity challenge for you on the first mile. The more that you can do and invest to identify those problems upstream, the more you can avoid disruption, that cascading flow of problems that ends in disaster, because your production line stopped, the parts didn’t show up when you needed them to assemble your Ford trucks, the materials didn’t show up for your production line, your entire Christmas holiday shopping for the market in Brazil went up in flames at a vessel at sea. These things are, I think, top of mind for companies to deal with right now. The focus on last mile has been very important because of the Amazon effect. But you’re not going to be able to ship those goods via UPS, via FedEx, via Amazon’s logistic service if they’re not in your warehouses, if your production lines are down because they haven’t come in for that first mile yet.
Scott Luton (00:40:25):
So, two quick points, and then, John, I’ll pose a question to you here. First off, since we’re picking on Ford trucks, did anyone see the commercials if your power goes out, you can use your Ford trucks to keep that football game on? So, y’all check that out. But, secondly, final mile or first mile, you heard Monica and, of course, John talk about that throughout. I saw a stat the other day, the final mile autonomous market for 2021, it was about $900 million in terms of the market cap. By 2030, a $5 billion market. Holy cow. So, if final mile is new to a handful of y’all, get ready, you’re going to hear that a lot the next eight years. Okay.
Scott Luton (00:41:08):
So, John, let’s talk about a little twist on the question here. So, in your role, vice-president of product management at Infor, how are you able to take what’s happening? You know, we’ve talked about all these different scenarios, these challenges, this uncertainty, all these different layers, and roll all that into solutions that, again, are about driving visibility, transparency, or – heck – just managing, simply managing uncertainty. There’s big value there, John.
John Nadvoknik (00:41:35):
Yeah, there is. And I think what we’re trying to do is really look at, as we talked about earlier, where can we affect change. I mean like most providers out there, we’ve done a pretty good job on the milestones and even cap some of the real time data, where we’re really trying to focus is around those handoff component. Can we give you better visibility into the areas that you are handing product off? That is not just giving you the visibility, but giving the analytics, trying to understand that we talk about it being a problem.
John Nadvornik (00:42:06):
I think you mentioned, you know, that supplier trading partner could be the terms in which you purchase goods. Maybe there’s a shift you want to do there because you can speed it up. Maybe the way that you transfer those types of things, trying to help folks show them where problems are occurring, and give them action to understand the data underneath it to what’s causing the problems. It could be lots of different things. It could be sailings. Maybe I’m in the wrong port. Maybe I need to look at something different. I think it’s being able to give them that data and then help them guide them through some problems and solutions they’re trying to get through.
John Nadvornik (00:42:41):
So, tech-wise, we talked about the real time capturing some different types of data. There’s also, you know, set of APIs. There’s better connectivity to a lot of the forwarders and carriers that existed than what existed a few years ago. When I say a few years ago, I’m talking five, not even ten. Everybody’s elevated their games in those areas in a much faster pace. And I know we blame a lot of it on COVID in a way, but a lot of that trend started back when the tariff started to shift. All the things started moving out of China. That required people to start thinking about their supply chain problems differently. You know, what can I do around that type of movement that made it a little more nimble? I think it would’ve worked out a lot great if COVID never happened. I think we would’ve flushed that out in a much smoother timeline.
Scott Luton (00:43:26):
That would have my vote, John, just saying.
John Nadvoknik (00:43:28):
Well, I mean, where would the excitement be then, Scott? [Inaudible]. But the point there, I think, is all that just kind of allowed us to move maybe a little quicker. A lot of people were still caught off guard. But there were some good things that were done prior to that to make it a little bit better. So, again, to just kind of answer that real quickly, it’s we are working harder to find the areas where we can’t get real time visibility because it’s handoffs. How do we get better data, better integration? Integrate that up and give that to the users. And, again, like Monica said, lot on last mile because of the Amazon effect, not much in that area, that’s actually causing people problem having your shelves empty. I can’t get any Arizona iced tea right now. I mean, that’s kind of [inaudible].
Scott Luton (00:44:12):
I love that. And don’t interrupt the Arizona iced tea supply chain, folks. The White House will be calling you. Really quick, John, as an aside because we’re not making light of COVID at all. One of the thoughts that came to my mind as you were describing that, everyone blames on COVID. Of course, COVID changed everything. However, as probably we can all agree, there were lots of shaky, ill performing businesses. I can remember one that I was a member of, like a club, that had horrible service, horrible food, bad event management. And, of course, they went out of business during COVID. But they were all not a strongly performing organization for a long time. But everyone blames COVID. In many cases, the innovation that COVID is going to drive is going to allow us to do more as an industry. And it’s a big dark cloud and a lot of challenge and pain and suffering, but, man, it’s going to get better and allow us to do more as an industry. Karin, your thoughts?
Karin Bursa (00:45:20):
Yeah. I totally agree with the last part of that comment, is, COVID is an unfortunate thing that’s impacted the world and impacted many of us, personally as well. But it has accelerated the adoption of digital supply chain strategies and the need to evaluate multiple scenarios more rapidly. So, I think many companies have leapfrogged their personal or their corporate transformations. I think there’s still, as John said, decades of opportunity ahead of us. But I think that most companies on a global basis have made significant strides forward over these last two years because supply chain has become such a priority and top of mind, and is what’s discussed in those C-suite meetings because of the challenges and disruptions and the questions about what do we do about it.
John Nadvoknik (00:46:21):
May I add one point to that, Scott? I think the interesting aspect of that is, yeah, there’s a lot of technology shift, but I think companies are looking at their business, and how they work with their partners, and the quality of the information, and where they hold them as far as that standard is. I think that’s all moving forward. They look at their business, as you noted, looking at their business differently to hold other partners that are critical in their supply chain that they might not have thought about as being important to a different level of standard in the companies that are pushing ahead or doing a really quick job into that area as well as adopting technology.
