Intro/Outro (00:03):
Welcome to supply chain. Now the voice of global supply chain supply chain now focuses on the best in the business for our worldwide audience, the people, the technologies, the best practices, and today’s critical issues. The challenges and introduc Stay tuned to hear from those making global business happen right here on supply chain now.
Scott Luton (00:31):
Hey, good morning, everybody. Scott Luton here with you on supply chain. Now, welcome to today’s show. We have an excellent conversation tee up today, as we’re gonna be talking with a supply chain leader, doing big things, cross industry, especially in the procurement space. So stay tuned. We have quite an intriguing conversation in store. Now with that said, I wanna welcome in our feature guests here today. Our guest is a graduate of the legendary supply chain management program at Michigan state university. He then went on to earn his MBA from the Kelly school of business at Indiana university. And since then, he’s gone on to spend more than 20 years at an iconic global technology leader. So please join me in welcoming Jason MacIver vice president services procurement at Dell technologies. Jason, how you doing?
Jason MacIver (01:13):
Good. Thanks for having me, Scott.
Scott Luton (01:15):
You bet really enjoyed, uh, uh, a few minutes with you in Vegas at the revers logistic association annual com. We may touch on that a little later on, but great to have you here today. So, so Jason, I, I wanna, before we get into, uh, what you’re doing at Dale, all the big things you and your teams are up to, let’s get to know you a little better. So tell us, where did you grow up and, and give us some anecdotes about your upbringing?
Jason MacIver (01:37):
Yeah, so I grew up outside of Detroit. Uh, I grew up in a small town called Northville different now than when I was there. A lot of dirt roads and whatnot. My high school was off eight mile, so okay. Being the movie you have, uh, I grew up off that road, which is kind of crazy. My dad was an executive at Ford, so I grew up in automotive land. Wow. And, uh, I thought I was gonna be an auto guy as well and took a different path and came to Austin and have worked for Dell ever since,
Scott Luton (02:07):
Man. That is awesome. Uh, so with your father and executive at Ford, and you said you lived in that automobile land, what’s, what’s one thing that may stick out. Was he getting calls at all? You know, uh, all times a night, what was a pressure like, or, you know, what’d you do as kids when maybe he took you into the office?
Jason MacIver (02:25):
Yeah, it was great. He, there was no email way back when, right. So he wrote a lot of white paper position papers on ideas on how to save money, uh, improve processes. And you’d constantly see him working on these things at home and it stuck with me. And so you kind of find myself tinker with these different ideas over time. And it kind of takes me all the way back to the eighties when, uh, he was doing the same thing at Ford.
Scott Luton (02:52):
Oh, that’s awesome. That is awesome. Lots of stories. I’m sure to tell there he needs to write a book. How long did he spend at Ford Jason?
Jason MacIver (02:59):
Yeah, I think it was 32 years,
Scott Luton (03:01):
Man. Okay. Well, let’s, let’s switch gears for a second. Let’s talk about when you, when the email’s not chasing you these days, uh, Dell, when you got some free time, what do you do?
Jason MacIver (03:10):
Yeah, so I’m an avid runner. I’ve done three half marathons this year already. And so race season is winding down. So I’ll start to, uh, reduce and I have a goal list and, uh, my goal is for the years to learn tennis. So I’ve never been a tennis player and, um, off and running on lessons and being humbled, uh, regularly each week,
Scott Luton (03:32):
Who knows, maybe I’m interviewing the future Aon Linde knows. All right. Finally, before we get into, uh, more heavy lifting related to, uh, your leadership role at Dell, you’re a big, as I mentioned on the front end, you’re an alum of Michigan state university. Uh, we’re big sports BS around here. What’s your favorite sports moment in Michigan state? Uh, history.
Jason MacIver (03:57):
Yeah, I got a couple that’s stick out in, uh, oh five, the, uh, sweet 16 games and great a games were here in Austin and I got to see Michigan state beat Kentucky, then beat duke to go to the final four, which was pretty, pretty great. And then, uh, the best one was, uh, I actually went with my dad in, uh, 2015 to the cotton bowl in Dallas and we were down 21 points in the fourth quarter to Baylor came back in, won by one. So, uh, you don’t get many games better than that.
Scott Luton (04:29):
That’s awesome. That is awesome. And, uh, speaking of the sport of supply chain management, gosh, Michigan state has been turning out the talent for quite some time, uh, there. Um, okay. So speaking of that, uh, before we get into what you do at Dell, tell us about a previous role or two that you had that really shaped your worldview.
