[00:00:05] It’s time for Supply Chain Now Radio. Broadcasting live from the Supply chain capital of the country, Atlanta, Georgia. Supply Chain Now Radio spotlights the best in all things supply chain the people, the technology’s the best practices and the critical issues of the day. And now here are your hosts.

 

[00:00:29] All right. Good morning, Scott Luton. Here with you, libeled supply chain. Now, welcome back to the show. What a week we’re having. We’re not broadcasting live from Atlanta, Georgia, as as usual. We’re here in beautiful Scottsdale, Arizona, as we’re covering and continuing our coverage of the DMCA conference. Diverse Manufacturing Supply chain Alliance has got a headache and a great annual conference out here, all about supplier development and supplier diversity. And we are learning a ton and really learning from a lot of thought leaders that are here as well. So before we get started, a quick programing note. You can find our podcasts wherever you get your podcast from, including Apple podcast, YouTube, Spotify, wherever. Be sure to subscribe so you don’t miss a thing. Well, welcome in my special esteemed fearless co-hosts here, Paul Noble, founder and CEO of Verusen Paul. He done.

 

[00:01:20] Well. Good morning. Good morning. To be back, a beautiful sunrise here in the desert this morning. It was gorgeous. It’s it’s my first night. Your first time. My first time, Arizona. And, you know, it’s a shame we’re not able to spend as much time as we should exploring and seeing this this geography and and just the culture that’s out here, but gives us a reason to come back. Yes, we will definitely be coming back soon. And really, one other programing note. We appreciate Verusen sponsorship of our coverage here at Dan Solla. And yeah, I love that you’ve been sitting in for Greg White making him jealous back in Atlanta. But we really enjoyed the thought leadership here. Cover a wide range of topics as usual. And quick note about Verusen a driven data harmonization globally. Right. That’s what we’re after it. Yes. And team focused on materials and supply chain materials and supply chain. Learn more at Verusen dot com. OK, so Paul, before we interview and kick off the interview with our special guest for this session, what’s one observation from the last day and a half that you’ve really found compelling about the you’ve been here?

 

[00:02:30] Yeah, I think it’s been great. The intimacy of the event really, I think brings together strong partnerships. And those partnerships and relationships within Dimka really highlight the power of the group. And I think the you know, being in technology, I think that there’s a unique opportunity to enhance those great partnerships and not overlook those, you know, the human element of these partnerships and and the role that suppliers, important role suppliers play.

 

[00:03:04] Human L’Arche.

 

[00:03:05] Yeah, it sounds like a Bruce Springsteen album dropping in Keith to 2020, but that there has been a big common theme of our conversations here today in imaginal touching on that as we interview our feature guests here for this segment, Marie OMalley, senior director, supplier outreach with Medtronic, Big Brand.

 

[00:03:26] How you doing? Good morning. How are you? Great to have you.

 

[00:03:28] We start early here on, I guess technically they too, you know, but I appreciate as busy as everyone is at these intimate events where there’s constant keynotes and the sidebar conversations that we’ve all spoken a lot about. Appreciate your time here this morning. Summary. Well, before we kind of dove in and talk shop and get your thoughts on Ryder things, we want to get to know you better first. Sheer. So give us the skinny a tell us about where you’re from and give us a few anecdotes on your upbringing.

 

[00:03:56] Sure. So I grew up in upstate New York, but I’ve been in Boston my whole professional career. So I live in North Shore, Boston with my husband and a dog. And we have a 21 year old daughter who’s in college in Worcester Polytech studying engineering.

 

[00:04:11] Engineering. What? What, what specialty?

 

[00:04:15] Biomedical engineering. Wow.

 

[00:04:16] So getting into the med device field right now, influent chip off the old. I feel great.

 

[00:04:23] Well, now what? Prior to kicking off your professional career, how did you. From education standpoint, where did you choose to go?