Scott Luton (00:46:54):
Agreed. Agreed. And it’s a fascinating time these last few years, whether you’re looking at technology, you’re looking at the employee experience, you’re looking at consumer experience. It really is mindboggling. Just all the gains that we’ve made in light of these deafening challenges and uncertainties. So, that’s a good story here.
Scott Luton (00:47:14):
Karin, I know we’re running short on time with, I think, this intriguing conversation with Monica and John. I can’t get to all the comments in the skyboxes. As we start to kind of wind down, what’s next with Monica and John here?
Karin Bursa (00:47:27):
Well, Monica, I do want to ask you just really quickly to express your point of view on the difference in visibility and transparency, because we’ve talked about it a couple of times or alluded to it here. We’ll ask our audience to go and listen to the full podcast to really get a more comprehensive view of it. But give us kind of the quick and dirty on how you see visibility as different from transparency in the supply chain.
Monica Truelsch (00:47:55):
Yeah. Great question. Visibility, to me, is drilling a hole in the wall, the barrier, between you and what you want to see, and putting your eye to it so you see something that you could not see before. Transparency is replacing that wall with a pane of glass. And when we talk about supply chains and the many participants that make it work nowadays, global supply chains in particular, gaining visibility to one aspect, I think, Scott, as you mentioned before, too, it wets the appetite for all of the things that you can’t see. And so, if you focus your technology investments just on visibility of one aspect or one process, I think you are missing the business value of investing in broader connectivity with those trading partners, with your carriers, with your 3PLs, your logistic service providers that allow you to explore the bigger picture.
Monica Truelsch (00:49:03):
It’s not just if this is moving, but has it departed? Is it ready to go from the supplier side of things? Has my supplier completed the packaging and shipping and labeling what’s ready to actually stuff in the container? It is the thinking about making your supply chain more connected overall to remove all of the blind spots rather than just focusing on tracking one particular aspect of it, the product in motion and maybe the transportation part of things. Because when you talk about the inbound supply chain and global supply chains across border, across ocean, tracking a single mode, or a single carrier, a single truck, or a single ocean vessel is no longer sufficient to dispel the complete uncertainty about when your stuff is going to get where you need it to be. And that’s the essential question, it’s not where is my stuff? It’s, is my stuff going to be here when I need it?
Scott Luton (00:50:13):
I’m glad you shared that because I was just about to say, “Where is my stuff, Monica?” But that’s not the question.
Monica Truelsch (00:50:17):
That’s not the question. Yeah.
Scott Luton (00:50:19):
Okay. I’ll share a couple quick comments and then, John, I’ve got a question for you as we start to wrap here. Let’s see here. Silvia says, “Excellent, Monica. We need more transparency in global supply chain.” Yes. And I can’t find her comment, but Silvia was touting the virtues of the Port of Charleston. So, she’s a big advocate of the Port of Charleston, which they’re on the move, for sure. Ikechukwu says, “Thank you, Monica, for the lay down emphasis on visibility and transparency and supply chain.” See, John and Monica both get new members of your fan club. Memory makes a good comment here, this goes back to, I think, we’re all trying to speak to a moment ago. Memory says, “COVID flushed out a lot of issues that were already -” they were already “- buried within our systems. It’s brought some solutions to forefronts and more solutions.” Memory, that’s what I was trying to say. Thank you very much for eloquently putting it better than I could. So, great point there.
Scott Luton (00:51:15):
Okay. So, what I want to do as we start to wrap – and we’re going to circle back on the good news, bad news question in a second, and then we’re also going to make sure folks know how to connect with our two titans of technology here – John and then Monica, John, where do folks get started in all of this? When it comes to, especially, inbound shipments or in general, where can folks get started?
John Nadvoknik (00:51:38):
Well, I think, obviously, you’re going to need that homegrown or buy some software is going to actually be kind of one thing. But where a lot of customers should really think about starting is how do I get better visibility to – again, I’m going to use this term – supplier handoff, to forwarder/forwarder, to on vessel or on plane, if you’re thinking about a pure inbound. So, that means – going to Monica’s transparency – how do I share with my parties involved what’s actually needing to happen at those areas? So, if we look at where a lot of people excel or get at that level of visibility, it’s their ability to share their order, what’s going on, when they need it. Maybe not all the content, but being able to share that data with the participants that need to get that order from the origin to wherever they’re trying to get it to, their destination, maybe if it’s a drop ship to a customer, but being able to share that. So, you have to be able to open up a little bit.
John Nadvornik (00:52:32):
It’s kind of like, you know, relationship, you got to open up a little bit in the area of being a little bit vulnerable in these areas to your partners so that they can actually help you kind of move along the supply chain. Because if you’re going to try to go it alone, you’re going to have the blind spots that people are looking for. And, again, if you get into that, you can get a little bit of visibility and you get a little bit of value. You can give a lot of visibility and get a lot of value. So, use the relationship, you can go with that a little bit if you want there, Scott. So, that concept is really what I think people need to do is how do I share the information that allow my business partners to perform better on their behalf. And I need to understand what they need so that I can get that information to them. A collaborative platform that allows people to work on that is a great way to start. It might not be attainable for everybody, but it is a great way to start.
Monica Truelsch (00:53:21):
Scott Luton (00:53:21):
I love that. I love that. Really quick, Jeremy Bodenhamer on a webinar we did yesterday was talking about authenticity in supply chain. And we hear authenticity mentioned in a lot of different ways, but he really hammered supply chain. But, John, you mentioned vulnerability, but those true real relationships with your suppliers and with your supply chain, that’s when – man – trust, you can move mountains. So, I love that comment. I love how you baked it in the relationship point there, John. All right. And Amanda, as I’m hearing in my ear, love that too, John. So, Amanda is going to get some good traction out there. Monica, what would you add to that question of how do you get started? Where do you start? What would you add?