Jason MacIver (04:49):
Yeah. Uh, probably a, a different direction than when you asked this to other people. Uh, the first role I took was actually, uh, with Harley Davidson, I was interning with them outta Michigan state. I went to Milwaukee, I’d never worked for a large company, you know, all bushy tail and bright eye. And, uh, it, but for me, it was the moment of realizing that I didn’t have to go the path of automotive. I could go my own path and blaze my own trail and going to Milwaukee and enjoying the experience there so much. It opened the door for me to have bigger opportunities later, obviously with Dell. And if I didn’t do that, I don’t think I would’ve picked the path I picked. I think I would’ve gone, uh, forward or GM or one of those.
Scott Luton (05:34):
I love that. Uh, so I’ve gotta go back to your father, uh, who spent, you know, um, had a long successful career at automotive when you let him know your plans. Oh yeah. Yeah. How do you react?
Jason MacIver (05:48):
Uh, yeah, I didn’t talk to him for a couple months after that really, you know, it’s and it’s, and for people listening, it’s probably one of those things. You’re like, well, why wouldn’t he do that? Well, my grandfather, my uncle, my aunt, my mom, you, you go down through my family line, either direct automotive or automotive suppliers, they were all there. And so it, it made no sense for me to go to this crazy technology company, uh, in 1999. Why would you do that when you can go work in automotive? So the, the Harley Davidson experience for me open my eyes, open the door to that. I love that. And I think the, the second one would be, I took a stint outside of supply chain. I wanted to start managing larger organizations and teams. And one of the ways to do that within Dell is you could go sales or you could go into tech support.
Jason MacIver (06:32):
So I went in tech support and anytime anybody get the opportunity to get closer to the customer, man, what a great experience that was for me, uh, dealing with, you know, situations that are very complex, uh, tough when, you know, customers are in bad places, but being able to get them to a place where, you know, they’re anti your company and changing that around, getting ’em to be advocates for it because what you and your teams can do for them, you know, it’s brand building and, you know, personally change some of my outlook on all the supply chain issues and challenges we have, uh, it interjected empathy and creative solutions into some of the things that we’re even doing today.
Scott Luton (07:17):
Mm well said, well said. Um, and by the way, quite a decision for as exciting as the automotive industry has, has been certainly since 99 and the tough times still to have joined the Dell Dell team in the technology era. And do some of the things be a part of some things they’ve done over the last 20 plus years. Uh, pretty exciting. Um, okay. Speaking of Dell, I’m sure everybody and their brother and sister know what Dale does, but how would you describe the company and then let’s talk about your role.
Jason MacIver (07:47):
Yeah. I mean, we, we are a technology company that looks for end to end solutions for our customers. Clearly we, uh, sell everything from consumer notebooks all the way through the data center and high end origin. Uh, we’re getting into telco, which, uh, some people might not be aware of, which is extremely exciting. And we’re building out a great as service solution for our customers. Uh, if they don’t wanna spend the capital allocation up front. So, uh, really exciting place to be. Um, it, it’s one of those companies that, uh, you know, I believe will stand the test of time. That’s gonna do wonderful things for our customers.
Scott Luton (08:24):
All right. Let me ask you if I can Jason really quick. I, I love that and I bet a lot of folks don’t know about that telco thing you mentioned, but for the organization to stand the test of time culture, you know, is it plays a big, and my opinion at least plays a big part in that. You’ve been there quite some time may ask you a little, little, little surprise question. What’s the one thing about the Dell culture that is so fundamental to its success?
Jason MacIver (08:50):
Yeah, I don’t, I don’t think you can stay at a company for 23 plus years, uh, and not appreciate the culture and really what it comes down to is the people, uh, there are tremendous people at the company. I know most companies would say that, uh, but one of the things I get from people that have left or left and come back and you ask why, and it just keeps coming back to the same thing where it really high quality people. And, you know, as you look at the answers to various questions, a lot of it ties back to that simple thing, right in the world we live in today. If you can’t work end to end through problems, or if your company’s working in silos, you’re not going to be as effective as you need to be. And Dell has that culture of what’s good for the company might not be good for Jason Mac Iver in this situation. But at the end of the day, if we keep doing the right things, all good things will come to the people that are making the right choices and decisions. And that’s true because not every day is sunny on us, right? There’s you you’ve, you’ve seen over the last 20 years, right there, roller coasters a little bit, but the direction is clear, right? We continue to improve through ups and downs. We continue to evolve and you have to do that and you can’t do it without wonderful people.
