Last week on Let's Talk Supply Chain, I was joined by Annie Taurikian for this month's episode of our Woman in Supply Chain series.Now, Annie is Vice President of Enhanced Business Solutions at Texas, where she has worked for over 26 years.
So I asked her all about how she's become a driving force in innovation at Texas, the journey that led her to this point, and how the industry has changed over the course of that journey.
Now, we also talked about her passion for balancing professional and social responsibility, being a mentor for women in the industry, and the exciting news that she was recently named a Trailblazer in the Women in Supply Chain Awards.
It was so much fun to celebrate Annie, to get to know her, and share her insights with all of you.
So, I hope you enjoyed the show, but if you missed it, you can catch up over on Let's Talk Supply Chain dot com, on our YouTube channel, or anywhere else that you subscribe to the show. It was 433, or it was episode 433.
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Hello, everyone, and welcome back to Let's Talk Supply Chain.So let's kick things off with a question.So today's guest carried out a supply chain executive survey to find out the biggest impacts across the industry right now.
So what did supply chain executives say is their top challenge?Well, I'm sure you're shouting out lots of different answers and ideas right now.
So let me know what you think over on social and keep listening, because I'm going to let you know at the end of the show.
So today, I'm joined by the number one supply chain platform delivering more growth, less waste, and amazing customer experiences.They're dedicated to helping customers fulfill their potential, but who are they?
Well, I'll reveal it all after the question of the week.So the question that we asked you, which source of external data do you think will be most useful in powering your supply chain planning processes?
Well, we had almost a hundred votes on this one and 59% of you said econometric, 16% of you said social media and consumer opinion, 15% of you said weather, and 10% of you said other comment below, but I didn't see any comments from you.
So next time, if you do pick that option, we want to hear from you.The community wants to hear from you.Make sure you leave that comment.
So we know what kinds of external data you think are most useful empowering your supply chain planning success because that's how we all move forward together.That's how we move this industry together.
But for those of you who voted, thank you so much for weighing in on the question of the week.We ask you a question every single Wednesday morning on the Let's Talk Supply Chain LinkedIn and Instagram.
So now back to today's episode, and which global software brand is joining me today?Well, it's Blue Yonder.Now, Blue Yonder is the world leader in digital supply chain and omni-channel commerce fulfillment.
Its intelligent end-to-end platform enables retailers, manufacturers, and logistics providers to seamlessly predict, pivot, and fulfill customer demand.
And it's Tiffany Brewer, Senior Director of Industry Strategy at Blue Yonder that is joining me for the show today.
Now, Tiffany has more than 15 years of experience in supply chain with a large portion of her career spent in life sciences and consumer products with companies such as Pfizer, Medtronic, and FedEx.
Now, Tiffany is passionate about applying technology, data, and processes to solving business problems.And today, Tiffany and I will be talking all about synchronizing supply chain execution.
We'll be talking about the big challenges in the industry right now and the impacts on businesses.The importance of building resilient and agile infrastructures and tackling those challenges
the paradigm shift that's desperately needed to help drive change, and how Blue Yonder is helping clients to focus on the customer, reduce spend, and drive growth.So, welcome to the show, Tiffany!
Thank you so much, Sarah.Thank you for having me.
Yeah, I'm so excited to have you here.Now, we had Anne-Marie Jonkman on the show back in the summer, and that was a great conversation.
Now, she really gave us a good introduction to Blue Yonder and what you do, but I'm looking forward to diving a little bit deeper with you today.So start by introducing yourself and what exactly you do at Blue Yonder.
Yeah, absolutely.So Anne-Marie is a hard act to follow, but I'm excited to be on in her shadow.So I'm looking forward to the conversation and looking forward to talking about what Blue Yonder does and some more specifics.
So my role is industry strategy, as you mentioned, and What I do is I primarily work with life sciences and specialty chemical companies.And I really kind of sit in between sales and marketing and product.