Monica Truelsch (00:54:05):
Wow. It depends a lot on the immediate pain points that a company is dealing with, of course. You might have a really, really great supplier management situation, your direct procurement team, they’re all plugged into your suppliers, you kind of know what’s going on there. But maybe your forwarder solutions, if you’re dealing with global input, you’re having to navigate between the unique technology portals that each of your forwarders are working with and the different geographies that they handle. Maybe it’s time to think about having a visibility or an orchestration platform for your global supply chain that lets you feed all of those forwarder information streams into, but that gives you that single pane of glass, that consistent view across all of your channels.
Monica Truelsch (00:54:57):
I would emphasize definitely looking at the first mile of your supply chain. Karin, I think you and I talked in the podcast last of about how much technology investment has been going into the last mile in the last several years. And what we’ve certainly seen from Infor in the recent years is that companies have been under investing in that first mile. Companies that had even purchased our nexus solutions, but were in various phases of implementation in 2020 when things just kind of froze up around the world, they decided to accelerate the aspects of their technology implementations that focused on visibility to their supply chain partners, to their logistics service partners, to the ocean and air cargo aspects as well because that’s where they felt the pain.
Monica Truelsch (00:55:51):
And to say that it’s not important where you start, it’s important that you start today, and that you begin to move towards that transparency. Because as John very rightly pointed out, there is mutual benefit from visibility and transparency in helping to eliminate waste, in freeing up capacity in transportation, in attaining financial goals for both buyers and sellers on the transportation side and on the good side for international transport. So, there’s upside all along the value chain and supply chain if you look to invest in transparency, not just invisibility, and you bring your partners, your trading partners, into that story as well.
Karin Bursa (00:56:44):
Scott, I know we’re up against time, but before we let John and Monica go, I got to ask, what’s worse? Monica, what’s worse, bad news about your supply chain or uncertainty about your supply chain?
Monica Truelsch (00:56:58):
Bad news is something we deal with every day. Just get rid of that uncertainty so we know how to deal with it.
Karin Bursa (00:57:05):
All right. John?
John Nadvoknik (00:57:05):
I’m going to wait the bad news, because we’re always planning for the uncertainty. It’s the bad stuff that hurts us a little bit on these structures. So, I think we’re all adjusting to uncertainty fairly well in the supply chain. I think when we get hit with a port strike all of a sudden, to me, that’s bad news and it’s a little bit of uncertainty, but that really hurts us for [inaudible].
Scott Luton (00:57:26):
Well said. You know, that good news, bad news conversation – holy cow – we could dedicate it. It feels like a couple of days of content and conversations around that. Folks in supply chain really digging what y’all were sharing about that, John and Monica. And, of course, your technology and supply chain observations and discussion here today.
Scott Luton (00:57:45):
Folks, make sure if you enjoyed today’s conversation, check us out on February 1st, where we’re welcoming Monica to another conversation via webinar. You got to sign up for that one. The link to sign up is free, it’s in the comments. And you can also learn more at supplychainnow.com.
Scott Luton (00:58:03):
So, as we thank Monica and John for their time, big thanks to Monica Truelsch, Senior Director Supply Chain Management Strategy with Infor, and the world’s biggest Cleveland Browns and Cleveland Guardians fan. I think I got that right. Monica, thank you so much.
Monica Truelsch (00:58:19):
My pleasure. Thank you very much for having me, Scott. Thank you, Karin.
Scott Luton (00:58:22):
You bet. We’ll see you in just a couple of weeks. And, John Nadvornik, we really appreciate your time here today – Vice-President Product Management with Infor. Perhaps the largest New York Giants fan. They’ll be back. They’ll be back on the face of the earth. Is that right, John?
John Nadvoknik (00:58:38):
I’m not sure. I’m not sure. Thank you for that wish.
Scott Luton (00:58:41):
Well, we really enjoyed y’all’s take. I love the analogies. Karin, we’ve got a ton of t-shirt-isms. Thank you so much to John and Monica. We’ll see you again very soon.
Monica Truelsch (00:58:51):
John Nadvoknik (00:58:51):
Thank you. Have a great day.
Scott Luton (00:58:53):
That was chuck full, Karin. That was one heck of a discussion. And, you know, with John and Monica, there’s so much there but we’re still just scraping the tip of the iceberg.
Karin Bursa (00:59:06):
Absolutely. And I liked John’s perspective on that, where he talked about from a technology perspective, it sounds like they’ve got a good decade of innovations already planned or targeted out on those longer lead time items. But I also like the sense of urgency around just simply getting started. Getting started today and think about both visibility and transparency, not just from your role in the supply chain or your business’ role in the supply chain, but think about it with your customers and think about it with your suppliers, your carriers, your partners as well, because there’s benefit to be derived across the board. And I think that that’s one thing for us to all keep in mind, is, we can be a great supplier and a terrible customer, or we can be a great customer and a terrible supplier, depending upon on what relationships we’re looking at. So, I agree, lots of opportunity.
Scott Luton (01:00:06):
Agreed. And, hey, your visibility and transparency strategy cannot start and stop with it at your four walls. These handoffs and exceptions that came up in today’s conversation, that’s some of the secret sauce. You got to get it right. You got to get that right with your partner. So, I really enjoyed Monica and John’s conversation. I’m tickled to have Monica back. We had to go through her agent, I think, to get her back on February 1st. John’s agent was playing hardball, evidently. But I’m looking forward to having Monica back with us on February 1st.
Scott Luton (01:00:38):
Lots of comments here. Let’s wrap on this. I really appreciate this comment here. Alina, “Thank you so much for the interesting conversation, especially about investment in the first mile suppliers, 3PL providers, et cetera.” Excellent point. Seema wants to know about that museum in Italy that John was mentioning on the very frontend. So, we’ll see, maybe they can get connected on LinkedIn. And by the way, folks, make sure you do follow and connect with Monica and John on LinkedIn. And you can learn more about Infor, of course, at infor.com.