Scott Luton (10:07):
Well, man, well said, I love that a hundred percent with you on the points you’re making there. And to one of the things you, one of the last things you mentioned there, you know, it, it’s easy for good partners to celebrate that partnership on the good days, right. When you’ve hit the home run and, and things are good. And, and, but man, when, when new relationship partnership, your tenure at a company can endure those tougher days and you get through on the other side, man, there there’s, there’s a, a secret sauce there that’s just, um, irreplaceable. So let’s talk about your role. So when it comes to services procurement at Dell technologies, what does that mean?
Jason MacIver (10:46):
What does it mean? Uh, so, so you think about Dell and all of the wonderful things from a supply chain standpoint that we have done over the years, and I don’t know how many books have been written, we’ll say 10,000 or more, right? I mean, there’s so many books that have references to Dell supply chain, all of that work has nothing to do with ID. So I work on the backend. So when you talk about backends reverse logistics, supply chain, when your computer breaks, when your data center has an issue, hopefully that doesn’t happen very often. But when it does, my team is procuring all of those components to support all of our global warehouses in all the dispatches that go out. So clearly, right wide, a little bit wide ranging, we touch every line of business, right? We reference telcos as that kind of comes into play. Uh, but from school districts to, to you name it. So we are in the middle of all of the, at hundreds of suppliers, hundreds and hundreds and hundreds of millions of dollars worth of spend a lot of impact. And it’s good, right? Cuz the things that we do make a difference you can actually tangibly see, uh, when we do our job really well, customers are satisfying.
Scott Luton (11:54):
I love that. So on the reverse side, are you and your team part of, you know, kind of optimizing, uh, the end of life cycle of products, uh, you know, any returns and stuff like that?
Jason MacIver (12:07):
Yeah, we live it. I mean that is, that is the core of what we do. We don’t the last button we ever wanna push is a purchase order. If we can recycle it, reuse it, repair it, whatever that may be, that’s better for the environment. It’s better for our customers and it’s better for our financials. And so we try to make sure that we optimize the heck out of that. And we have a lot of challenges within our business to do that on a regular basis.
Scott Luton (12:36):
Well, I may have be, I may be asking the question that you’re about to share. Cause I was gonna get into priorities maybe along some of those lines for 20, 22, but I didn’t wanna shortcut your answer there.
Jason MacIver (12:45):
No, no, go ahead. We, we can jump into that.
Scott Luton (12:47):
So, so let’s, let’s talk, there’s so much, there’s so much from what I’m hearing about you and what your team is doing so much opportunity so much get done. We live it, as you say. So what are, if you had to pinpoint a couple of priorities, uh, for your aspect of the enterprise here in 2022, what would those be?
Jason MacIver (13:07):
I’m gonna list out a few and this is a, this is a delicate one, right? Cuz uh, strategic priorities. But, but I’ll, I’ll try to talk about it at a high level and hopefully that will get you to,
Scott Luton (13:17):
Um, it’s just me and you Jess. It’s just me,
Jason MacIver (13:19):
Me and you and a bunch of friends. There’s a term that Gartner phrased and this goes back maybe a year ago called hyper automation. And really what the core of that term means is how do you automate your core processes and things potentially haven’t done before? How do you bring in things like data, data science, AI, ML, RPA, you all these different kind of tools and uh, whatnot to, to bring, I guess, solutions in places of, of people. And yet there’s a people component to it, to how do you upskill your people so they can do more strategic work for you as you automate pieces or components or potentially all of their roles. And so there’s a big effort between now and we’ll call it 2030 to go do that. How do we automate the world that we’re living in, whether that’s from planning to, uh, core tactical procurement items and whatnot.
Jason MacIver (14:16):
So as you kind of build that out, then the second piece is how do you add in through all of this new knowledge you have with data science, uh, transparency for our customers. So it’s seamless for them. They have clear updates on whatever they wanna see within the, the supply chain or where their product or part is. And so you add in data with transparency and ultimately you’re going to get to a, a better place overall. Now from a more tactical level, that’s kind of strategic high level generally where we’re going, right? And I think most companies are going in that direction. Why, if they’re not, they’re probably going to be behind them and maybe not exist in 2030. Hmm. The second piece is, is more tactical. And, and I bring this up too, because we’re not the only industry challenged with this. And there’s a saying that we have within Dell is we want more than our fair share of supply.
