Intro (00:00:05):

It’s time for supply chain. Now broadcasting live from the supply chain capital of the country. Atlanta, Georgia heard around the world. Supply chain. Now spotlights the best in all things. Supply chain, the people, the technologies, the best practices and the critical issues of the day. And now here are your hosts.

Scott Luton (00:00:29):

Hey, good morning, Scott Luton, Greg white with you here on supply chain. Now. Welcome to today’s live stream, Greg. Good morning. How are you doing? I’m doing well, Scott, how are you doing good, solid weekend productive weekend. The Braves continue to grind it out. Uh, and football is back, um, football and family. Yeah. So, uh, in your chiefs one last week, uh, so looking to go into this week, right? We kicked it all off on Thursday and there were some really interesting results over the weekend. And then, uh, uh, what is it? The giants I knew this last night giant late tonight. Okay. Well, I’m looking forward to that Monday night football and of course college football is in swing, but today it’s all about the buzz, the supply chain buds right here, supply chain now, uh, where Greg and I share some of the leading, uh, news stories and developments from across global supply chain.

Scott Luton (00:01:29):

But today, uh, in addition of course, hearing from our audience, which Al who always brings it, uh, always have their a game, but today we’ve got a special, special guest, uh, that has been in the works for a while. We’re big fans, JD Redmond, a fellow entrepreneur advisor and industry thought leader will be joining us here about 1220. We excited about that. Greg, I am D brings the truth as he says, so I’m looking forward to hearing it, you know, well, he said, he, he, he said is, he’s going to make sure it’s true. His gun is loaded and ready to go. I like that. Um, but he does always bring it and, and I really appreciate him joining us here today, as busy as he is. Um, so let’s say look to a few folks. Before we dive into, uh, Jeffrey Miller, we couldn’t have a live stream without one Jeff Miller, of course, clay Phillips, and Amanda Luton behind the scenes, making it happen.

Scott Luton (00:02:24):

Engage the audience. Professor EI Mohib from the air capital of world is here where this Greg go shocks, Hey professor, you need to stick around because we’re going to touch on Wichita. And one of the stories here today, Sophia Sophia is with us. Sophia is, uh, uh, basically as an analyst based on her work today. Absolutely big time. And we look forward to sitting down with Sophia later today. Right. Um, gosh, I’ll be good. Won’t it for everyone to hear from Sophia? I mean like actually hear from we’ve seen she can, right? That’s right. See what you got. Say Wildomar, Hamza, Stephan. Ho’s way Daria. Uh, David Kayvon. John, may I, Chris jollies here, freight podcast. Uh, so great to have you each of you here and, uh, with no further ado, let’s dive right in Greg. Let’s do it. Alright. So one quick programming before we get started, we got a little historical tidbit we’re going to lead off with is if you enjoy our live stream, Hey, be sure to check out our podcasts.

Scott Luton (00:03:35):

We publish Monday through Friday, sometimes Saturday, as we look to cover the, the, uh, ever changing rapidly changing world of global end to end supply chain. All right. So Greg did you know, so today we published an episode of this week in business history. And while we touched on JC penny who was born this week, forever ago, we touched on Karsten Solheim founder of ping, which is an interesting story. He wrote Phoenix, Arizona. Yeah, there you go. Um, but also on September 19th, 1982, it was the first documented use, which sounds weird, but Hey, I don’t write the history of the emoticon. So Scott Fahlman who at the time was a professor on staff at Carnegie Mellon proposed that on the electronic messaging board, probably the first generation back in 1982 to make sure folks understood what was a joke and what wasn’t too, to read these, these characters sideways and you know, the detail of that description, right?

Scott Luton (00:04:49):

If that’s not a scientist, I don’t know who is Oh, absolutely. So ways, you know, so we have emojis and emoticons helping folks find their funny bone since 1982. And if you want to learn more about that or any of these other stories, we just mentioned, JC penny Karsten Solheim and ping checkout this week in business history published wherever you get your podcasts from. All right. So let’s talk about the news of the day. Greg, are you ready? I am. Okay. So yes. And I wish I could tell you that I’ve got a Peloton that I’ve jumped on every morning for an hour in the corner of my, uh, one corner of our house, but that’s still a goal I’m looking to accomplish this year, Greg. Good on ya. Not even wait till you see the price, then you’ll think about it again. Alright. So Peloton production has ramped up.

Scott Luton (00:05:43):

The company made a, a, a big investment, uh, to ramp up, but they’re still having supply issues. So last week Peloton said in the earnings call that ordered the delivery times, won’t get back to normal until 2021 demand. Big part of the problem continues to climb for their bikes, despite the price tag, as you were mentioning. And even though the company doubled production capacity, doubled production capacity earlier this year, it just can’t keep up. In fact, they’ve even delayed or downsized new product launches so they could focus those resources on getting current product out the door. You know, many companies have done something similar, a new factory in Taiwan comes online in December. It should help them get caught up a little bit. But the other cool thing is about this story. While production continues to get caught up, Peloton has made big progress, own their logistics, capabilities and operations. Uh, in fact, last year in 2019, the company struggled with logistics extensively to the point where they insourced a lot, a big chunk of the logistics of figuring out the problems. So they have solved those problems. So well, Greg, that they are electing to roll out a new reverse logistics operation, which we all know are very complex. So customers can trade in their old bikes for newer models,

Greg White (00:07:08):

Okay.

Scott Luton (00:07:10):

From your neck of the woods, Greg, as you hear Peloton struggles and their, their advances

Greg White (00:07:15):

One, uh, uh, like to acknowledge their efforts, um, not only to meet demand when people are much more aware and frankly, much more able to, to manage their health because a lot of them have cuts two hours of commuting time out of their day, but also they’ve diversified their products. It’s interesting to say that they have downsized new product launches, but the photo you have here is of a, uh, commercial that I just happened to see while watching football, sitting on the couch. And it’s a really incredible tool set. You can turn the monitor, they have weight programs and it’s not just about the bike anymore. Um, so it’s really a great they’ve. They’ve still been extending their product, um, capability and creating a more complete exercise routine. So it seems like this might not be such a burden to slow down the introduction of new products because they have a relatively well-rounded workout right now. But, um, recognizing that is key, we’ve seen big, big brands like Coca Cola and others recognize as simplifying their supply chain is a critical part of creating effectiveness and cost and, uh, reducing costs. And it’s so well done, smart to end source, uh, to gain control of that. Even if they do wind up as many teams, many companies do wind up outsourcing it again, they will have built a model that they can provide to their three PL partners to help them be successful in the future.

Scott Luton (00:08:49):

Yeah, well put, Hey, Jeff Miller says, uh, regarding Peloton equities markets are also asking if will still be high in 2021, by which time we will hopefully be back in gyms. Is this an example of capacity arriving too late for the moment of demand? Excellent question. And I’ll just say Jeff from the article, uh, which was written by the one only in the cost grow with supply chain dive, the CEO of Peloton is extremely optimistic and confident that demand will continue to persist in increase. So

Greg White (00:09:22):

Well, I thought that was wouldn’t we, yeah, I think that’s a legitimate question to ask that because, um, it could be, and hopefully with the efficiency of their merchandising organization, if they’re equally as efficient as their supply chain organization, they should have eyes on that. But that’s so hard to predict, you know, one of the things that is the most difficult to predict right now is what consumers are going to do, or frankly, what they’re going to be allowed to do going forward. So, um, yeah, we’ll put Chris bar or the CEOs optimism with the usual grain of salt, maybe extra grain.