Scott Luton (01:01:08):
Let’s see here. Seema also says, “Supplier management solutions and navigation with different geography explained by Monica is recommendable. Explanation is very real and true.” I tell you, Monica is getting all kinds of fan support here. Racquelle says, “Thank you for all the amazing information.” Tom says, “Great SCN segment.” I appreciate that. Clay has dropped in the link. Again, that should be in the show notes, but this is the webinar on February 1st. And, finally, Silvia, defender of the Port of Charleston, which I love. We got to have Silvia back. She says she’d rather be the bearer of bad news so that you can collectively find a solution.
Karin Bursa (01:01:45):
I agree with you, Silvia. And I think that Silvia has quickly become the ambassador of the port. So, not to the defend her, but the ambassador. She’s always had a great point of view.
Scott Luton (01:01:57):
Sorry. When I said defender, I meant it like a defender of planet earth, like a cartoon or something. I might be getting damages.
Karin Bursa (01:02:04):
I sure it is. I ‘m sure it is.
Scott Luton (01:02:06):
Ambassador Karin is a better way of putting it. I love that. And Michael, yes, this whole conversation is going to be available on demand via social and via podcast here really, really soon. And, Kim, hey, have a great time in Dubai. You missed a great conversation. You’re going to have to tee it back up and we got to get your thoughts on it. Okay.
Scott Luton (01:02:24):
Karin, we’ve kind of talked about some of our favorite moments. This was a rock and roll conversation with Monica and John with Infor. One quick, where can folks find TEKTOK, Karin?
Karin Bursa (01:02:34):
Yeah. TEKTOK, anywhere you get your podcast, please follow us, join, get notifications. And I’d love to hear your thoughts on topics to cover in some upcoming sessions. So, don’t be shy.
Scott Luton (01:02:45):
Don’t be shy. Folks, hey, we’ll keep talking about good news versus bad news. But if you’re in supply chain and global supply chain, you’re certainly part of the good news. And we appreciate all those efforts, all the hard work, the innovation that keeps global business moving forward.
Scott Luton (01:03:00):
On that note, on behalf of Karin Bursa and the whole team – big thanks to Shantel, Katherine, Amanda, Clay, the whole gang. Big thanks to our guests, Monica and John with Infor – Scott Luton, challenging you, do good, give forward, be the change that’s needed. And on that note, we’ll see you next time right back here at Supply Chain Now. Thanks everybody.
Thanks for being a part of our Supply Chain Now community. Check out all of our programming at supplychainnow.com, and make sure you subscribe to Supply Chain Now anywhere you listen to podcasts. And follow us on Facebook, LinkedIn, Twitter, and Instagram. See you next time on Supply Chain Now.
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.
John Nadvornik, A 20-year veteran of software and application development for supply chain needs, John Nadvornik has paid his dues with experience and responsibility in almost every aspect of product/information technology. John has been a leader in developing product and solution strategies for transportation, logistics, and broader supply chain categories. As a former supply chain service practitioner and as a solution owner today, he brings a depth of experience and insight to challenges in the transportation and logistics industries, and in supply chain needs for high-tech, automotive, retail, fashion, and consumer packaged goods verticals. Though he lives in California today, his East Coast origins are obvious in his strong opinions, blunt but on-the-money assessments and willingness to take a contrary position.
Host, Supply Chain Now en Espanol
Demo Perez started his career in 1997 in the industry by chance when a relative asked him for help for two just weeks putting together an operation for FedEx Express at the Colon Free Zone, an area where he was never been but accepted the challenge. Worked in all roles possible from a truck driver to currier to a sales representative, helped the brand introduction, market share growth and recognition in the Colon Free Zone, at the end of 1999 had the chance to meet and have a chat with Fred Smith ( FedEx CEO), joined another company in 2018 who took over the FedEx operations as Operations and sales manager, in 2004 accepted the challenge from his company to leave the FedEx operations and business to take over the operation and business of DHL Express, his major competitor and rival so couldn’t say no, by changing completely its operation model in the Free Zone. In 2005 started his first entrepreneurial journey by quitting his job and joining two friends to start a Freight Forwarding company. After 8 months was recruited back by his company LSP with the General Manager role with the challenge of growing the company and make it fully capable warehousing 3PL. By 2009 joined CSCMP and WERC and started his journey of learning and growing his international network and high-level learning. In 2012 for the first time joined a local association ( the Panama Maritime Chamber) and worked in the country’s first Logistics Strategy plan, joined and lead other associations ending as president of the Panama Logistics Council in 2017. By finishing his professional mission at LSP with a company that was 8 times the size it was when accepted the role as GM with so many jobs generated and several young professionals coached, having great financial results, took the decision to move forward and start his own business from scratch by the end of 2019. with a friend and colleague co-founded IPL Group a company that started as a boutique 3PL and now is gearing up for the post-Covid era by moving to the big leagues.
Sales Support Intern
Alex is pursuing a Marketing degree and a Certificate in Legal Studies at the University of Georgia. As a dual citizen of both the US and UK; Alex has studied abroad at University College London and is passionate about travel and international business. Through her coursework at the Terry College of Business, Alex has gained valuable skills in digital marketing, analytics, and professional selling. She joined Supply Chain Now as a Sales Support Intern where she assists the team by prospecting and qualifying new business partners.
Joshua is a student from Institute of Technology and Higher Education of Monterrey Campus Guadalajara in Communication and Digital Media. His experience ranges from Plug and Play México, DearDoc, and Nissan México creating unique social media marketing campaigns and graphics design. Joshua helps to amplify the voice of supply chain here at Supply Chain Now by assisting in graphic design, content creation, asset logistics, and more. In his free time he likes to read and write short stories as well as watch movies and television series.