And because of my industry background, I kind of have that
You know that flavor of hey i've i've been there done that as far as all kinds of roles in supply chain i've been in planning i've been in execution i've been in technology strategic planning so.
I've kind of run the gamut of supply chain and have been in the shoes of our customers.And I'm also able to kind of talk to our product teams and say, hey, this is what's going on in the industry and this is what our customers need.
So it's a really cool role and it's definitely something that makes me excited to come to work every day.
That's awesome.I really love to hear about your background because like you, I think that it's really important.
When we're trying to help customers, when we're trying to help supply chain professionals and leaders really determine what is needed with their supply chains as far as technology, it's a pretty large investment.
They need to be able to trust that you know what you're talking about and know that the technology and the platform will actually be able to help them with the problem that they have and really understanding that. is a huge, huge part of that.
So today we're talking about synchronizing supply chain execution, and we're going to dive deeper into this.But to give us some context, can you just explain what that means to you at Blue Yonder, to your clients, and maybe to the industry?
Because we use all these terms, right?And not everybody understands what all of them mean.So I'd like to hear from you, what do you think that supply chain execution really means?
Yeah, absolutely.And so I think you're right.We tend to kind of get into using the terminology that maybe our company is most comfortable with or supply chain software as a whole is most comfortable with, but what does that really mean?
And so when you think about all of these different supply chain softwares, whether it's TMS, transportation management, and labor management, warehouse management, OMS, to Blue Yonder, that's what we consider to be execution.
And it's really supporting those execution processes.It's the software that supports the execution processes that occur in transportation, in warehousing, labor management, order management.
And, you know, why are we talking about synchronizing all of those things?Well, it's because, yeah, we historically have had these point solutions, TMS, WMS, et cetera, that solve each problem.
But now what's happening is, you know, companies are thinking about, hey, I, talk about these problems.I talk about these functions and these processes as something singular.
It's not, you know, my warehouse, we run transportation out of the warehouse.My warehouse folks are talking to my transportation folks, et cetera.
And they're not really separate processes to the point that the systems shouldn't be talking to each other.
And therefore, we at Blue Yonder are thinking about, hey, how can we use our platform that's powered by Microsoft Azure and Snowflake, and it's really intended to connect all of these systems even into planning.
which goes into something completely different.
How do we connect all of these things, all of the data, all of the processes, and make sure it's seamless so we're not running around with a whole different set of data, a whole different set of software solutions for everything.
Yeah, you're letting the data flow through instead of having it stopping and start again, when that's kind of where the gaps and the mistakes happen.
And I think also, just from a security perspective, to have all of those systems, if they're not connected and they're not secure, etc., etc., it leaves a whole it leaves a hole, right, for people to actually get in and manipulate the system.
And we all know supply chains sort of make that economy go around, and we cannot have those attacks happen.And so we really need to be secure when we're looking at technology, looking at platforms.
Yeah, that that's true and I think the security is is something especially for me with dealing with life sciences.You know, we a lot about compliance really every day and so it's it's top of mind and when you are.
Pulling things out of one system and into another all kinds of things can happen inaccuracies compliance risks, etc.And it just. Yeah, it causes challenges for the business.
Yeah.So let's talk about, I mean, the manufacturing industry, but I feel like every industry is sort of filled with disruptions at the moment.There's supply chain disruptions popping up everywhere.
You know, issues around weather, geopolitics, labor, capacity, getting goods to market and sort of keeping customers has been a little bit difficult in 2024.
Can you talk to us about those challenges at a macro level, but then also from a technology standpoint?Because a lot of current tech architecture just isn't capable of responding to some of those huge macro challenges.
Yeah, you're right.I mean, there there are just there's all kinds of challenges that happen, you know, whether it's the Baltimore Bridge collapse or, you know, we were just talking about the port strike.
And then luckily, we we mostly avoided kind of the issues that could have occurred there. And then you go into, hey, like, there's labor challenges.We've got delayed shipments, and that will never stop.