Scott Luton (00:10:03):

The CEO is not going to say, and I don’t have his or her name in front of me. Nope. The band’s gonna fall off the table six months. Right. But great question there, Jeff, we’ll learn more together. Hey, Chris Barnes calls out the reverse logistics association, which is a great friend of the show and a great clearing house for reverse logistics, best practices and networking. So good stuff there and send those bikes to the reverse legit

Greg White (00:10:26):

Sticks association conference in Vegas, which I think is still planned for February. I think they’re still trying to do it, whatever. Wouldn’t that be great that yes. Working out together

Scott Luton (00:10:40):

An added bonus for the show.

Greg White (00:10:43):

Yeah. Reverse logistics and action. Right.

Scott Luton (00:10:45):

Hey, uh, let’s also talk about, uh, folks paying their bills early. I don’t know about you Greg, but it didn’t nice to be paid early, especially in a year like 2020.

Greg White (00:10:58):

So who pays big hoop

Scott Luton (00:11:00):

Or builds early? Well, I’ll tell you a big company. Big manufacturers do that too. So as wall street journal reports in an effort to protect their complex global supply chains companies like Lockheed Martin, micron technology, inc, and others are getting money quicker into their suppliers hands. So professor EY, this is for you. So come a company Wichita, Kansas was mentioned in the article. Uh, perfect incorporated is an aerospace company that benefited from Lockheed beginning to pay its invoices early in the, in June of this year. So a few months back at that time, Perfecta unfortunately had already had to lay off 15% of its workforce that totaled about 200 folks. But with the earlier than expected cash, Greg perfected was able to avoid cutting more jobs and they were able to keep part production up and running. And, and, and of course that’s what like Lockheed is after.

Scott Luton (00:11:56):

Right. Um, another neat example that I really liked, uh, here at point out in the story and Amanda, we should get Ramsey on Ramsey Midkiff with the waste management folks. This was a neat story. So last March waste management began reaching out to its small and midsize customers to offer to pause fees and reduce prices. How cool is that? Especially to the hard hit restaurant hotel and education sectors. In some instances, the company even offered a free month of service. The company’s revenue took a hit of course, but waste management CEO, Jim fish, Greg was quoted as saying, quote, we’re not overly concerned about the cost. This pays itself back over time in quote. So, you know, we all need more good news. And, um, you know, especially in a year like 2020, and while there are some examples of folks going the opposite way, jet blue has mentioned the article, Greg, where it was, it was, um, wanting extended timeframes for its bills, but regardless, uh, uh, good own Lockheed and waste management for, you know, helping their supply chains out now, customers aren’t right.

Greg White (00:13:10):

Well, we’ve talked about this early in the, in the, this seismic societal disruption was it’s too late to make friends now, but this year goes a long way, doesn’t it? And you can bet that, um, you know, people know which side their bread is buttered on and, um, it, you know, in helping out customers and supply chain partners or any suppliers really is, um, it’s, it’s critical. And it, I think companies have recognized just how critical some companies are to their success and maybe even survival. And, and they’re doing this, uh, you know, I’m sure it’s not completely altruistic. There’s probably a sense of, uh, you know, of self preservation here, but Hey, that’s okay. As long as it keeps things going. And it’s great to hear because small businesses are getting crushed right now. Um, recently in just the last few weeks aware of how much favor large businesses are getting from government and how much disfavor or neglect, um, small businesses are getting from government, right? And we’re going into six plus months of this thing, it’s the 14th. So it’s been six plus months of this thing. So that’s a long time to survive. And I’m glad that they’re, you know, the business partners are helping each other out.

Scott Luton (00:14:32):

Yeah. Well, put Greg Stephan says, Hey, for us, it’s the other way around customer just chose to extend their payment terms up to 120 days. There’s hardly any consideration, some even add extra steps to have a reason to pay late,

Greg White (00:14:48):

Get used to that stuff. And frankly, that’s with a lot

Scott Luton (00:14:52):

Of businesses. Um, you know, it’s funny Scott, because you were asking who pays their bills early. I can’t tell you which book this was that I read, but the Billy Graham organization always paid their bills early. And whenever they had need from their vendors, their vendors were first up to help them out. So I love that there is, I mean, there’s no reason not to, frankly, it’s, it’s either 10 days early or it’s on time or it’s 10 days late, but once you’ve established the pattern, it’s easy to maintain. Well, Sophia adds to that. She says, Stephan, I don’t want to tell you how far airlines have pushed your payments to airports. I can only imagine that there, so, and of course, jet blue has mentioned in the article as doing just that. So y’all check another great article wall street journal, uh, covering, uh, supply chain, logistics, manufacturing, you name it. So good stuff there, right? Word from the CEO of Southwest airlines who expects it to take a decade or more for air line transportation to get back to where it was. Everyone else is singing a different tune, but, um, Southwest clearly the best running airline in the, in the States, um, is taking a much more realistic, probably more accurate stance. Hopefully I do hope he’s wrong. Yeah. Right.

Speaker 4 (00:16:19):

I need to. All right. So

Scott Luton (00:16:21):

Moving right along, what one, one last comment from the audience here. So Chris Barnes said, Hey, companies should listen to some of the advice on the podcast with rod Scherchen with pro purchaser. Now’s a good time to build stronger relationships because stuff there, Chris, and, you know, you can, there’s a variety of ways of building those strong relationships. Of course your suppliers will appreciate being paid earlier, but you know, uh, communication, uh, how you treat your suppliers, how you negotiate. There’s so many different elements to creating stronger relationships in tough years like this year. Well, yeah. And Tyson Stephens and, uh, the pallet Alliance. Right. And, um, and their partnership. That’s a great episode too. That is a 20 year partnership that has sustained multiple recessions. That’s right. Multiple recessions, right. Continue to bring to the bottom line. So that’s a good point. Okay. So moving right along, uh, headline number three, national freight strategic plan has been introduced finally, Congress called for Nash for this type of plan back in 2012.

Scott Luton (00:17:25):

So eight years later, the department of U S department transportation has finally delivered one. So Greg, this plan looks at a variety of things, especially in the era of eCommerce, which is one of the factors driving high, uh, heightened freight volumes. These days, of course, the plan establishes goals and a variety of areas such as safety infrastructure, which we need to, we need to pay a attention to infrastructure and innovation. It identified a number of key issues that must be addressed, including, and I had to cherry pick a few of these here, truck safety and parking congestion, data and information barriers, and condition of highways, bridges, and inland waterways,

Greg White (00:18:08):

Just to name a few, uh, any others,

Scott Luton (00:18:11):

Inland ports, as we’ve seen in Georgia and in South Carolina, you know, really, uh, helping get traffic further inland. So it can, it can hit those one day and two day e-commerce, uh, delivery, uh, promises.