Director of Communications and Executive Producer
Donna Krache is a former CNN executive producer who has won several awards in journalism and communication, including three Peabodys. She has 30 years’ experience in broadcast and digital journalism. She led the first production team at CNN to convert its show to a digital platform. She has authored many articles for CNN and other media outlets. She taught digital journalism at Georgia State University and Arizona State University. Krache holds a bachelor’s degree in government from the College of William and Mary and a master’s degree in curriculum and instruction from the University of New Orleans. She is a serious sports fan who loves the Braves. She is president of the Dave Krache Foundation. Named in honor of her late husband, this non-profit pays fees for kids who want to play sports but whose parents are facing economic challenges.
Vicki has a long history of rising to challenges and keeping things up and running. First, she supported her family’s multi-million dollar business as controller for 12 years, beginning at the age of 17. Then, she worked as an office manager and controller for a wholesale food broker. But her biggest feat? Serving as the chief executive officer of her household, while her entrepreneur husband travelled the world extensively. She fed, nurtured, chaperoned, and chauffeured three daughters all while running a newsletter publishing business and remaining active in her community as a Stephen’s Minister, Sunday school teacher, school volunteer, licensed realtor and POA Board president (a title she holds to this day). A force to be reckoned with in the office, you might think twice before you meet Vicki on the tennis court! When she’s not keeping the books balanced at Supply Chain Now or playing tennis matches, you can find Vicki spending time with her husband Greg, her 4 fur babies, gardening, cleaning (yes, she loves to clean!) and learning new things.
Ben Harris is the Director of Supply Chain Ecosystem Expansion for the Metro Atlanta Chamber. Ben comes to the Metro Atlanta Chamber after serving as Senior Manager, Market Development for Manhattan Associates. There, Ben was responsible for developing Manhattan’s sales pipeline and overall Americas supply chain marketing strategy. Ben oversaw market positioning, messaging and campaign execution to build awareness and drive new pipeline growth. Prior to joining Manhattan, Ben spent four years with the Georgia Department of Economic Development’s Center of Innovation for Logistics where he played a key role in establishing the Center as a go-to industry resource for information, support, partnership building, and investment development. Additionally, he became a key SME for all logistics and supply chain-focused projects. Ben began his career at Page International, Inc. where he drove continuous improvement in complex global supply chain operations for a wide variety of businesses and Fortune 500 companies. An APICS Certified Supply Chain Professional (CSCP), Ben holds an Executive Master’s degree in Business Administration (EMBA) and bachelor’s degree in International Business (BBA) from the Terry College at the University of Georgia.
Host, The Freight Insider
Prior to joining TeamOne Logistics, Page Siplon served as the Executive Director of the Georgia Center of Innovation for Logistics, the State’s leading consulting resource for fueling logistics industry growth and global competitiveness. For over a decade, he directly assisted hundreds of companies to overcome challenges and capitalize on opportunities related to the movement of freight. During this time, Siplon was also appointed to concurrently serve the State of Georgia as Director of the larger Centers of Innovation Program, in which he provided executive leadership and vision for all six strategic industry-focused Centers. As a frequently requested keynote speaker, Siplon is called upon to address a range of audiences on unique aspects of technology, workforce, and logistics. This often includes topics of global and domestic logistics trends, supply chain visibility, collaboration, and strategic planning. He has also been quoted as an industry expert in publications such as Forbes, Journal of Commerce, Fortune, NPR, Wall Street Journal, Reuters, American Express, DC Velocity, Area Development Magazine, Site Selection Magazine, Inbound Logistics, Modern Material Handling, and is frequently a live special guest on SiriusXM’s Road Dog Radio Show. Siplon is an active industry participant, recognized by DC Velocity Magazine as a “2012 Logistics Rainmaker” which annually identifies the top-ten logistics professionals in the Nation; and named a “Pro to Know” by Supply & Demand Executive Magazine in 2014. Siplon was also selected by Georgia Trend Magazine as one of the “Top 100 Most Influential Georgians” for 2013, 2014, and 2015. He also serves various industry leadership roles at both the State and Federal level. Governor Nathan Deal nominated Siplon to represent Georgia on a National Supply Chain Competitiveness Advisory Committee, where he was appointed to a two-year term by the U.S. Secretary of Commerce and was then appointed to serve as its vice-chairman. At the State level, he was selected by then-Governor Sonny Perdue to serve as lead consultant on the Commission for New Georgia’s Freight and Logistics Task Force. In this effort, Siplon led a Private Sector Advisory Committee with invited executives from a range of private sector stakeholders including UPS, Coca-Cola, The Home Depot, Delta Airlines, Georgia Pacific, CSX, and Norfolk Southern. Siplon honorably served a combined 12 years in the United States Marine Corps and the United States Air Force. During this time, he led the integration of encryption techniques and deployed cryptographic devices for tactically secure voice and data platforms in critical ground-to-air communication systems. This service included support for all branches of the Department of Defense, multiple federal security agencies, and aiding NASA with multiple Space Shuttle launches. Originally from New York, Siplon received both a bachelor’s and master’s degree in electrical and computer engineering with a focus on digital signal processing from the Georgia Institute of Technology. He earned an associate’s degree in advanced electronic systems from the Air Force College and completed multiple military leadership academies in both the Marines and Air Force. Siplon currently lives in Cumming, Georgia (north of Atlanta), with his wife Jan, and two children Thomas (19) and Lily (15).
Host, Logistics with Purpose
Kristi Porter is VP of Sales and Marketing at Vector Global Logistics, a company that is changing the world through supply chain. In her role, she oversees all marketing efforts and supports the sales team in doing what they do best. In addition to this role, she is the Chief Do-Gooder at Signify, which assists nonprofits and social impact companies through copywriting and marketing strategy consulting. She has almost 20 years of professional experience, and loves every opportunity to help people do more good.