 

[00:04:30] So I got my undergrad at Binghamton University State University of New York in accounting. I wasn’t really sure what I wanted to do with my career early on. So my father said either be an engineer or an accountant. You can always get a job, love. So I did start my professional career in accounting and finance. I got a masters degree in taxation and an MBA in Boston, so I moved up there. But my career has taken a lot of different paths. So it was actually good advice that I had a good foundation. Well, it. Didn’t really love the accounting and finance side of things, but I did become a certified accountant and I think that created some attention in my company because I did quite well on the certification exam. I actually passed it and got second highest score in the world and nice. Wow. My boss, who had taken it three times and then insisted everyone else get it, was kind of like, whoa, wait a second. But that got the attention of the sales team. So they invited me to work for them doing commissions and pricing and negotiating deals with hospitals. I’ve been in the med device for 25 years. And then after that, we’ve had a ton of acquisitions at my chronic. So I got an opportunity to move in to global supply chain and do planning and work. Import export Logistics. And you know, that was interesting for me. I mean, there’s just so much going on in Supply chain, as I’m sure you guys know. Yeah. And early in, you know, 20 years ago, it wasn’t the profession it is today. Rod. It’s really elevated. And then I moved into saucing. So I let a global change team buying materials for cardiac vascular group. So anything from components of papers and metals to pig hearts and loge and everything in between.

 

[00:06:13] Everything in between. How do you source a pig heart? You get them from the people you buy bacon and sausage. Southwire. Jenny. Jimmy Dean. It’s byproducts, but it’s, you know, heart valves. Yeah, I love that.

 

[00:06:25] I love school. Being able to use the entire animal, especially for probably some lifesaving endeavors. Yeah. I can’t tell you that we’ve ever had a podcast interview that we talked about pig heart sauce. But it makes, you know, for those that I’m not sure how many beautiful honey hole of supply chain. That’s right. But Paul, weigh in on what Marie just shared. Two things will stick out. And as she kind of walked us through the Hollowell, her journey, the the ever evolving landscape of what is considered supply chain now, you know, in the in splotchy now, which I’ve been told in the end is dead. It’s all about circular. Yeah. I’m I’m. Wrap my head around that. But but also secondly, all the diverse roles she had. I mean, she’s like the five tool player these days. Yeah.

 

[00:07:12] I think it it shows, you know, the many aspects that you have to have to have on the team and and having the tool belt to manage supply chain effectively.

 

[00:07:23] And I think it’s interesting too, we had on yesterday from Turtling Hughes. He started in accounting and found his way to Supply chain. That’s right. And that’s how we’re not changing finance.

 

[00:07:36] Yesterday’s really is it’s all about, you know, obviously driving, working capital optimization and there’s so much that goes into it. So I think it’s great.

 

[00:07:47] We had a, um, a listener shoot me a note last night. He’s he is in school in Virginia. He’s studying engineering, economics and supply chain. And he talk about a deadly, deadly weapon getting out of school. But, um, back to Marie. So, Marie, what what was the. You’ve really run the gaman in a variety of different roles. When did you become the senior director of supplier outreach at Medtronic?

 

[00:08:15] I just moved to that position three years ago. So, um, we have four very large business groups of Medtronic. So with different disease states, so cardiac vaska group restorative therapies, group diabetes and then a minimally invasive therapies group. So each group has their own sourcing team. And we have our chief procurement officer that reports into our corporate headquarters. You go up to the CEO level and to pull together and kind of where it makes sense, leverage our span and have common price processes. So he had hired me a couple of years ago to really lead at an enterprise wide level. Our supplier diversity and responsible sourcing. And that’s an area that I’ve always been passionate about. I got my certified professional supplier diversity correct credential a couple of years ago. I was the one of the early adopters to get that credentials. So it’s something I’ve always felt strongly about. So it was a good role for me and haven’t been in the business unit for a number of years. You know, gives me that lens of how to effectively engage with the business units knowing they’re busy, too. But how do you add value to help them do their jobs easier and then meet our corporate goals of really making sure we’re working with the right supply base partners?