Jason MacIver (15:08):
And the topic I’m bringing up is component short shortages and limitations. When the supply chain they’re real, uh, we all know that you see on the news, right? Automotive plant shutting down or, or whatnot. No, one’s immune to the challenges that are out there around IC chips or LCD panels or whatever that may be hard drives you, name it. And so we continue to, you know, face that challenge, work through it, uh, partner with our suppliers, get the allocation we need. And that’s not an easy one, right? It’s not for the faint of heart either.
Scott Luton (15:41):
Hmm. Wow. I, I love how you tackle that head on and you’re transparent about cause it, it, it, no one is immune and we’ve seen that prove itself time and time. Again, even the most resilient companies we’ve seen, speaking of automotive, when it comes to semiconductors, we’ve seen some very innovative relationships, uh, come about in recent months, which is really cool to see. I wanna go back to something you talked about upskilling, right? We, we just had a discussion, Jason, uh, via livestream with you the last few days where, um, there was a lot of rallying around a key point of, you know, while a lot of organizations, according to one survey, we were citing. A lot of organizations are trying to get around the talent shortages with cross training, right. And, and enabling their, uh, team to do more and do, do different functions. However, there was a great statement made that that cross functional training is not upskilling it’s, it’s not interchangeable necessarily. And a lot of employees these days, team members, these days, folks coming in in the industry want to do more, but also wanna learn more right from your purview. What does any of that mean? And, and what’s your take on upskilling versus that cross-functional training.
Jason MacIver (16:48):
Yeah. I mean, uh, talent is there, there’s a war on talents and if you wanna be successful, you better go get it. And, and if you have it, you better keep it. Mm. And the question kind of comes down to, well, how do you do that? And you have to be flexible in this environment. The pandemic opened up the ature on what companies should be thinking about and doing, uh, around their people. And so you’re, you’re hearing companies today saying we’re flexible, but you have to be in the office three days a week. Right. Well, that’s not flexible. And so Dell saying, we’re not doing that. You can be flexible and come up with your own schedule. That could be zero days a week. It could be five days a week, that’s on you to decide. And so, uh, we’re trying to navigate, uh, potentially a little bit different than other companies.
Jason MacIver (17:37):
Obviously you wanna create, uh, people always go back to money. Money is one piece of it. Uh, but it’s not the only one, right. I mentioned, uh, that, you know, a million Dell books written on the front end supply chain, zero written on the back end. Well, we live in the wild west, but it’s not the wild west of the Billy of the kid. It’s the wild west of Westworld. And so can you create, and do you have the autonomy and ability to dream big and help us build out some of the solutions we want for tomorrow? And so creating that through, you know, interesting things and PE a lot of people love these topics like sustainability or whatnot. How do you integrate some of these things in to be, uh, more ingrained, not only in what we do, but how we do it, right?
Jason MacIver (18:25):
And so can you paint the picture on the vision of what you want and the all autonomy, the individual has pay a, a fair salary, right? The market’s obviously evolving and moving up and then creating a work environment that it breeds. Flexibility allows you to go get talent wherever talent may be, and not necessarily here in Austin or, or wherever that individual may be. And so that’s kind of the Dell vision of how we’re going about it. And, uh, we’ll continue to evolve that, to make sure that we’re getting our fair share of that talent.
Scott Luton (18:56):
So on the reverse side, the reverse logistics side, you, you said, quote, the wild, wild west of Westworld. I love that versus Billy, the kids wild west, that is such a great analogy. I’m gonna completely steal that from you, Jason. So I, maybe I owe you some, uh, license fees. I don’t know. We’ll work that out afterwards. I’ll go through your agent. Uh, so let’s talk about, uh, I love, I love a lot of the visionary elements you bake into your responses, to what I asked you about. Uh, I’m curious to know, especially with that in mind, key lessons learned from these last couple years.
Jason MacIver (19:29):
Yeah. I’m gonna stick on the people point. Uh, right now, I don’t think you can win in today’s world without talent. If you wanna get things done, you need really good people to do it. Uh, don’t underestimate the importance of having a very, very strong team. And, you know, I’ve been blessed with that over my career and especially right now. So I think my Eureka moment just kind of doubles down on making sure that your team is front and center and you’re focused on that and your people. Hmm. The second piece is around resiliency. If you look at some of the strategies that, uh, we’ve deployed over time, they weren’t necessarily resilient, focused, right? You, you opt, you can optimize in different areas, optimize our own cost or, uh, customer flexibility or, or whatnot, but not always is the solution that you’re picking the most resilient, uh, in the environment.