Host, Supply Chain Now en Espanol
Sofia Rivas Herrera is a Mexican Industrial Engineer from Tecnologico de Monterrey class 2019. Upon graduation, she earned a scholarship to study MIT’s Graduate Certificate in Logistics and Supply Chain Management and graduated as one of the Top 3 performers of her class in 2020. She also has a multicultural background due to her international academic experiences at Singapore Management University and Kühne Logistics University in Hamburg. Sofia self-identifies as a Supply Chain enthusiast & ambassador sharing her passion for the field in her daily life.
Sales and Marketing Coordinator
Katherine is a marketing professional and MBA candidate who strives to unite her love of people with a passion for positive experiences. Having a diverse background, which includes nonprofit work with digital marketing and start-ups, she serves as a leader who helps people live their most creative lives by cultivating community, order, collaboration, and respect. With equal parts creativity and analytics, she brings a unique skill set which fosters refining, problem solving, and connecting organizations with their true vision. In her free time, you can usually find her looking for her cup of coffee, playing with her puppy Charlie, and dreaming of her next road trip.
Host, Supply Chain Now
The founder of Logistics Executive Group, Kim Winter delivers 40 years of executive leadership experience spanning Executive Search & Recruitment, Leadership Development, Executive Coaching, Corporate Advisory, Motivational Speaking, Trade Facilitation and across the Supply Chain, Logistics, 3PL, E-commerce, Life Science, Cold Chain, FMCG, Retail, Maritime, Defence, Aviation, Resources, and Industrial sectors. Operating from the company’s global offices, he is a regular contributor of thought leadership to industry and media, is a professional Master of Ceremonies, and is frequently invited to chair international events.
He is a Board member of over a dozen companies throughout APAC, India, and the Middle East, a New Zealand citizen, he holds formal resident status in Australia and the UAE, and is the Australia & New Zealand representative for the UAE Government-owned Jebel Ali Free Zone (JAFZA), the Middle East’s largest Economic Free Zone.
A triathlete and ex-professional rugby player, Kim is a qualified (IECL Sydney) executive coach and the Founder / Chairman of the successful not for profit humanitarian organization, Oasis Africa (www. oasisafrica.org.au), which has provided freedom from poverty through education to over 8000 mainly orphaned children in East Africa’s slums. Kim holds an MBA and BA from Massey & Victoria Universities (NZ).
Host, Logistics with Purpose
Adrian Purtill serves as Business Development Manager at Vector Global Logistics, where he consults with importers and exporters in various industries to match their specific shipping requirements with the most effective supply chain solutions. Vector Global Logistics is an asset-free, multi-modal logistics company that provides exceptional sea freight, air freight, truck, rail, general logistic services and consulting for our clients. Our highly trained and professional team is committed to providing creative and effective solutions, always exceeding our customer’s expectations and fostering long-term relationships. With more than 20+ years of experience in both strategy consulting and logistics, Vector Global Logistics is your best choice to proactively minimize costs while having an exceptional service level.
Host, Logistics with Purpose
Kevin Brown is the Director of Business Development for Vector Global Logistics. He has a dedicated interest in Major Account Management, Enterprise Sales, and Corporate Leadership. He offers 25 years of exceptional experience and superior performance in the sales of Logistics, Supply Chain, and Transportation Management. Kevin is a dynamic, high-impact, sales executive and corporate leader who has consistently exceeded corporate goals. He effectively coordinates multiple resources to solution sell large complex opportunities while focusing on corporate level contacts across the enterprise. His specialties include targeting and securing key accounts by analyzing customer’s current business processes and developing solutions to meet their corporate goals. Connect with Kevin on LinkedIn.
Host, Logistics with Purpose
Jose Manuel Irarrazaval es parte del equipo de Vector Global Logistics Chile. José Manuel es un gerente experimentado con experiencia en finanzas corporativas, fusiones y adquisiciones, financiamiento y reestructuración, inversión directa y financiera, tanto en Chile como en el exterior. José Manuel tiene su MBA de la Universidad de Pennsylvania- The Wharton School. Conéctese con Jose Manuel en LinkedIn.
Host, Logistics with Purpose
Nick Roemer has had a very diverse and extensive career within design and sales over the last 15 years stretching from China, Dubai, Germany, Holland, UK, and the USA. In the last 5 years, Nick has developed a hawk's eye for sustainable tech and the human-centric marketing and sales procedures that come with it. With his far-reaching and strong network within the logistics industry, Nick has been able to open new avenues and routes to market within major industries in the USA and the UAE. Nick lives by the ethos, “Give more than you take." His professional mission is to make the logistics industry leaner, cleaner and greener.
Host, Logistics with Purpose
Allison Krache Giddens has been with Win-Tech, a veteran-owned small business and aerospace precision machine shop, for 15 years, recently buying the company from her mentor and Win-Tech’s Founder, Dennis Winslow. She and her business partner, John Hudson now serve as Co-Presidents, leading the 33-year old company through the pandemic.
She holds undergraduate degrees in psychology and criminal justice from the University of Georgia, a Masters in Conflict Management from Kennesaw State University, a Masters in Manufacturing from Georgia Institute of Technology, and a Certificate of Finance from the University of Georgia. She also holds certificates in Google Analytics, event planning, and Cybersecurity Risk Management from Harvard online. Allison founded the Georgia Chapter of Women in Manufacturing and currently serves as Treasurer. She serves on the Chattahoochee Technical College Foundation Board as its Secretary, the liveSAFE Resources Board of Directors as Resource Development Co-Chair, and on the Leadership Cobb Alumni Association Board as Membership Chair and is also a member of Cobb Executive Women. She is on the Board for the Cobb Chamber of Commerce’s Northwest Area Councils. Allison runs The Dave Krache Foundation, a non-profit that helps pay sports fees for local kids in need.
Host of Dial P for Procurement
Billy Taylor is a Proven Business Excellence Practitioner and Leadership Guru with over 25 years leading operations for a Fortune 500 company, Goodyear. He is also the CEO of LinkedXL (Excellence), a Business Operating Systems Architecting Firm dedicated to implementing sustainable operating systems that drive sustainable results. Taylor’s achievements in the industry have made him a Next Generational Lean pacesetter with significant contributions.