There's always going to be some kind of raw material shortage.You know, when one raw material shortage stops, another one starts. you know, there's, there's all, there will never not be disruptions.
So the ability to react to them, you know, it, like you said, it, it does involve this one idea of connected solutions.So, hey, if, if I, if my WMS understands that I have a shortage of inventory in one area,
But my other warehouse might have that same product, and I can take it from another warehouse and not impact the customer.And, you know, and then I can, you know, talk, my WMS is talking to my TMS. hey, now we can avoid a disruption to the customer.
I mean, that's really, you know, in the end, one of the most important things.Of course, you know, cost is another thing that companies are just ultra concerned about and aware of.So, you know, if,
One particular example is using control tower types of technologies and using AI to figure out when is a disruption going to occur? Is this disruption actually going to impact a product that my customer needs?
And if not, well, maybe I don't need to do anything.Maybe this disruption is going to delay a product, but that's okay.
For now it's only a day or two and it won't impact the customer i don't need to do anything and therefore you know you don't need to impact productivity by reacting expediting transportation unnecessarily so those are the types of decisions that you can make just by
you know, having connected systems, using tools driven by AI, and then making decisions based on actual real-time facts.
Well, and I think it's a different way of looking at solving problems.Like, traditionally, us as supply chain professionals, we're all problem solvers.We're kind of natural That's why we gravitate to this industry, right?
Because we enjoy problem solving.We like getting in the middle of it and trying to figure out that solution.And it's interesting to me because I have these conversations all the time with different technology companies.
And I'm starting to realize that problem solving for supply chain professionals is starting to look a lot different. And we need to have different tools to be able to do that.
But until we get into that and figure out what it is that we need to do and what it is that we don't need to do, and what the risk factor is, because I don't think that we can make the perfect choice.There's really not a perfect choice.
There's just options. And the options will either have a cost, a higher cost to it, a higher risk, like there's a variety of different factors that we traditionally as supply chain professionals have had to factor in with manual data, right?
But I think that where we're going to and what you're talking about with connected systems is going to change the way we problem solve, but empower us to actually feel confident in all of those decisions that we're making and we're not making them from gut, right, and inaccurate data.
Yeah, it is.And, you know, one of the things that I think about, especially as you're talking about manual data and accurate data, you know, I still remember because my background is much more on the analytical side of supply chain.And I remember
you know, pulling out spreadsheets and, you know, that data is a snapshot in time.So, you know, we're talking about version seven, version eight, and then you've passed it along to the next person.
What version are we on?I think I have a picture of me with a sign.
What version are we on?Yes.Right.Then if you're not on the right version, then you could be reacting to something, you could be trying to solve a problem that isn't even in the real time.Just the current ability to have data in real time,
And you're not pulling it out in a spreadsheet.You're actually collaborating with people. within the software.
I mean that is you know one of the things that that I think about a lot is software technology is this ability to communicate and collaborate better in so many ways and that's that's what just that connected synchronized solutions really that that's what that does for people in supply chain.
But I also think as supply chain leaders, supply chain professionals, we have to reeducate the people that we work with on how we're going to be measured on performance. and decision-making.
And so I feel like, because I read a little while ago that a technology implementation is only 20% technology.The 80% is that change management.How do we bring people in?How do we retrain them?How do we upskill them?
But I think it's also a conversation around how are we going to be measured When we bring this technology in, what is that going to look like?
What are the expectations that you have of me on the team or that the company should have for me as a supply chain leader as well?And I know we're getting away from synchronized, but I think it's an important point.
because we do have to re-educate not only ourselves but the people around us on how we're going to be able to make the decision and what should be expected and what should we be measured on because it's going to look a lot different than it did before.
It's not necessarily, supply chain is not necessarily a cost center.It can be a driver for additional revenue streams as long as we have that collaboration. Yes.
Yeah.You've brought up a lot of my favorite topics.