 

[00:09:29] So you mentioned the four different business units of Medtronic. What else if if someone that was completely gig again, the four people that may not have heard of Medtronic globally, what what what would what one product or service that they would recognize that Medtronic serves or market down?

 

[00:09:47] Where the world’s largest medical device companies. So we are treating two patients every second. Two patients, every two patients every second. But we started with a pacemaker. So our founder. Oh, back in. Invented the first pacemaker in his garage over 60 years ago. But now we have a broad portfolio product, so it includes anything to treat cardiovascular disease like stents and balloons or if you’re having open heart, it’s all the proceed devices for that. We do products for our spine. If you have an accident or need those neuro stimulators, diabetes pump, so continuous glucose moderating pumps, that’s pretty prevalent in those huge.

 

[00:10:28] Yeah. My mom is a certified diabetes educator. Over the last 20 plus years and I’ve learned a ton more about diabetes, which to your point about how prevalent it is and how really dangerous it can be if you don’t manage it. Yeah, that was a blind spot for me until I know is he educated me, that sort of. All right. So Paul, here in all of that, you know, are you curious about where Marie spends most of her time or control?

 

[00:10:58] Yeah, we’d love to hear a little bit about, you know, a day in the life. Right. So, you know, how do you attack? I think it’s awesome. And, um, and a difficult challenge to break down the silos of an organization. Um, as long as there is as large as Medtronic. So how do you work across those different variables of the business units and kind of attack or approach your approach, your role?

 

[00:11:24] Yeah, I would say it’s interesting the question, Dan alive because I think anyone in Supply chain Dan life is so different. And that’s what I think makes this field so interesting. A lot of times you have a plan of what you’re gonna do today and then it’s the crisis of the day. But, um, you know, in this role, it gives me an opportunity to be a little bit more strategic on what we’re doing and try to advance our supplier diversity programs or responsible sourcing, which is such a huge area of focus, but really having a good network across the businesses, which, you know, haven’t been with the company for so long. Know, I have those relationships, so that’s helpful. But really trying to drive strategy and then getting people to really understand the importance of that. So it’s a lot of that communication and education so that people understand why. Supplier diversity. What’s the business case?

 

[00:12:10] I mean, we talked a lot about this conference the last day and a half, but just putting together some of those programs and then really pulling together resources and connections from me to the business units to help champion it and drive good progress.

 

[00:12:25] So we’ve done a good job at Medtronic. We need to do better. But it’s exciting. I think it’s such an emerging area of focus. And, you know, even at our executive level, people are really talking more about what’s happening in Supply chain and our supply base. So it’s getting a lot more visibility can really. You know, in the past, I think, you know, dating back early in my career, it was very tactical. You know, place orders with suppliers, keep the factories running, get the best price. Yeah. Yeah. But now it’s you can have such an impact to the bottom line of the company, like you said, working capital and and things like that. So it’s I really enjoy it.

 

[00:13:00] That’s really become a science of sorts. And that I think as uvic as you explained it, it’s, um, you know, really important to attack it in that way because it becomes a significant competitive advantage.

 

[00:13:14] Yeah, I’d say it’s a science behalf. Most of the days it’s an art, too.

 

[00:13:17] Right. Exactly. Yeah. So.

 

[00:13:21] And if you came Sheer perfectly fine. We’ll move right along. You’re talking about how you done it. The organizations did a great job at that supplier diversity. But there’s more work to do and many organizations, you know, can part relate to that. Is there one metric that is the North Star as you look at supplier diversity and support development that you look at, you know, more often than others?

 

[00:13:43] Um, I would say, you know, we’re a government contractor and we report it to our shareholders, too. But we’re trying to grow our diverse spanned at least 5 percent year over year and all the major categories. So we do track that.