An American business executive, Taylor has made a name for himself as an innovative and energetic industry professional with an indispensable passion for his craft of operational excellence. His journey started many years ago and has worked with renowned corporations such as The Goodyear Tire & Rubber Co. (GT) leading multi-site operations. With over 3 decades of service leading North America operations, he is experienced in a deeply rooted process driven approach in customer service, process integrity for sustainability.
A disciple of continuous improvement, Taylor’s love for people inspires commitment to helping others achieve their full potential. He is a dynamic speaker and hosts "The Winning Link," a popular podcast centered on business and leadership excellence with the #1 rated Supply Chain Now Network. As a leadership guru, Taylor has earned several invitations to universities, international conferences, global publications, and the U.S. Army to demonstrate how to achieve and sustain effective results through cultural acceptance and employee ownership. Leveraging the wisdom of his business acumen, strong influence as a speaker and podcaster Taylor is set to release "The Winning Link" book under McGraw Hill publishing in 2022. The book is a how-to manual to help readers understand the management of business interactions while teaching them how to Deine, Align, and Execute Winning in Business.
A servant leader, Taylor, was named by The National Diversity Council as one of the Top 100 Diversity Officers in the country in 2021. He features among Oklahoma's Most Admired CEOs and maintains key leadership roles with the Executive Advisory Board for The Shingo Institute "The Nobel Prize of Operations" and The Association of Manufacturing Excellence (AME); two world-leading organizations for operational excellence, business development, and cultural learning. He is also an Independent Director for the M-D Building Products Board, a proud American manufacturer of quality products since 1920.
Lori is currently completing a degree in marketing with an emphasis in digital marketing at the University of Georgia. When she’s not supporting the marketing efforts at Supply Chain Now, you can find her at music festivals – or working toward her dream goal of a fashion career. Lori is involved in many extracurricular activities and appreciates all the learning experiences UGA has brought her.
Social Media Manager
My name is Chantel King and I am the Social Media Specialist at Supply Chain Now. My job is to make sure our audience is engaged and educated on the abundant amount of information the supply chain industry has to offer.
Social Media and Communications has been my niche ever since I graduated from college at The Academy of Art University in San Francisco. No, I am not a West Coast girl. I was born and raised in New Jersey, but my travel experience goes way beyond the garden state. My true passion is in creating editorial and graphic content that influences others to be great in whatever industry they are in. I’ve done this by working with lifestyle, financial, and editorial companies by providing resources to enhance their businesses.
Another passion of mine is trying new things. Whether it’s food, an activity, or a sport. I would like to say that I am an adventurous Taurus that never shies away from a new quest or challenge.
Trisha is new to the supply chain industry – but not to podcasting. She’s an experienced podcast manager and virtual assistant who also happens to have 20 years of experience as an elementary school teacher. It’s safe to say, she’s passionate about helping people, and she lives out that passion every day with the Supply Chain Now team, contributing to scheduling and podcast production.
Business Development Manager
Clay is passionate about two things: supply chain and the marketing that goes into it. Recently graduated with a degree in marketing at the University of Georgia, Clay got his start as a journalism major and inaugural member of the Owl’s football team at Kennesaw State University – but quickly saw tremendous opportunity in the Terry College of Business. He’s already putting his education to great use at Supply Chain Now, assisting with everything from sales and brand strategy to media production. Clay has contributed to initiatives such as our leap into video production, the guest blog series, and boosting social media presence, and after nearly two years in Supply Chain Now’s Marketing Department, Clay now heads up partnership and sales initiatives with the help of the rest of the Supply Chain Now sales team.
Vice President, Production
Amanda is a production and marketing veteran and entrepreneur with over 20 years of experience across a variety of industries and organizations including Von Maur, Anthropologie, AmericasMart Atlanta, and Children’s Healthcare of Atlanta. Amanda currently manages, produces, and develops modern digital content for Supply Chain Now and their clients. Amanda has previously served as the VP of Information Systems and Webmaster on the Board of Directors for APICS Savannah, and founded and managed her own successful digital marketing firm, Magnolia Marketing Group. When she’s not leading the Supply Chain Now production team, you can find Amanda in the kitchen, reading, listening to podcasts, or enjoying time with family.
Constantine Limberakis is a thought leader in the area of procurement and supply management. He has over 20 years of international experience, playing strategic roles in a wide spectrum of organizations related to analyst advisory, consulting, product marketing, product development, and market research. Throughout his career, he's been passionate about engaging global business leaders and the broader analyst and technology community with strategic content, speaking engagements, podcasts, research, webinars, and industry articles.Constantine holds a BA in History from the University of Illinois at Urbana-Champaign, and an MBA in Finance & Marketing / Masters in Public & International Affairs from the University of Pittsburgh.
Host, Veteran Voices
Mary Kate Soliva is a veteran of the US Army and cofounder of the Guam Human Rights Initiative. She is currently in the Doctor of Criminal Justice program at Saint Leo University. She is passionate about combating human trafficking and has spent the last decade conducting training for military personnel and the local community.
Host of Dial P for Procurement
Kelly is the Owner and Managing Director of Buyers Meeting Point and MyPurchasingCenter. She has been in procurement since 2003, starting as a practitioner and then as the Associate Director of Consulting at Emptoris. She has covered procurement news, events, publications, solutions, trends, and relevant economics at Buyers Meeting Point since 2009. Kelly is also the General Manager at Art of Procurement and Business Survey Chair for the ISM-New York Report on Business. Kelly has her MBA from Babson College as well as an MS in Library and Information Science from Simmons College and she has co-authored three books: ‘Supply Market Intelligence for Procurement Professionals’, ‘Procurement at a Crossroads’, and ‘Finance Unleashed’.