Yay!So let's talk about the impact on your customers though.At a more micro level, what are the challenges that they're seeing and dealing with every day?I mean, we talked about disruptions.Macro level, everybody's dealing with that.
But on a micro level, what are you seeing?
Yeah, so I think, you know, the first one is something that we've kind of talked about throughout our conversation so far, and it's just these disconnected systems, right?
Like that's something that we hear all the time still, and that's why we are talking about synchronized execution and synchronized really across the supply chain.
So disconnected systems before you go on, I hear a lot about tech stacks just sort of getting out of control.Is that also, you know, the same thing as those disconnected systems as just these?
I feel like whenever somebody says tech stacks, I have this vision in my head.And you know, those DVD towers or those CD towers that we used to have? I feel like that's what our tech stacks are looking like.
That's a great analogy.Yeah.No, I think that's true because, you know, very well-intentioned IT organizations and business organizations have gone out and tried to find maybe the best solution in every single area.
And without maybe considering how much these integrations are going to cost the organization from a time and management and data and just all around cost perspective.So yes, that is, I would say part of it as well.
So that's one of the, that's probably the main challenge that most of your customers are facing right now.
Yes, I would say that's the one thing we hear most often, and it's really between technology and processes.So even if you have, you know, we talked earlier about transportation organizations and warehouse organizations, they do work together.
However, sometimes they are disconnected, right?And so you've got these functions, maybe your transportation organization is centrally located, and they're making global decisions for your entire corporation.
And then you have, you know, a warehouse organization that is making separate decisions for that specific warehouse. those types of things can cause challenges too.
So let me ask you a question.Where are we at in that divide?Like, do we have some people who believe that, you know, it should be disconnected and we should have a few different systems that sort of integrate with each other?
And do we have some people on the other side that are like, no, we need it all connected and the data needs to flow through easily?Like, where are we sort of at in this like push pull?Because you've got a lot of people involved, right?
You've got technology, you've got supply chain leaders, supply chain teams, you know, and so I'm just sort of wondering where we're at.
Yeah, I would say, yeah, it kind of it runs the gamut, right, of just different organizations kind of have different maturity levels.
They have different, maybe in some cases, IT might have more power than the business or, you know, there's all different kinds of ways that this can manifest.
However, I would say that, you know, the prevailing thing is that everyone wants this connectivity of data.So even if you have different systems, they're looking at, you know, how can that data connect in real time in the best way?
So just lots of conversations about integrations and connected data.
Yeah, so that's kind of the starting point of that conversation is where does everybody stand or feel about where their data is within the business and how it flows and how everything is sort of connected?
Because I was just sort of, you know, how do you start that conversation to be like, yes, we need to all be connected and it needs to be synchronized
Because I'm sure these conversations are happening all the time and you've got some people on one side, some people on the other, and sort of where is that common ground to start that conversation to really bring everybody together to understand that collaboration is that future.
As those companies sort of look to tackle those challenges, start these conversations, they're trying to find that right balance of proactive, reactive, so they can build resilience and agility into their businesses.
What does being a resilient company and an agile company actually mean?Because we're also hearing those terms a lot. And I think it means a lot for supply chain leaders, supply chain teams.
They really understand what that resilient, agile means and why it's so important.But why is it so important to businesses in general and for us to bring supply chain and IT together in that collaborative spirit?
Like how is that synchronizing supply chain execution going to help companies achieve both of those things?
Yeah, that's a big topic, right?And I think there are just so many ways you can go with it, but I think you're asking the right question in that what can it bring the business, right?
Because that's the end goal is how can I bring value to my business?How can I, one, make sure that my business is profitable?Two, how can I make sure that I'm serving the end customer?And so,
you know, I think that, and even when you had kind of talked about earlier, you know, what, what, how can we kind of take these two maybe competing ideas of the business and IT, that's what it comes down to is, let's focus on
How can we bring the most value to the business and I think it is you know through through connecting systems through you know having this ability to be resilient and you know the first thing that I would say.