 

[00:13:56] The other thing that we track is just our inclusion.

 

[00:13:59] So making sure that we consider a diverse supplier and new opportunities and then we do quite a bit of outreach like we’re trying to help develop and mentor some of those diverse suppliers that have done a nice job in other industries maybe and want to get into medical device, which is a little bit different, but how to be successful in those areas. So, you know, those are things we report on pretty regularly. You know, as a publicly traded company, we report into Dow Jones is part of the sustainability index. And supplier diversity is a key element. A lot of those key metrics that are reported externally. So, yeah.

 

[00:14:34] Good point. Okay. So now I want to take the conversation broader and I want to get you to weigh in on this ever. Well, I like how you put it a minute ago. Each day you’ve got a plan and then you have what what becomes Ryder. The problems always rise at that supply chain folks are good at putting out all these fires. So this ever changing landscape that is global supply chain management, what’s one or one or two trend? Or topics or issues that you may be tracking more than others right now.

 

[00:15:05] I guess the topic of the day for us is the Corona virus strain. It’s just. And we’re a medical device company. So we’ve been partnering with the Chinese government where it started and providing some of the equipment that patients are needing.

 

[00:15:19] And ex-aide tried to help get some, you know, masks and things like that to help our own employees that are in China. So that is a hot topic of the day. But outside of that, I would say, you know, the trend is really how do we continue to advance health care and and continue to drive innovation? We do look to our suppliers to help with that. You know, we’re really good on the technology side for the devices, but we look at suppliers of how they can bring innovation for us so we can, you know, treat more patients. We’re expanding globally. So in a lot more patients are getting access to healthcare and we need to figure out how to do that in an effective, cost effective way. So, you know, that puts continuous cost pressures on us so that, you know, that’s a huge trend and a huge pressure and know we’re trying to drive efficiencies and costs in our own operations, but we need to do that. Our supply base to shrink.

 

[00:16:10] Talk about unplanned demand. Right. Having to respond quickly and what a supply, you know, key partners and suppliers can do to rally together in a crisis like we’re seeing.

 

[00:16:21] Great point. And what a great well, what an interesting time to see Supply chain kind of show its leadership muscle. I mean, that’s the that’s the opportunity. That’s that’s the responsibility, really, of global supply chain leadership. So I really you know, we as you might imagine, Miura, you’ve talked a lot about coronavirus here throughout the different shows from a variety of Froome points of view. And you know, this show published part in a couple weeks from the from the time we had this conversation. What my hope is kind of outside of the containment of the virus itself. We’re getting that. I think we’re getting a lot of mixed signals there. Yeah, but looking at the supply chain from a Sheer just supply chain disruption. Right. Something that’s a little bit more objective. Seems like the worst disruption is still yet to come for. For many. Supply chain. Suzanne. Is that a fair estimate? Is Chelsea?

 

[00:17:20] Well, I mean, we’re assessing it. We actually have daily meetings on it. You know, we do have a supply chain base in China, but a lot you know, we have done a good job of trying to look at business continuity because we’ve weathered a lot of issues with hurricanes in Puerto Rico, which is a big operation base for us, fires in California where we have a big operation. So we’ve done a lot better job of business continuity and looking at alternative sources. So I don’t know if what we I would say for us, the worst is to come. I think we’re trying to navigate that right now and understand it. And, you know, we’ll see. But again, we’re not projecting that, you know, that’s good. It’s gonna be a disruption. Yeah.

 

[00:18:01] The preparation is key and well for you all in the medical business and dealing with something of that nature is interesting. You can’t just pull out of China and then, uh, not address the situation like maybe you could if your manufacturing just hard goods or something.

 

[00:18:20] Yeah. Know, we take that very seriously. I mean, our mission is, you know, all about the patient. You know, alleviating pain, extending life and restoring health. And to patients. A second, two patients a second. And so we’re a market leader. So we have an obligation to make sure we continue to supply and serve our patients. Yeah, we take that very seriously. Great.