Greg White (00:18:25):

Yeah. And away from the ports where the physical restrictions on land for those trailers and trucks are significant, right. Let them handle that where there’s more flat ground. Yup. Good point

Scott Luton (00:18:38):

Right there. So we’ll see, we’ll see how much traction really, you know, it, it took a while to get here. The Obama administration had kicked off the need and really nudged the deity to get things going and, and, uh, you know, eight years later, Hey, better, late than never. But, uh, we’ll see just how much traction and how much changes, uh, as a, they start acting on the plan that they’ve laid out. Alright. So also speaking of freight, Greg,

Greg White (00:19:05):

This week, isn’t it

Scott Luton (00:19:07):

National truck driver appreciation week and they need more than a week.

Greg White (00:19:12):

Ramos is on here. So if you want to thank a trucker, he’s probably right here in the, in the show right now. That’s right.

Scott Luton (00:19:20):

Jose. I saw you earlier in the comment, so appreciate what you and your team does. And, and all of our drivers, they certainly deserve more than a week, but Hey, if we can at least really get focused and show our gratitude, uh, at least one week out of the year, now’s the time to do it. So, um, if you want to learn more about this week and some of the events going on the festivities, other than a hug, a driver, be nice, but put yourself in their shoes. Uh, you know, those kinds of simple gestures, which are, you know, go a long way. Um, you can go to the American trucking associations and learn a lot more about some of the things that will take place this week. Um, so Greg, before we bring on our featured guests, I want to give you, you know, we’ve been talking a lot about drivers here lately. Uh, one quick comment from you before we bring it

Greg White (00:20:08):

J D well, I think this, you know, this national freight strategic plan, strategic break plan, whatever it is, um, addressing safety and parking is critical, right? I mean, there’s a lot to think about when it comes to that, but driving around for your last hour of, of available service to try and find a spot to park is it’s a burden, it’s a burden on cities. It’s a burden on truckers. It’s, you know, it’s a burden on infrastructure and, and facilities, and there has to be a solution. Um, that to me is, has gotta be one of the top issues. Of course, there are other safety issues as well, but where, where are these folks can, um, lay up for the night is important and it tells you how, how much trucking has grown in terms of, of vehicles on the street that we’re out of space to do that.

Scott Luton (00:21:11):

Uh, and I’m, I’m gonna tell you one of the things I’ve enjoyed in recent weeks, I’m a big YouTube fan. I like, I like digging in and finding obscure videos and really kind of filling in some of my blind spots on perspective. There’s a ton of truck drivers that document their journeys and all the ins and outs. And it’s fascinating. So you can Google trucking on YouTube and, and really, uh, get educated in law, their experiences. It was always at least my blind spot. So, uh, God bless our truckers

Greg White (00:21:39):

Drivers, right? And if you want to, if you want to get eyes on some truckers, having fun with their vehicles, there’s a fellow on Instagram named Harold Epperson, who is a retired driver. And he is constantly highlighting people who have done cool things with their rigs. I mean, these, some of these rigs look so cool. They look like they ought to be in a museum, not on a roadway, but I mean, they are amazing and they’re having fun with it. They’re good. And they are some of those truckers that are documenting their drives. So well put as always. Great.

Scott Luton (00:22:15):

Alright. So as we wrap up the new section, I appreciate all the comments. So we couldn’t get to everybody, a lot of good stuff, a lot of, a lot of comments and discussion, a lot of conversations going on that I’m keeping out, Hey, we’ve got a great guest here today. This, this conversation

Greg White (00:22:30):

Has been in the works for awhile. I want to welcome in yeah.

Scott Luton (00:22:32):

J D Redmond, founder and CCO

Greg White (00:22:35):

At acts a E X, P D.

Scott Luton (00:22:40):

Good afternoon. J D how are you doing? Oh, well, I think we’ve got you on mute here. Let’s see if we can fix that.

Greg White (00:22:49):

Oh, okay.

Scott Luton (00:22:52):

Murphy’s law is alive and, well,

Greg White (00:22:54):

There we go. How are you guys doing today? Good, good, fantastic. Really enjoy.

Scott Luton (00:23:00):

And with you pre show here, um, you know, uh, and looking forward to what you’re going to share with our audience as we, we dive into visibility and some neat things out there, but before we get, we do that J D Greg, and I would love for you to share more about who you are with

Greg White (00:23:16):

In case there’s anyone who doesn’t know already how man. So, Hey guys, I’m J D I’ve been in transportation now going on three and a half years, came from the retail sector as an executive over at rent, a center, which was an acceptance now subsidiary, um, have extensive background in building companies strategically and with AXA. That’s what we do, not only in the transportation industry, but any industry we go in and we solve the problem to take companies from one inflection to the next.

J.D. Redman (00:23:46):

And that’s by utilizing something that we call the obliquity process, black activity process, how can we keep companies in the black and what activities surrounding that allows them to be successful? So in the past three years with AXA, we’ve helped companies grow and develop 1.6 billion plus in revenues due to the different strategies that we’ve implemented. So did that at TTN with maintenance, which was a SAS solution there, and bringing that visibility and transparency in that niche. When now we want to discuss, what does that look like on the macro level for everyone? And then bringing it back down to the micro, which would give people an experience down to their actual carrier or asset based or whatever that ecosystem may look like.

Scott Luton (00:24:30):

All right. So, so have you, uh, trademark lickety, cause I, I got a feeling, you got a lot of folks that will love that term.

J.D. Redman (00:24:38):

So Blake, it is, it is in the works of being trademarked. My fiance is actually a trademark lawyer, so back and forth with her and, and working with some of my other friends, just to make sure this is what we want to go forward with. But Blick it is, is a kind of a catchy name that people seem to gravitate towards. And it means something great. Keeping your company profitable.

Scott Luton (00:24:58):

That’s right. Wait, one more, one more quick comment for Davin. The visibility is such to anyone that really likes the term and thinks they might, you know, put it in a headlock and take it somewhere. D is married to a trademark attorney. That’s the operative word there. Yeah.

J.D. Redman (00:25:10):

So leave it alone. Let it go.

Scott Luton (00:25:15):

Let it go. Alright. So J D um, you know, as we were kind of, uh, putting our homework together for today’s conversation, uh, visibility came to the forefront as something you’ve been really tracking more than a lot of other things, all the things are going on across global supply chain. So let’s, let’s dive into that. Give us some initial thoughts here when it comes to visibility.

J.D. Redman (00:25:35):

So visibility and transparency, sometimes people believe that they’re synonymous, but I want to make a clear distinction today so that we can talk about it. The overall goal of the conversation is to show you the, the headache that everyone wants to solve, which is the macro level of visibility and transparency and supply chain, but then bringing it down to the micro, which is to your specific carrier, your company, and how does it change your lives? So visibility provides a company with the knowledge of what’s happening with different activities in their company. While transparency allows you to take that knowledge and make it available to your customers, your partners, and your stakeholders. So everyone, Greg’s got you here. I need visibility. I need visibility. I need to see everything that’s happening with my asset, with my carrier, with my broker, with my supply, I want to see it. And everyone says they have it by everyone. I mean, various companies, but now, instead of thinking that there’s one company that needs to come out with this great subject or this great solution, let’s figure out how do we collaborate with the solutions that are already in the industry that will provide the same amount of EagleEye visibility and transparency if you piece the puzzle together. So that’s what we want to talk about. Scott

Scott Luton (00:26:48):

Outstanding. So, Greg, what, what, where does your mind go? Uh, immediately as JD County teases up?