Is important to being resilient is just one having a very solid plan right like that's where you have to start is let's let's make a good plan because then you're starting off with a baseline of.
You know, I generally understand what does my customer base need and how can I make this for them?Or how can I, you know, if I'm a retailer, how can I how can I get this product into my supply chain network?
And then it becomes, okay, something happens.There are outside forces that might impact things.Hey, maybe it's labor, maybe it's a weather event.
And now how can I react so that I'm making a good decision that is not putting pressure on my business unnecessarily.We talked earlier about.
I'm not going to, I'm not going to make a decision that, you know, causes my organization to scurry around looking for excess labor or finding excess capacity in my transportation network.
If that doesn't, if that doesn't make a positive impact in my profit or in my ability to serve customers.So I think those are the kinds of things that really allow companies to be resilient and agile when they need to be.
Yeah, I think you're right.
I think, you know, also I want to encourage everybody to have those difficult conversations and sit in that room with the passion on both sides because that is where the innovation and the aha moments and everything sort of happens.
Everybody thinks that we all need to be on the same page and People having an issue with one side versus the other is not a good thing.I think it is though.
You have to sit in the uncomfortable to be able to come together in a collaborative way to understand what synchronized supply chains and businesses and business systems actually means to you and how you can create that for yourself.
Because at the end of the day, the technology also gives us the opportunity to be able to create that. and bring everybody together in a way that works for the business, right?
It's no longer that we have to necessarily conform to what that platform's providing.You're partnering with that technology company to provide you with what you need.So I like that.
Now, I think when we talk about resilience and agility, because I think I mentioned this at the beginning, a paradigm shift is needed.So what do you mean by that?And when that paradigm shift happens, what's going to come out of that?
Like, what are the biggest benefits?And I'm assuming that conversation that I just spoke about has a lot to do with it.
Yeah, well, I think that's true, like just kind of getting all of the opinions and perspectives into the room is a big part of it, because like you're saying, you know, you're able then to see, oh, well, I always thought that, you know, having inventory, I as a warehouse manager always thought having the most inventory on hand to
meet my shipment targets was the most important thing.But as as a transportation planner, you know, I maybe I think that kind of getting getting those shipments on time is the most important thing.
So how can how can we as an organization kind of make these decisions together and and, you know, figure out, well,
Um, you know, which thing is the most important, which thing is the most important for the business instead of what is the most important just for my individual role.And then that goes back to what you were talking about earlier with.
we need to now be measuring different things.We need to be measuring instead of, well, you know, what are your warehousing costs?What are your transportation costs?Maybe it's something different.
Maybe it's, you know, something that my transportation costs are high, but we have increased profitability because now we're serving our customers better.So it's really having the governance in place to measure the right things.
Well, and understanding what's important to each side.But when we say what's important, I go back to what I said earlier about how we're being measured.
How are we being seen in the eyes of the internal departments around us, but also by the leadership? And what does that mean to me and my job and my team and how we are executing on that vision for what we need to do versus a collective whole?
And that's, I think, part of that paradigm shift as well is how we are measuring the output and the important things that they should be doing.Maybe it's not that inventory.Maybe it is on time.How do we support that on time as a warehouse?
How do we plan a little bit better maybe?How do we forecast?How do we bring the inventory into a DC that's closer to some of those customers so that you can have on time?
Right, so what is it that's the most important to the organization, the business, the executives, the senior leadership, and then break it down from there?
Yep.And I think like now, as you know, we're thinking about what are, what are these strategic types of process, business processes that are kind of coming on board?One is IVP, the other is SNOP.
And, you know, those are the kinds of discussions that are, you know, really cross-functional, that are, that we see and hear about every day where
Yeah, now I've got my planning organization and my marketing organization and my transportation organization.Oh, and I have my finance organization and the ELT all talking together.
you know, in the case of SNOE on a weekly basis or in the case of IBP on a monthly basis about these metrics that are common instead of focusing on siloed metrics that are just important to your function.