Jason MacIver (20:21):
And what happens when you get a pandemic, uh, that no one really understood or ever could have even dreamed was coming right. And you plop that down on top of us. And then you add in component of shortages and, and bunch of other, you know, world, uh, issues that we’re facing. Uh, resiliency becomes a huge, huge issue if you can’t adapt and figure out how to be more resilient. And so we live in that world right now and all of our activity, isn’t just around, how do we get the lowest cost? It is, how do we make sure that we’re the most resilient that we can be, cuz at the end of the day, if you’re not, your customers will feel it. And if they feel it they’ll move. Yeah. And we don’t, we wanna be sticky. We want customers to want to be with us. And, and that’s one of the ways we’re trying to deliver on that promise.
Scott Luton (21:11):
Quick follow up there. Um, we like saying the word, the phrase, when we hear of resilience, your anti fragility, uh, what, how strong is your organizational anti fragility? How have you approached, you know, there’s so many timeless truths and approaches and best practices that, I mean, nothing was immune being questioned over the last couple of years. What has that taught you from a leadership standpoint? You know, when we, when we’ve seen all these new challenges, right? To your point, that folks are still trying to understand they’re moving evolving. And of course we still got the old challenges related to, to you name, doing business. How, what does that taught you as a leader?
Jason MacIver (21:51):
You can’t fake caring, right? So you have to make sure that you’re a caring leader through it. There’s through the pandemic and whatnot. People had a lot going on in their lives with people actually having COVID, uh, their family members, people being at home, their kids running around their, uh, desk and whatnot, playing
Scott Luton (22:09):
Fortnite,
Jason MacIver (22:09):
Playing Fortnite, you name it. Right. All of us have gone through all those things. And if you haven’t then, uh, congratulations. I don’t know how you accomplish that one, but, but the, the truth is all of us have gone through a lot. So there there’s a level of empathy and emotional intelligence that I think all leaders had to adapt and, and really bring on if they wanted to continue to be the leader that they wanted to ultimately be. So I think, you know, that just, I, I keep circling back to it and I know this is focused on supply chain, but if you wanna have a good supply chain, you better, uh, have good leadership principles in general,
Scott Luton (22:42):
I’m with you and, and, and love and take care of those people. Uh, that they’re the ones that make it happen. Even in this technology era where it’s so fascinating, intriguing to see all the innovation in that space. But man, do people still make global trade and supply chain happening? Let’s let’s shift gears a minute. Uh, we met in person for the first time at the reverse logistics association event out in Las Vegas, Tony Sheroda who also, you may, you probably know this Jason, he was born in the Detroit area. Uh, so I bet y’all have exchanged maybe a few stories there.
Jason MacIver (23:14):
Yeah. Tony’s a great guy.
Scott Luton (23:15):
He really is. So clearly you and the Dell team, uh, is committed and our thought leaders within the RLA ecosystem and community, you help support these learning opportunities for industry. So that, that all of us, whether you’re on reverse side or the, for side, if you’re in global business, we can get better at reverse logistics, returns, management, um, circularity, you name it. Why, what is what’s in it for, from your, a vantage point for you, your team and, and ultimately bill?
Jason MacIver (23:48):
Yeah, I think a, a simple answer would be, you know, uh, my boss, Tom Mars on the board or on, or one of the board members, uh, we’ve been going, uh, for years, but, but really comes down to in business. If you ever think you’re the smartest person in the room, then go find a, a different room. And a lot of what reverse logistics opens the door for Dell is smaller companies that have unique or innovative ideas that they might not get in the door with us through the normal way. You can go to these conferences, see what they’re, uh, doing and projecting and figure out, you could bring that into the business, cuz we don’t wanna be the Titanic. We wanna be a nimble speed boat. And even though we’re a gigantic company, the more nimble we can be, the better we’ll be against our competition. And the more value we’ll bring to our customers. So conferences like our LA and there’s others as well. We view a to value in. We’re gonna continue to invest in it over time. Uh, we bring people and we bring big ears to listen to what people have to say.