J.D. Redman (00:26:55):

Well, immediately it goes through, I love the concept because so many companies are trying to start

Scott Luton (00:27:01):

With a niche that they know really, really,

J.D. Redman (00:27:04):

And expand into an area that they don’t know at all, or don’t know nearly as well. And as an investor. Um, and as a founder, you have to know the space that you’re attacking intimately. And when you, when you get in trouble is when you start building those concentric circles outside of your knowledge and core gift area. And that’s when the dilution occurs in the effectiveness of your solution. So being able to wire these applications together is, is critical. It’s done in so many other industries, right? I mean, if you think about it, even Salesforce, if you look at the ecosystem that they’ve built around their product or QuickBooks, there are hundreds, thousands of applications that do tiny little things that enough people need to make a living off of.

Scott Luton (00:27:54):

Don’t no. In fact, when we first set out with supply chain, now it was to build rocket ships like Elon Musk, but I quickly found out that was not within my concentric circle grant.

J.D. Redman (00:28:04):

And also the name didn’t look very good on her roster. Oh boy. Math is, there’s probably going to be a market for intergalactic supply chain transport. Absolutely. Alright.

Scott Luton (00:28:22):

So JD, you’ve identified some, some really neat examples, uh, that are offering visibility in different ways, shapes and forms. So let’s dive into that a little bit.

J.D. Redman (00:28:31):

So we all know in the supply chain, when someone says what Greg was saying, there it’s stay in your niche and let’s not overexpand, that’s not saying that you can’t do it. He’s not demeaning your prowess. He’s not saying that you don’t understand the market. He’s saying, do what’s great for you. Some people have a niche that they just understand and they get it for me. That’s connectivity for me, that’s thinking strategically. So I stay in that, in that area. When we talk about supply chain, there are three major players when it comes to transportation, the actual shipper supplier, the broker, and the carrier shipper, broker, and carrier all need visibility. Shipper, broker carrier, all need transparency, but a shipper’s visibility is a little bit different than broker and carrier. And I’m giving this preface before we walk into the three companies. So the shipper wants to see where is my container?

J.D. Redman (00:29:24):

Has my container made it to its last end destination. The shipper is not concerned about what took place with a breakdown. The shipper is not concerned about why that, why, why that asset stopped moving. The shipper is only concerned with why is it my, why is that? My container dropped? Why isn’t it loaded yet? The broker is concerned with visibility from, okay. I gave this conversation to the carrier. Here’s the carrier that I’ve assigned this load to. And I need to make sure that they are in route. I don’t want to just track it. And you tell me that it’s in Louisiana, in Shreveport. Why did it stop at Louisiana it’s reported mile marker 61 and has been sitting there for an hour and a half. I need to know that. And the carrier is then responsible for transparency. Hey, mr. Broker, I broke down because of X not.

J.D. Redman (00:30:10):

Oh, the load is going to be there on time. Don’t worry about it. Everyone wants to communicate. And everyone wants to see it. Now, the argument that we’ve had Scott going through the past decades is everyone’s saying, we need this transportation. I need transport. Transparency need to see it. I need visibility. Talk to me, but people view transparency or communication with opening their vest and they feel naked because they’re saying, man, I got to hide this from you. Because if I don’t hide this from you, you may not contract me as a carrier. If I don’t hide this from you shipper, you may not contract me or renew our contract as a broker. And the shippers saying, I have to hide the fact that this load hasn’t made it yet to my actual consignment consignment, because I don’t want them to think I can’t move their product effectively. Everyone’s in the business of hiding. Now we need to start talking. And that’s where these companies come in.

Scott Luton (00:31:01):

J D um, real quick, uh, cause I think you, you, you, you, you shared a lot already, but folks aren’t comfortable. So many folks aren’t comfortable with really opening the kimono and really kind of being out, putting yourself out there. And the interesting dynamic though, is if you haven’t been comfortable over the last, I don’t know, five years or so, as, as we’ve shared more, you’re really not going to be comfortable over the next five or 10 years where we really become more visible and more trans transparent because that’s what the people want, right? Yes.

J.D. Redman (00:31:34):

Well, it’s what the people want. But I also think that when we step into the business mind, guys, we got to stop thinking that as soon as Scott Lutton and Greg white become supply chain, now that all of us sat and we, you know, we don’t have just normal, basic human needs. If you’ve been in a relationship of any kind, your relationship gets better by what, by communicating, by talking, when you’re frustrated and you bring it up to your best friend, you say, Hey man, when you said that, that really hurt me. That bothered me and your best friend says, man, I didn’t know that they bothered you that way. I won’t do that again. You had to be vulnerable in order for you to get to the next level of trust in that relationship. And so now we’re looking for is how can we increase the trust factor throughout the entire supply chain? So you have a platform right now with turbo where turbo connects shipper, broker and carrier. They connect them in a communication platform, which you got Scott.

Scott Luton (00:32:29):

Oh no, I was just going to prefer one T U R V O right. Turbo is a company referring to, uh, so, so why is that important? So turbo important because they have

J.D. Redman (00:32:40):

The overall architect, right? Their structure of the platform is meant for communication. Think of Slack mixed with a sauna mixed with a BI tool. It’s all together. They had a baby right now. Turbo means is the shipper at Nike can see that their consignment is on the way with J B hunt. And the J B hunt driver is now at, in Tennessee, in Knoxville. And he has to stop well, instead of it just being a stop. And you don’t know why as the shipper or as the broker inside of their inside of their portal, they communicate. And the driver has an app where he says, Hey, I just had a blow out of my tire. Boom, I can’t, I’m not late. It’s not me lying to you as no more. The shipper feels lied to because they think our brokers are lying. There’s no more, the care broker thinks the carrier’s lie here is valid fruits with a picture with communication that this driver’s broken down.

J.D. Redman (00:33:30):

Here’s why we slowed down. Okay. Now in these platforms, it’s all about communication. But with the communication of terrible, you can see the visibility of it, but people are not able to understand the transparency of that visibility because the turbo is a supply chain solution. It is not a trucking and transportation solution. That’s the difference. And that’s where you have to then begin to piece the puzzle together of bringing in a K ratio and bringing in a Freightways sonar, that data to interpret and put that in to say, you know what? My driver’s broken down because of an air hose leak. Well, when I dealing with a K ratio with their freight intelligence, their freight intelligence platform is now going to tell the broker, this lane is still profitable. You just had a breakdown, but when you do have this breakdown on average, it costs you X amount of money. Right? And yeah. So real quick, go ahead, Scott.