Yeah, so let's talk about how Blue Yonder can help.I mean, you've got a lot of products that can tackle the primary causes of so many key supply chain disruptions.So I encourage everyone to go ahead and do some more research at the end of the show.
But for now, can you give us a bit of an overview of the platform, the tools that are enabling this synchronized approach to handling supply chain execution disruption?
So thinking just about the execution portion and, you know, we are powered by a platform and our execution solutions, we offer transportation management, warehouse management, labor management, order management, and, you know, these are part of our synchronized execution suite that can really, you know, we all know that
execution is really is the last stop before the customer, right?And even if you think about OMS, it's the first stop for the customer as well.
So kind of, it is that integration of the first touch point to the customer where they place their order all the way through the final delivery to the customer.And we have the ability with Blue Yonder Solutions
to synchronize that entire process and make sure that, yeah, we're getting the product to the customer in the absolute most efficient way, whether it is improving on time rates, our TMS solutions absolutely do that, and with the interconnected solutions.
We're able to do that even more efficiently.We're able to reduce labor costs.We've had great success in doing that and decreasing transportation costs.
you know, my favorite stories always involve increasing on time to customers while simultaneously decreasing transportation costs because, you know, that's the gold standard.
So our solutions really allow that to happen for our customers and the synchronization of those solutions, it only allows that even more.
Amazing.So there are a lot of benefits to synchronizing your supply chain execution.In real terms, though, what do those benefits look like?
If you've got, you know, if you can paint us a picture of a customer when they used your solution or which solution did they use and what the ROI and benefit they saw from it, I'd love to hear it.
So, you know, one of the first things that I think of is, you know, as you're thinking about, hey, I'm able to take that customer order, so that's OMS, and now my warehouse understands, hey, this order has come in from the customer, so we're going to need that inventory and, you know,
Therefore, we've got to have an understanding that that inventory is in stock.So kind of increasing the in-stock availability.So we're able to then take that into our transportation management system.
and increase the ability to get it to the customer.So we have been able to reduce transportation costs by around, you know, 30 to 40%.Wow.Yeah.
And through that, we've also been able to decrease labor costs because, you know, it's really that advanced understanding of
This inventory is going to be needed at this time and the ability to plan, we've been able to reduce labor costs and inventory costs labor costs by around 10 to 15% and inventory costs by 8% just with
just through this ability to connect order management, labor management, warehouse management, and transportation management.
Well, and that keeps everybody happy, right?Because then everybody is reducing their costs, hitting their numbers, and that's, you know, part of the game, right?
As leadership in all those different verticals for a company, that's part of what they want to do.You know, I was recently at a conference and they were talking about how they were told they have to cut inventory costs by a certain amount.
And just think about it.If you're the person that's in charge of that inventory, that adds a lot of overwhelm and stress, and how am I going to do that, right?
But if you can rely on the other departments who are also going to gain by helping you and supporting you and empowering you to do that, With a technology to enable that to happen, I mean, that's huge for everybody.
It's kind of a win-win-win for everybody.And then that one person or that one team, that one leader is not the only person that is responsible to be able to reduce those inventory costs.
Yes.Wow.Everybody's like, yes, bring me more people to help me do that.And the technology too.All right.
So I don't want to wind this down, but our last question at the beginning, I think I mentioned that you have a supply chain executive survey and it's got some really, really great stats.
Can you give us a taste of what teams are thinking about and what they're focusing on for 2025?
Yes.Yeah, so I was actually just kind of brushing up on this survey again before we talked, and I was personally stunned by this stat being absolutely as high as it is.So, you know, we all hear about AIML, we talk about AIML every day, right?
But just to see this particular stat, over 80% of executives are considering and getting ready to bring more AI ML into their business.And I mean, I just, when I think about, hey, like 80% of an
of all companies that were surveyed are actually getting ready to bring in AI ML.That's just huge.