 

[00:18:39] Absolutely. Well, certainly, as always, hearts, thoughts and prayers are with the families that have been impacted globally. We hope to get more good news on that, on the containment of of the virus itself. We’ll see. We’ll see how that goes and in the weeks to come. Okay. So anything is so beyond coronavirus, which is on the on the tips of every supply chain. Tong these days. What else have you been tracking when it comes to, you know, the global supply chain Greene?

 

[00:19:06] I would just say the expansion of health care to other markets. So, you know, we’re looking at how we get more efficient. You know, we’ve had tremendous acquisitions over the years, so we’re trying to look at where we should be operating, where we should be not building products and looking at outside suppliers of who can do it better. So to make ourselves more efficient and so we can really focus on bringing new innovations versus being a manufacturer.

 

[00:19:32] Right. Right. No, that’s a great point. Predictability is kind of the holy grail right there and never can be fully predictable of being able to do that. So you can concentrate on your mission as a company and not be handcuffed by the back page. And some of those processes, I think is really, really a good point and good approach.

 

[00:19:55] Yeah. Great point. And you know. Let’s talk about health care access. That’s a beautiful thing. Right. Especially as we see certain areas that that business is moving into. And, you know, beyond economic opportunity, it’s offering health care access. And it’s neat to hear a global health care or medical product leader that ways that is keeping a finger on the pulse of that were how involved you’ll get into, you know, Ford staging things and the whole go to market aspect of health care proliferation.

 

[00:20:34] I would say is pretty key to our business. So, you know, we’ve been, you know, market leaders in U.S., Europe and Japan and some of the more developed countries. But we’re seeing, you know, tremendous increase in population. China is a good example. I mean, that will be our biggest market. So we’re really paying attention to it. I was actually in China in early January with the entire saucing leadership team looking at, you know, our operations over there, trying to understand the economy a little bit better. And some of the key suppliers that we have in that region. So, you know, that’s just one example. But that will be our biggest market right now. So you got to pay attention to it and figure out how you serve that market, an effective way of it.

 

[00:21:16] And you travel a lot in your role. I do. Yeah, I do. What’s been so obviously the trip China in early January. What else has been a really good travel destinations kind of lingered, kind of a neat experience.

 

[00:21:30] And last year, so I was in Singapore. I think that’s a really interesting advanced country. I really enjoyed that. I like travel in general. I love meeting different people, different countries. I’ve traveled quite a bit to some of our contract manufacturers and Dominican and Costa Rica. Just the care that they have and, you know, making devices and actually love it here.

 

[00:21:57] I just wish we had some time to say, you know, speaking in Singapore, I read an article in the last couple weeks, you know, the notion of smart cities. Right. Well, the article is making the case that Singapore was the smartest country. I believe that. And I’ve never been. So you can see technology everywhere, I guess. Yeah.

 

[00:22:16] Yeah, it it’s just really interesting. And everything is just kind of Disney World.

 

[00:22:24] I mean, everything is just so beautiful, so clean. Yeah, I liked it, but I’m actually headed to Portugal on Sunday. Southwire forward to that. I’ve ever been. I’ve never been. So it’s kind of a whirlwind three days of. It’s not as glamorous as it sounds when you get on a plane, hit the ground and then you’ve, you know, visiting four suppliers a day.

 

[00:22:42] You know, while staying. One hundred caught up on e-mail, which I admire their. Thanks, Mary. OK. So let’s let’s. As we start winding down the interview, really, we’d love for you to weigh in on Dembski. And what brings you here, what value that your team’s season in this this conference, this organization?

 

[00:22:59] Yeah, we’ve been a member of D&B Sky for a number of years. Is our tent their 10th year anniversary? But I think it’s really brings together thought leaders from different companies. We see a lot of our industry peer groups here. And just to see what they’re doing for supplier diversity.