Scott Luton (00:34:32):

Uh, you’re getting a lot of a buzz in the comments about, um, a couple of things, but including as Jaman says, vulnerability is often the missing ingredient and Sophia was going to quote you, uh, where you said J D vulnerability is needed in order to,

J.D. Redman (00:34:47):

To achieve trust. And she says, she’s

Scott Luton (00:34:49):

You on that? And then one final comment from David, the top advice always given is about communication. Transparency is a must. People need to learn to

J.D. Redman (00:34:58):

Comfortable and communicate. Uh, alright, so Greg, you were going to make a comment. Well, now that I’m thinking of something else as well, and that is that look, transparency exists already. It’s not being utilized by some players in the industry, but now there are no boundaries to industry. If this industry, I mean, we had this conversation last week with her sway and what I’ve recognized over the last few months and in getting more in depth knowledge about transportation is that if this industry doesn’t fix itself, somebody else is going to fix it. It’s not just that you’re to be able to continue to play the shell game and shuck and jive your way through, um, you know, through the mishaps of, of transportation, you’re going to come clean and it’s either you’re going to come clean on your terms, or you’re going to come clean on somebody else’s terms.

J.D. Redman (00:35:55):

So the industry really needs to listen to what you’re saying. J D because it’s better. If we have people who know the industry with skills and they combine with people with technology and data skills to solve this problem, because as you said, look, the ultimate determinant is that this is what shippers want. This is what the various parties want. And those various parties will get it one way or the other. They will get it from, they will make it themselves. They’ll find an accumulation of solutions. They’ll get a solution from outside the industry to help them. I mean, the days of being able to hide a truck in the bushes, right, and, and sell cigarettes off the back of it, those are going to be gone very soon. And that’s, that’s the thing where, you know, I see Tim’s comment and I saw Tim, he commented on, on a post where I was talking with millennials with trucking.

J.D. Redman (00:36:46):

And we brought in a different age perspective of it, because what I believe is a lot of the holdup in innovation and collaboration in the industry has been some of the longer tenured executives who are unwilling to learn something different about how to produce a better result for trucking. Now, when he brings up the age back there, I am in a hundred percent agreement with that. Tim, I do believe we still need the 35 and 40 plus year vets. But what I’m saying is, is that the evolution of their role has changed instead of being in an action role, like a CCO or CSO, they should be in an advisory role, like a board advisor, a chairman of the board, someone who is sitting there saying, I may not understand how the API and the web triggers work. But what I do know is trucking. What I do know a CPM,

Scott Luton (00:37:36):

It goes back to the whole vulnerability admitting, regardless if you’re a senior leader, if you’re a junior leader, if you’re at some point in between knowing what you don’t know, going back to consensus, concentric circles that Greg was referring to, but, you know, J D what you’re describing the challenge is within the trucking industry, you know, that spills out across a variety of the challenges we have in the business and society. Right. So, um, alright, so let’s keep driving. No pun intended. I know there’s a bunch of stuff we’re going to try to get to you here today.

J.D. Redman (00:38:05):

Yeah. So when you have turbo, which is the overall umbrella, the archetype, the actual platform that I would use as the shell. So then you go into K ratio where K ratio allows you to lay against multiple TMS data that’s interpreted, and you can make that for a macro level conversation where you can say, Hey, this is what’s happening with OTR. I around me, here’s how that’s affecting me in my ecosystem and drive it down to the micro level. Now as a broker, here’s what I, here’s what I wanted to explain as a broker, a broker has to have trust in that care that they’re going to do everything they need to, to get that load there and drop. But if he is not able to trust the fact that you can say I had a breakdown, or I have an insubordinate driver, or I need to have a power swap, or I need to have a trailer swap, or a cargo load shift.

J.D. Redman (00:38:55):

If he can’t trust you just to have minimal communication, why would they read up on that contract again? Think about that. So with K ratio, and when you start tying in sonar, I’m asking people to say, here’s your Eagle eye view of what’s taking place. Containers picked up, turbo picks up on that. If there’s a breakdown and we need to figure out what’s the calculated cost of that by monies, how much does this breakdown costs me? How much does a, um, an air hose or a break? So leak on this lane cost. Why does this lay and have so many breakdowns? Is that the actual route? Do I need to reroute my trucks to avoid these types of instances? It gives you the data to make sense, but unfortunately, a lot of companies, they go look at data and then they try to figure out what it means instead of using the data, to tell them where to move towards.

J.D. Redman (00:39:46):

And that’s where the new innovation is coming in. Investors are saying, I see your P and L I see what the data is saying. That there’s a constraint on contention right now, or a capacity for trucks. I see that, but how are you going to move going forward? These three companies, along with Rose rocket, who is a web triggering company that kind of connects different various TMS is whatever software you have together with K ratios, freight intelligence inside the platform of turbo. And now let’s start bringing in sonar is freight, freight, wave sonar, which is going to see what the spot market is doing. Whether that’s port deport, whether that’s laying the lane. Now you have that visibility. But Scott, Greg, what I’m saying is we can’t sit here and wait for one company to come out with this grandioso product that we need. We have to say, guys, I need Craig fuller.

J.D. Redman (00:40:39):

I need Cal Lindner. And I need Sam over at turbo. I need you guys to have a conversation and I need you all to now make it available and easy for customers like yourself and your audience to Allah cart, choose how they want to see their ecosystem, whether it’s in the macro level or the micro level. And that’s where we begin to allow transparency to bleed in. And there is no more, I don’t trust this company. I don’t trust you. It’s I see what’s happening. I understand trucks break down. Have you ever noticed, and I’m gonna be real quiet for my, for my pause. Cause I know people probably in the comments going crazy. Have you ever noticed as an adult that you appreciate the truth, even if it hurts you, rather than somebody tell you the truth, instead of lie to you, I’d rather you say JD, I can’t get that load down. I know it’s supposed to be there at 12 o’clock today. It’s not going to be there til four o’clock. He was why don’t charge it to my head, to my heart, charged it to my head. We had some instances take place. I can’t promise it will never not happen again, but I can promise I will communicate better when it happens in the beginning.

Scott Luton (00:41:43):

All right. So you’re J D you’re absolutely right. Comments are blown up and I’m gonna share a couple of these and then I’m gonna circle back to get Greg’s a follow up commentary. So Keith Duckworth is making your point or also agrees with your point. Uh, basically bad news. Doesn’t better with age. It’s not like wine or cheese, right? That’s right. P air says beyond communicate in the bad news. The organization must be able to quickly respond to the action, uh, with the action to be taken, to resolve good stuff there. Uh, it looks like Jamie added an addition to his, uh, adapt and thrive model or die, adapt, and thrive or dies. What David added to chairman’s motto. Uh, let’s see. David says Jeff, um, uh, employees that were there. They’re basically talking about the communication. David is between the drivers and the employees in the warehouse receiving dock. You name it, how there, there can be a lack of communication amongst those different parties. Yep.

J.D. Redman (00:42:43):

Oh right. About that. Dave Abel said that when he went out on the driver Wayne crack and he said, I can’t believe the lack of communication that I’m receiving and I’m the CEO of the company.