Host of Logistics with Purpose and Supply Chain Now en Español
Enrique serves as Managing Director at Vector Global Logistics and believes we all have a personal responsibility to change the world. He is hard working, relationship minded and pro-active. Enrique trusts that the key to logistics is having a good and responsible team that truly partners with the clients and does whatever is necessary to see them succeed. He is a proud sponsor of Vector’s unique results-based work environment and before venturing into logistics he worked for the Boston Consulting Group (BCG). During his time at BCG, he worked in different industries such as Telecommunications, Energy, Industrial Goods, Building Materials, and Private Banking. His main focus was always on the operations, sales, and supply chain processes, with case focus on, logistics, growth strategy, and cost reduction. Prior to joining BCG, Enrique worked for Grupo Vitro, a Mexican glass manufacturer, for five years holding different positions from sales and logistics manager to supply chain project leader in charge of five warehouses in Colombia.
He has an MBA from The Wharton School of Business and a BS, in Mechanical Engineer from the Technologico de Monterrey in Mexico. Enrique’s passions are soccer and the ocean, and he also enjoys traveling, getting to know new people, and spending time with his wife and two kids, Emma and Enrique.
Host of Digital Transformers
Kevin L. Jackson is a globally recognized Thought Leader, Industry Influencer and Founder/Author of the award winning “Cloud Musings” blog. He has also been recognized as a “Top 5G Influencer” (Onalytica 2019, Radar 2020), a “Top 50 Global Digital Transformation Thought Leader” (Thinkers 360 2019) and provides strategic consulting and integrated social media services to AT&T, Intel, Broadcom, Ericsson and other leading companies. Mr. Jackson’s commercial experience includes Vice President J.P. Morgan Chase, Worldwide Sales Executive for IBM and SAIC (Engility) Director Cloud Solutions. He has served on teams that have supported digital transformation projects for the North Atlantic Treaty Organization (NATO) and the US Intelligence Community. Kevin’s formal education includes a MS Computer Engineering from Naval Postgraduate School; MA National Security & Strategic Studies from Naval War College; and a BS Aerospace Engineering from the United States Naval Academy. Internationally recognizable firms that have sponsored articles authored by him include Cisco, Microsoft, Citrix and IBM. Books include “Click to Transform” (Leaders Press, 2020), “Architecting Cloud Computing Solutions” (Packt, 2018), and “Practical Cloud Security: A Cross Industry View” (Taylor & Francis, 2016). He also delivers online training through Tulane University, O’Reilly Media, LinkedIn Learning, and Pluralsight. Mr. Jackson retired from the U.S. Navy in 1994, earning specialties in Space Systems Engineering, Carrier Onboard Delivery Logistics and carrier-based Airborne Early Warning and Control. While active, he also served with the National Reconnaissance Office, Operational Support Office, providing tactical support to Navy and Marine Corps forces worldwide.
Director of Sales
Tyler Ward serves as Supply Chain Now's Director of Sales. Born and raised in Mid-Atlantic, Tyler is a proud graduate of Shippensburg University where he earned his degree in Communications. After college, he made his way to the beautiful state of Oregon, where he now lives with his wife and daughter.
With over a decade of experience in sales, Tyler has a proven track record of exceeding targets and leading high-performing teams. He credits his success to his ability to communicate effectively with customers and team members alike, as well as his strategic thinking and problem-solving skills.
When he's not closing deals, you can find Tyler on the links or cheering on his favorite football and basketball teams. He also enjoys spending time with his family, playing pick-up basketball, and traveling back to Ocean City, Maryland, his favorite place!
Principal, Supply Chain Now
Host of Supply Chain is Boring
Talk about world-class: Chris is one of the few professionals in the world to hold CPIM-F, CLTD-F and CSCP-F designations from ASCM/APICS. He’s also the APICS coach – and our resident Supply Chain Doctor. When he’s not hosting programs with Supply Chain Now, he’s sharing supply chain knowledge on the APICS Coach Youtube channel or serving as a professional education instructor for the Georgia Tech Supply Chain & Logistic Institute’s Supply Chain Management (SCM) program and University of Tennessee-Chattanooga Center for Professional Education courses.
Chris earned a BS in Industrial Engineering from Bradley University, an MBA with emphasis in Industrial Psychology from the University of West Florida, and is a Doctoral in Supply Chain Management candidate.
Principal & CMO, Supply Chain Now
Host of Supply Chain Now and TECHquila Sunrise
When rapid-growth technology companies, venture capital and private equity firms are looking for advisory, they call Greg – a founder, board director, advisor and catalyst of disruptive B2B technology and supply chain. An insightful visionary, Greg guides founders, investors and leadership teams in creating breakthroughs to gain market exposure and momentum – increasing overall company esteem and valuation.
Greg is a founder himself, creating Blue Ridge Solutions, a Gartner Magic Quadrant Leader in cloud-native supply chain applications, and bringing to market Curo, a field service management solution. He has also held leadership roles with Servigistics (PTC) and E3 Corporation (JDA/Blue Yonder). As a principal and host at Supply Chain Now, Greg helps guide the company’s strategic direction, hosts industry leader discussions, community livestreams, and all in addition to executive producing and hosting his original YouTube channel and podcast, TEChquila Sunrise.
Founder, CEO, & Host
As the founder and CEO of Supply Chain Now, you might say Scott is the voice of supply chain – but he’s too much of a team player to ever claim such a title. One thing’s for sure: he’s a tried and true supply chain expert. With over 15 years of experience in the end-to-end supply chain, Scott’s insights have appeared in major publications including The Wall Street Journal, USA Today, and CNN. He has also been named a top industry influencer by Thinkers360, ISCEA and more.
From 2009-2011, Scott was president of APICS Atlanta, and he continues to lead initiatives that support both the local business community and global industry. A United States Air Force Veteran, Scott has also regularly led efforts to give back to his fellow veteran community since his departure from active duty in 2002.