 

[00:23:16] And I just think the conversations are really rich here with the, you know, level of people that come together to spend, you know, two days or three days focused on supplier diversity and what they’re doing. So it’s been a tremendous learning for me. So I’ve gotten a lot out of that. And some of the connections am my great and meeting some suppliers and young professionals, too.

 

[00:23:38] Yeah. So. So the team from Morgan State University, I think they have impressed everybody here. Speak to MIT to capture some of that pre-show conversation you and Paul were having. Yeah. Speak to the the impact of having these bright kids here.

 

[00:23:52] Yeah. I just I have a 21 year old daughter who is a biomedical engineering student. So, you know, when they had one of that panel discussions yesterday and one of the young ladies was brave enough to raise her hand and just ask a question, that was pretty thoughtful question. But, you know, just the fact that she stood up and had the courage to ask a question and then it just kind of took off. Everyone was kind of a bidding war to give those young professionals job opportunities and internships. So, you know, just, you know, good for them to, you know, speak up and be present. And, you know, everyone’s looking for bright young talent. So what a tremendous opportunity for them.

 

[00:24:30] You’re absolutely right. And, you know, we’ve had sidebars with, in fact, were me interviewing a content three of their students here today. Later on. And how engaged and and how quickly they’ve learned from my conversations. They’ve been able to absorb the presentations and then offer feedback. Very bright and thoughtful feedback. I’m impressed. And then I hope I hope they leave here with. I think we’re talking earlier with. Seven job offers.

 

[00:24:59] Ash. Thanks. I see it more. Yes. I think they’ve impressed everyone. So you’re saying that over at underage up? I wish I knew about Supply chain Suzanne. All right.

 

[00:25:09] So finally, let’s talk about how folks can learn more about Medtronic. I’m sure you are hearing that. That’s usually a one reasons why folks visit a lot of our guests. And then secondly, Mary, how can folks connect with you?

 

[00:25:23] Yeah. So we are always hiring work global companies. So we have operations all over the globe. Nice presence here in the United States. So many A-pluses, our operational headquarters. But opportunities all over. So you can go on Medtronic dot com and there is postings there. So that’s a good way. And certainly network with Medtronic colleagues. I can be found on LinkedIn. So that’s a good way to connect with me.

 

[00:25:48] Perfect. Maria Malli, senior director, supplier outreach with Medtronic. Really appreciate your time and appreciate what I’ll do. You know, I’ll tell you, just speaking for me and I’m speaking for some members of our audience.

 

[00:26:01] The medical products industry is not one that I know deeply. And to hear the impact you’re making globally, that is fascinating, especially that the the history and the pay. I didn’t I never did. Todd Pacemaker, Medtronic, shame on me. But to some two patients a second. That is that is impressive summary. Thanks so much for your time. Yeah. Thank you. You bet. All right. So, Paul, what a great way to start day to get cranking away.

 

[00:26:26] Right.

 

[00:26:27] So to our audience, hopefully with joyous conversation with Maureen as much as we have two quick points as we wrap up here. First off, stay tuned for more programing and coverage here from the Dembski conference. And if Dembski is not on your radar, it should be. Check them out at D M SCA dot U.S.. And then secondly, be sure to check out what we’ve got coming up both in person and from a digital of–it standpoint. At Supply Chain Now Radio dot com, you can find most of those offerings, whether it’s with the Automotive Industry Action Group Moto X Rasyid’s 360. If two orders of it’s a much, much more on the events or the webinar tab at Supply Chain Now Radio dot com. Thanks again to our guests, including our sponsor Paul Noble with Verusen. For now, that concludes this episode on behalf of the Scott Luton tartine here. We wish you a wonderful week ahead and we’ll see you next time. Owen Supply chain. EFT. Thanks, buddy.

 

[00:27:18] Thank you. Good.

 

[00:27:24] Excellent job, Murray. Thank you. Before you leave, we have to take a picture of.