Scott Luton (00:42:53):

Mm. So here’s one final comment. There’s so many more, but I’m picking this one here. And I don’t have visibility. Speaking of visibility as to which LinkedIn user said this. So clay and Amanda, if y’all could share that because we’ve been talking about cloud, uh, in fact, cloud spending is up 30%, second quarter, 20, 20 over a year ago. So companies are doubling down or if they haven’t been investing in their kit, they’re trying to catch up quickly. This user says I’m not comfortable with cloud computing solutions or SAS. When the terms of service can change any time, very much like social media, that’s probably a very valid concern, right? Jedi,

J.D. Redman (00:43:31):

It is a valid concern. And what I would tell that LinkedIn users that the issue is not the cloud or the staff. SAS is software as a service for the people that may not know, that’s not the issue. It’s the issue that this LinkedIn users having is there was no communication. So let me read what they meant to say. I am not comfortable with cloud computing solutions or staff when the terms are not communicated to me effectively before they are changed. Just like with social media. That’s what they’re meaning to say. So it’s SAS solutions are going to change. Amazon’s changing every day. Microsoft is changing every day, but you get that little email where it says user terms are updated and all you do is click. Yes. And you never read through it. That’s the communication that you’re supposed to be reading through to see what the updates were.

Scott Luton (00:44:14):

Yeah. Those are contract terms and you don’t have to agree to them. You could always move to another vendor or onsite, but the truth is cloud and SAS are here to stay. And soon there won’t be on premise. Hey, really quick. William Davis was that LinkedIn user that shared that very valid concern. And JD, I love your call out there because we all these days, every time I log onto my bank, it seems like your terms and conditions have been updated. Okay. Yep. Greg, a lot there, but what are a couple of key items, your

Greg White (00:44:45):

And your ears? Well, back to that, just previous point, the problem is not with the technology. The problem is with the vendor. You probably, you are, you have a lack of communication with that supplier of that technology. I would suggest you find a different supplier of that technology because it’s not inherent that the terms change without notice. So, um, you know, there are, there are good and bad cloud providers just like there are good and bad on premise providers. I want to address one point. And that’s the selling of cigarettes off the back of the truck. Yes. I have seen Goodfellas, but you all have to remember to go to Kansas city, Missouri and Kansas and Springfield, Missouri. So I know old school trucking, so I’ve actually seen cigarettes being sold off the back of a truck. I know how that works. As David said earlier, that you can’t get away with that anymore, but extreme example to identify a common case. Right? So, um, so, and the other is, I think we need to consciously for a first, as, as regards generational transformation, we need to consider two things. The leaders of generational or the generation of leaders aren’t necessarily the problem. It’s the generation of frontline office and executional workers that we need to be concerned about because they’re the ones holding onto that knowledge. And they are leaving at a rate of 10,000 per day from the workforce.

Greg White (00:46:17):

And we need to impart that knowledge into technology because that closes the gap between the change that the millennial and gen Z generations and gen X want to see in, in companies. It closes the gap between that knowledge, that’s leaving at a high rate accelerating rate and the technology that can process that and create better decisions based on that knowledge. And if you’re, if you ever hear this, this is the rule of thumb I’ve used for 20 years. If you ever hear somebody say, how do you know that’s the case? And their answer is I just know that somebody who’s knowledge you need to capture and then give them the opportunity to seek career advancement elsewhere. Yeah. So there are lots of things that there are lots of things that we need to consider throughout this transformation. Not the least of which JD is those companies you’ve mentioned. If they’re not listening to you, let me assure you, there are three or four or five or 10 others out there ready to do exactly what you’re talking about. And you are either a disruptor or you are the disrupted in, in this environment. And it is how do you want to have disruption, but also

J.D. Redman (00:47:30):

Want to be very clear to the audience out there that there is no age as I’m in my heart, what I’m trying to stop and provide a solution to by these tech companies that come in that are backed by Silicon Valley money that do not know transportation at all, all they know is their tech. Now I love that you know your tech, but I would implore you to, to Tim’s point, Tim, that popped up in the comments. I would implore you to go out and hire a transportation executive, someone who has that experience, and they might not understand your technology, but they can’t guide you around. The obstacles of foolishness will be making mistakes because I’m telling you now, transportation professionals are annoyed by technology companies coming into the industry. I got new tech, I got new tech. I’m going to change your world. And super is my client.

J.D. Redman (00:48:16):

Shipper is everybody’s client. That’s everybody everybody’s serves. The shipper. Shipper is the God of transportation. We all get that. I know shippers that have phone numbers that go to voicemail. And they’re only given to people that are brokers and carriers. So you don’t call them all day. That’s what they’re trying to avoid. Now, if we can provide this EagleEye view, you guys go out there and employ this conversation. This is a thought provoking conversation to say, stop waiting for this big solution to come and start demanding collaboration for some of these big boys, some of the JBS, some of the K ratios, the turbos, and say, guys, sit in the room, play together in the sandbox. Yeah, you’re going to get sand in your diaper and you might get stand in your stock. But guess what? After you wash off and shake off a bit, we have a new transportation industry is what we’re all seeking.

Scott Luton (00:49:03):

Awesome. All right. I hate to wind this thing down because between your energy and, and perspective and expertise you bring to the table and the comments, clearly there’s a ton of passion expertise there. I mean, this is, this is why we do what we do, but give us, give us one thing in a close zone. And then I wanna, uh, I want to talk if it’s okay about us, open up some eyes what’s going on down in the coast. Uh, really important stuff too. So what’s one thing, the challenge our audience with, or one thing we want to close on here today.

J.D. Redman (00:49:34):

I want to challenge you right now, no matter what position you’re in, whether that’s a C suite on down to an Angelo position in trends and transportation, I want you to get outside of your niche. You know, your niche now go learn and have an empathy towards the niches that you work with and are connected with. So you better understand the supply chain and how we’re all in a lot together. The more people that educate themselves about the complete interlocking of the supply chain, the less amount of emotional conversations we’ll have, and we’ll increase the logical conversations about how do we push forward innovation?

Scott Luton (00:50:08):

Hmm, love it. Uh, Greg, that’s, that’s quite a challenge because we all get stuck. We’re as human with our blonder zone and our neck of the woods and our roles or our, you know, uh, our silos. And, you know, w we’ve got to consciously and deliberately, like JD said, get, you know, take those things off, break them off, and then get out and, and understand

J.D. Redman (00:50:30):

Blind spots, right? It takes an intentional effort. So I worked with a company called Henry shine, and they had what they called a passport, where you went around and met with colleagues from different departments, both in and out of supply chain that were impacted by supply chain. And you had to get sign off and take a test that you understood the dynamics of their business. Wow. And you proved your knowledge and empathy of that. So that, that kind of intentionality is what’s really required to make that happen.

Scott Luton (00:51:02):

Support. I like that concept sounds like it worked well to Jayman and a few others really liked your quote. There, you may get sand in your diaper and get sand.

J.D. Redman (00:51:11):

There’s good stuff there.

Scott Luton (00:51:15):

Chris says that might be our next t-shirt ism. So I promise you if we do anything, we’ll get J D as royalties, cause I don’t want to get in trouble. All right. So let’s um, as we wrap here with JD Redmond, uh, J D I want to make sure just the next few moments, it doesn’t do it justice, but as we wrap with you, you know, what’s going on, uh, on the heels of the storms we’ve had down the Gulf coast, as, as we talked about in the pre show, man, it hits the radar on the new cycle and then it flips off for election stuff or whatever else, um, fills that gap. And a lot of folks are suffering down there and, and that’s probably in the blind spot of many Americans and global citizens. So, so give us a, you know, give us an update on what w what you see with your family and friends down there.