And then the other, and then I would say the other thing connected to that is just over 40% are actually getting ready to implement, which is pretty sizable in itself.So, you know, right around just over 80% are getting ready to purchase.
And then you've got another 40% that are saying, hey, you know, we're getting ready to purchase or we're getting ready to implement that technology.
Well, and that's 50 percent ready to implement out of that 80 percent.So if you're not in that 80 percent, there's 50 percent of companies
that are well ahead of you even if you're not thinking about it and so something to think about as you move forward but that is the answer to the question that we asked everybody at the beginning of the show and those stats are incredible and I'm sure they can get some more stats by heading over to your website blueyonder.com and looking for
that supply chain executive survey because I'd love to hear some more or I'd love to see some more of the stats and that came out of that survey and just sort of see where everybody's head is at so that we can know what we should be focusing on and thinking about for 2025.
So disruption is everywhere and supply chain teams are being pulled from pillar to post as they try to tackle competing challenges.
To stay ahead of the game or manage unavoidable disruption, companies must focus on resiliency and agility in their business and that's where synchronization and Blue Yonder comes in.
Synchronizing supply chain execution enables customers to strengthen resiliency and agility through cross-functional processes and data connections and intelligent insights and decisions.
It allows customers to connect areas that were previously siloed so they can work together as one unit.Ultimately, companies can benefit from increased customer centricity, reduced inventory and transportation spend, and bigger growth.
Now, if you'd like to hear more from us, we have plenty more content for you featuring the best and the brightest in the industry.
So head over to letstalksupplychain.com and remember to come back next week because we're going to have another exciting episode for you.
But in the meantime, if you want to find out more, head over to blueyonder.com and a massive thanks to Tiffany for joining me today and to the team at Blue Yonder for making this episode happen.
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Understand the true reasons behind their workforce turnover and take actions to make positive changes and reduce attrition.WorkStep has successfully helped many companies reduce their frontline worker turnover by up to 36%.
Visit workstep.com to learn more.If you would like to hear more from us, we have plenty more content for you featuring the best and the brightest in the industry.Head over to letstalksupplychain.com to check out the latest.
And if you have a supply chain challenge, we've most likely had the solution on the show.So use the search bar, put in your keyword, all of that content will come up. And remember to come back next week.
I'm going to be joined by Alex Yassine from Parabola.Now this episode is going to be music to all of your ears because they are the spreadsheet alternative.That's right.If you're an Excel lover, but you know deep down that it's time to move on.
Parabola is for you.Now they combine the data running throughout your company and create automated processes that save you time.So I'll be asking Alex all about his founder story, working with big name industry brands like Flexport and Uber Freight,
empowering teams to increase their supply chain data visibility, and why he's so passionate about helping clients create solutions for the problems they've always wanted to solve.
So set a reminder, people, because you absolutely do not want to miss this episode. If you enjoy our show, there's a few ways to support us.You can follow us on LinkedIn, Instagram, Facebook.We're also over on TikTok.
Subscribe to our YouTube channel, Let's Talk Supply Chain.Plus, we've got a ton of newsletters to keep you up to date.We've got the Let's Talk Supply Chain newsletter on LinkedIn.You can also sign up for it at our website.
And I have a monthly newsletter called the Monthly Hustle, which you can sign up for on my personal page on LinkedIn. You can also find some really cool merch for that supply chain or in your life.
We've got tote bags, water bottles, really cool shirts and hoodies over at letstalksupplychain.com under shop.And if you're looking for a community of like-minded professionals,
we have the community for you now it's called the secret society of supply chain and you can find it at secret society of supply chain dot com now it's gonna look a little bit different but it is going to be the place to be to meet other supply chain professionals have some fun and do some networking so stay tuned
Add your name to our newsletter list and be the first ones to know when we roll out a new calendar of events.And if you want to be featured on an upcoming episode, head over to Apple Podcasts and rate and review the show.Have a great week, everyone.
Thanks for listening.And remember, ship happens.
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