Scott Luton (24:54):
Love it, love it. All right. And, and speaking, which of course we, we are conducting the reverse logistics leadership series right here at supply chain. Now with our friends in conjunction with Tony and the logistics association, you can learn more about them@rla.org. Okay. You know, I’ve asked you a couple times about lessons learned Eureka moments. You’ve already shared a few for some reason. I’ve got you down three time. I’m gonna ask you three times about Eureka moments. Um, but before we offer up the opportunity for how folks can connect with you, you Jason, when you reflect back, whether it’s your conversations you had in Vegas, you know, first, you know, here, we’re, uh, as we’re recording this, we’re, uh, approaching April already, April of 2022. Yeah. Anything else that you that’s really hit? You like an epiphany and may just stop and think about just what we do day in and day out. I’m gonna take one more stab at this. What anything else comes to mind?
Jason MacIver (25:51):
Yeah. You think about it March 20, 20, the world changed for all of us and, uh, having a global team watching it right in December. I started hearing about this thing called COVID in China. And I wish I would’ve sold all my stock at that time and wait, but, but the truth that you don’t, you still don’t understand actually what’s coming at you. So over the last two years have been a crazy whirlwind for most companies. Uh, no one’s immune to it, but those challenges bring innovation and you can’t replicate when something happens and it could be for another, a company, a cyber attack or whatever it may be. But when challenges come think people rise up and great processes, tools and ideas come to the forefront. And I feel like from a company standpoint, we, we went five years in advance over the last two years. Right. And I’m not sure that would’ve happened truly if the pandemic didn’t happen. And so there are silver linings through all of this that really have helped us as a company advance. And I’m sure other companies probably feel the same. Right. And that’s in all different spaces, whether it’s data science, digital transformation, process automation, uh, how we train our people, you name it. Right. All different.
Scott Luton (27:13):
Yeah. Yeah. You name it. I, I agree with you. I think when we look back cause we’re, you know, industry, uh, schools, leaders, you name it, be studying these last few years for a long time to come. I believe one of the reasons is to your point, the silver linings and just how, uh, real innovation change, really changing how we do things, how we design things, you know, how we interact with customers, how we meet our customers and our employees, where, where they are that’s right. So many over linings related. And, and, you know, that helps us get through the bad times, uh, as we make industry stronger and more durable. And, and as Minda hearts puts that at once with us, uh, a few episodes back, we make work, work for everyone and, you know, that’s, that was a, uh, what a great quotable quote, um, halfway through to pandemic. So
Jason MacIver (28:05):
The truth is customers want choice.
Scott Luton (28:07):
Right?
Jason MacIver (28:08):
Right. And the, the choices before were a and B and now they’re the whole alphabet. And so you kinda look at these things and say, you have to adapt as a company, Dell had to adapt. And if you don’t adapt, you’re gonna die. And when, when you’re put to that level, uh, or think through that level, you have to rise up, you have to rise up and people have, and our companies have, and it’s really been wonderful to see and be a part of outside of the extra gray hair.
Scott Luton (28:38):
Well, people that, that’s what a great note to wrap on. Cause people have risen to the challenge in so many different ways and we’re, we’re so great. You know, that, that, uh, global supply chain workforce for and reverse have, have, has helped our society cross the globe, protect that psyching get through these last couple years. So thanks, uh, for you and the Dell team. So speaking of which, how can folks, uh, Jason Mac IBER, how can folks connect with you and Dell?
Jason MacIver (29:05):
Yeah. The, the best way is really LinkedIn, right? So Jason Mac, I at LinkedIn, and we’ll respond back to you and we’ll go from there.
Scott Luton (29:13):
It’s just that easy. It’s just that easy. Jason really appreciate your time. I appreciate what you’ve shared here today. I love the transparency in your responses. And again, that visionary element, uh, it’s almost like your speaking supply chain poetry. Uh, Jason with us here on supply chain now big thanks. Jason. Mike Iver, vice president services procurement at Dell technologies.
Jason MacIver (29:36):
Thanks so much, Scott.
Scott Luton (29:37):
You bet. Okay. Folks, hopefully you enjoyed this, this Frank conversation as much as I have. I’m so glad we’re able to, uh, get Jason on the docket after, uh, meeting him out in Vegas, again, as part of the reverse logistics association, annual conference expo. Hey, if you enjoy this episode, be sure to find supply chain now, wherever you get your podcast from. So you don’t miss anything, any other conversations like this, but most importantly, Hey, Scott Lu on behalf, the entire supply chain. Now team do good. Give forward, be the change that’s needed. And on that note, we see next time, right back here on supply chain now. Thanks everybody.
Intro/Outro (30:12):
Thanks for being a part of our supply chain. Now community check out all of our programming@supplychainnow.com and make sure you subscribe to a 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.