J.D. Redman (00:52:00):

So my family and friends, I’m from central Louisiana. I have family all throughout Louisiana. The biggest thing I will say, Scott, is that most people don’t realize, like I said, pre-show when a hurricane hits Louisiana, it hits the entire state. When it hits port Allen, or it hits Houston. You don’t see people in Dallas or Amarillo complaining, but in Louisiana, it’s a small state. So if it hits, whether that’s Cameron, like it did with Laura or it’s Katrina would hit new Orleans, the tropical storm, or the category two will go all the way up into Northern Louisiana. I will tell you that hurricane Laura has done more damage faculty logically to the state and implorably to the state than Katrina did. It is not receiving as much conversation right now because we’re not talking about 40 feet of water floating up or eight feet of water here and there.

J.D. Redman (00:52:47):

But you can’t imagine someone going to their home in Lake Charles, like a family member of mine did, and his house was gone. I was, there was a foundation. Think about this. Guy’s 170 mile an hour. Plus winds blowing. My uncle had horses where he brought him up to Nagesh and some of them are safe. The ones that were left down there that they didn’t have. The trailers space for horses were literally being blown away. Trees were being blown into houses from miles off of riverbanks because the wind was that strong. So as of right now, Lake Charles is still without lights. They’re still without food. They’re still without water. Um, nag is Louisiana where I grew up in majoritally. They are just now starting to get lights back on. Now, mind you guys Nagesh has only an hour and a half South of Shreveport, Louisiana.

J.D. Redman (00:53:35):

Most people know where Shreveport is. So it is in central Louisiana. It wasn’t surrounded by water, but it did get hit by the category two storm of LoRa, as it tra as it traveled through. So whatever you may pray to wherever your dad may be, if it’s good vibes, if it’s frequency, if it’s the universe, I don’t care what you serve or how you serve it. Just send whatever those vibes are, whatever the energy you call it, however you name it. Send that to Louisiana. It’s not being talked about, but we have people sleeping in Walmart, parking lots, people sleeping in school, buses, children are going without food. And what do you do during a large pandemic? When jobs were already scarce, when people were being fired from jobs, who’ve had jobs for 20 plus years, and now that job has been blown away. Their home has been blown away.

J.D. Redman (00:54:23):

Now they have no source of income. Now they have no source of a place to live and to be safe. How does that feel now? That sucks. But now we have to talk about is how did that affect the transportation industry? And we don’t have the time to go into that, but I want you to know now that there are some lanes that have increased exponentially, which is derogatory. I don’t care how tight capacity gets during the middle of a, of an issue, a natural occurrence. I should not see lanes that are usually a $2 and 20 cents, $2 and 15 cents go up to seven, eight, nine, and $10. I should not see that a mile. We are taking advantage of people during a destructive time. Typically you have some pushback from the government when they see that people are gouging that way, but you should not ever treat people in a crisis that way

Scott Luton (00:55:12):

So much there so much more attention. Thanks so much for bringing, you know, kind of opening. At least my eyes, uh, here today. J D Hey, real quick. Uh, Antonio roll Rivera in the comments mentioned Allen aid. I know JD and Greg, we’re all familiar with Allen aid. The good work they’re doing, Amanda, if you are, clay could drop in the Allen aid is a nonprofit that helps basically shut, uh, Marshall corporate supply chain and resources to serving, uh, getting supplies into where they should be in the right hands, because that’s what supply chain leaders do, right? So if we could drop their URL, there we go. Thank you, clay. I appreciate that. If you are anywhere in the audience, interested in helping out, I’m sure they’re involved in helping people down there. Y’all give that a click JD. We’re going to have to have your back. I really appreciate all these shared here today. There’s a lot, a lot more to your story. Um, and, and we’ll have to, we’ll have to dive into a lot of that rest of the stuff on your next, um, next stop in with us, Greg, you, uh, before we, we bid adieu to JD, what what’s, what’s one of the big things on your mind based on what he shared. Uh, the biggest thing for me is this continues my learning about the intricacies of transportation. I think everyone who listens to us much knows that when I

Greg White (00:56:24):

Was in industry before I was in supply chain solutions, I was a shipper and I just cut the PO and we had a dark room full of people who handled everything that everybody is talking about. And I had no visibility to it, and I didn’t want any visibility to it. I just wanted my stuff, stuff there on time. So the evolution of this since those times, which admittedly was over two decades ago, um, evolution of this is encouraging. And yet the intricacies of it and the, um, pushback against this progress is, is concerning. And it makes me recognize that some aspect of this solution will come from outside the transportation industry, because we continue to object to real change here. And as long as we do, it’s going to take some outside influence to assure that it happens. I agreed. You know, as, as JD said, you always have to have the knowledge of the people whose problem you’re trying to solve in the technology. Don’t try to, don’t try to solve it with your MBA, trying to solve it with your MBA, your scientist, and someone with industry knowledge, you get there so much faster. Yeah.

Scott Luton (00:57:39):

Yeah. Well put, alright, so J D uh, real quick, how can folks connect with you, uh, after today?

Greg White (00:57:46):

Um, guys, I’m on LinkedIn. That’s pretty much my largest platform there without interact with daily. Uh, we’re on Twitter as well at Redmond, JD, um, working on Instagram, still trying to figure out if I ever want to have a personal platform there, but what I do want to leave the entire audience with is that when I came into this industry, I sat at the feet of an industry vet. His name is Jim coffin. I call him my sensei 35 plus year veteran. Right? So when, when Tim brought up the fact that we still need them, you’re dang. Right? We do. Because every idea that I thought was imaginative and innovative, he was like, someone’s already did it. It’s going to fail. If you go that route, don’t do that. But I’m glad you’re thinking of it. He never shut me down, but he always guided me to where I needed to go. So I would not be who I am in transportation. And know what I know if I hadn’t set up the feet and made myself a mentee in my previous role, I was a VP. I don’t care if you’re a VP or a C suite guy. You always need mentors. And you always have to have pristine people in your circle, like a Scott or Greg, to ensure that you are being sharpened to be the best you possible.

Scott Luton (00:58:49):

Hmm. That’s a great, such a great note to finish on. And then we had some questions around that we’ll have to get to later, a couple of questions around the competencies of breaking in the supply chain. Uh, I would encourage you all to reach out to either Greg or JD or myself or our team. You know, we try to help out as much as we can. So, but Janie Redmond, you really, as expected your truth gun was fully locked, cocked, and ready to rock and really appreciate what you shared here today. Go check out, uh, acts a E X PD, but first you gotta make sure you’re connected and following JD Redmond, especially on LinkedIn. So JD, thanks so much, stay safe, all the best of your family and your friends down there on the Gulf coast. And we will talk with you real soon. Awesome. And thank you all again for having me folks keep joining them every week. This is where you learn guys. Awesome. Thanks so much, JD. Really appreciate it, man. Bye bye.

Scott Luton (00:59:44):

Oh, that’s one of those conversations you really wish you were in long form format with four or five hours. And, you know, we bring in food and maybe even adult beverage or two, and really uncover and unpack some things. I mean, he, he, man, there were so many different aspects of what he shared that we could have dove in deeper on. Right. Interesting. The more you uncover, the more, um, you see both the problems and the opportunity. I mean, um, and I, I can’t argue with, with the, you don’t have to call it generational change. You can just call it mindset change. We can acknowledge that some people have, some people of any generation are going to be difficult to change their mindset. Um, but it does need to happen that mindset change needs to occur. Right? Agreed, partnering spirit. The comfort with the value of your own organization is what allows you to share more and be more transparent with your business partners.

Scott Luton (01:00:43):

Now, if you can’t share open the kimono a little bit, if you can’t share what your business is about without the concern that someone’s going to take it or dump you for it, then you’re not that what you have is not that special or else your organization. Isn’t that good? I agreed. I want to go back to your call out though, because any, you know, as either a man or someone that had mentioned to me before, you know, we all have a little bit of, of mental millennial Ines or a gen Z. I mean, it’s, let’s not, let’s get away from classifying. Yeah. There’s some generalities are there, there are some different exposures, I mean, yeah, sure. But, but there’s so much in common across generations and, and Greg, you put it right, because anyone can be hesitant to embrace, um, any kind of change.

Scott Luton (01:01:33):

I mean, it’s human. So, uh, rather than pointing fingers, let’s just get down to the nitty gritty and make things happen. So good stuff there, as I often say, nothing is ever always anything like that. That’s tee-shirt isn’t for sure. Okay. Um, everybody, one of the main things we want to do at the end of each of these Bob streams, especially is bringing resources to y’all that, that we invented, that we’re familiar with. And oftentimes they’re no cost or at least low call. So J D alone was an incredible resource. So I’m sure a lot of folks will be connecting and learning from him in the way in the weeks and months ahead, there’s a couple others and Greg, we’re going to have to shoot through these, uh, reader’s digest style here. So flow 2020 is happening this week. I think there may be still room. I’m not sure there’s no charge to attend and hear from a litany of companies own the move top of the list, six river systems. And of course Shopify, but Greg, they’ve got, I was looking at their list over the weekend. They’ve got folks from Lockheed folks from office Depot, all the folks that are there

Greg White (01:02:39):

I do when I’m on the Lees. Yeah. Google arc Fest. That’s right.

Scott Luton (01:02:43):

They’re doing e-commerce. And you’re going to learn from all of that, the future of logistics, operations, and warehouse warehouse seeing, um, at flow 2020, you had,

Greg White (01:02:55):

You just really important to understand e-commerce is commerce and everything that we’re talking about, everything we’ve talked about today is, is triggered by that purchase by the consumer. So it has a boss important to know every aspect of the supply chain. Yep.

Scott Luton (01:03:14):

So you’ve got flow 20, 20 S this this week. So sign up for that. The registration links in the show notes as is the registration link for supply chain USA, virtual 2020, you have a little more time for that one. That’s October 7th and eighth. There is also a free taster pass to hear all six keynotes Greg, including we love Andrew, uh, Sandra McQuillan around here. She’s been on the show a couple of times. She is chief supply chain officer at mandolins international, and she is a do not miss keynote. So, but so is Martin and Peter and Jason,

Greg White (01:03:46):

Right? Right. We’re interviewing Peter Tuborg the CEO of Arla foods, which is a dairy and a dairy. Uh co-op. So the, I mean, there’s, there’s a lot to understand about supply chain here. And of course, brought to you by the great folks at Reuters. So, you know, it’s a quality event yep.

Scott Luton (01:04:07):

Link to sign up, including for that free taster pass is in the show notes, a new offering, uh, but an old friend of ours, concurrent and continued a friend of ours, the gray orange talk about things that are making e-commerce happen these days. So gray, orange, and Cindy Lago with cap Gemini will be joining Greg and I on a webinar free webinar, September 30th, new market, new mindset, new rules for retail. Right.

Greg White (01:04:36):

Great. If you want to, if you want to hear from somebody who’s going to bring truth bombs to, to about retail to this, Cindy Lago is the person no holds barred. And Jeff Cashman has been fulfilling retail demand for decades in various companies, but now a gray, gray orange. And if any of you saw our interview with him stellar, right? I mean, these are people who know the industry, as well as know supply chain and the technology that makes it happen. Agreed.

Scott Luton (01:05:05):

And Chris Barnes, I see you, uh, pink as my color. Evidently Greg, Chris Barnes says shared, so Hey, whatever works, right. Um, but Hey, y’all check out this webinar, new market, new mindset with our friends from gray, orange and cap Gemini. And the link to sign up is in the show notes. And finally, very, uh, we continue our standup and sound off series of programming. This is really meant to our audience. This is not going to be 200 slides, PowerPoint, uh, death by PowerPoint, right? This is all about a very interactive, real and Frank conversation. And we’re going to hear from not only our audience, Greg, who always brings it at today’s live streams of great example of that, but also we’re going to hear from three equity advocates that are making it happen within their large organizations. So, uh, uh, lead, uh, led by Elba prayer hall, Gallagher founder, and president of show me fifty.org, still Gregg the all time appearance record holder here at supply chain now, right?

Scott Luton (01:06:11):

Yeah. Yeah. And, and making it happen, you know, making that kind of change happen at ups too. So that’s right. All right. So folks, you can find easy link, uh, to our guests, J D Redmond here today, earlier, uh, these events, you name it, some other resources, all in the show notes, try to make it really easy as best we can. Um, all right. So Greg, I’ll get, before we sign off today and connect with Sophia, which we’re looking forward to here, uh, later today momentarily, um, one final thought a few for us on off. Well, I think it’s important to recognize that what JD was talking about it is a fact, and that is that it is better for the companies, the ones he mentioned, or other ones who have specialties to know their super power and to stay with that superpower and to partner with super friends who can help them bring a better solution to the marketplace. And the truth is, as I said before, it’s going to happen. It’s either going to happen with those companies or other companies or those companies in combination with other companies, but change is coming to this industry slowly but surely. And particularly this segment resistance is futile is my last statement there I’ll let the British version of that few tile. Yes.

Scott Luton (01:07:34):

Alright. So to our audience, thanks so much. Uh, I’ve got to go back here and check all these great comments. J D w clearly, uh, provoked a lot thoughts and passion and, and sentiment from the audience. So great guests here today. J D Redmond, make sure yeah. I’ll connect with him on LinkedIn, uh, you know, final challenge, which really echoes some of what Greg shared somewhat JD shared. Hey, do good. Give forward, be the change that’s needed. Do something, get out of your silo, rip off the blinders, uh, you know, use a passport like Greg shared, but regardless take action. Deeds, not words. And on that note, Hey, check us out. [inaudible] dot com. Check out our podcasts. You like our lobster dreams. And on that note, we’ll see you next time here on supply chain now.

Speaker 6 (01:08:16):

Thanks everybody.