WEBVTT - What is a Supply Chain?

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<v Speaker 1>Welcome to tech Stuff, a production of I Heart Radios

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<v Speaker 1>How Stuff Works. Hey there, and welcome to tech Stuff.

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<v Speaker 1>I'm your host, Jonathan Strickland, an executive producer with How

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<v Speaker 1>Stuff Works in My Heart Radio and I love all

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<v Speaker 1>things tech, And you know, the world of technology can

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<v Speaker 1>be pretty complicated at times, which is part of the

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<v Speaker 1>reason why I think my colleagues at How Stuff Works

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<v Speaker 1>back in the old days weren't really eager to jump

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<v Speaker 1>on that particular category when we were figuring out who

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<v Speaker 1>should be the head writer for each channel of subject

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<v Speaker 1>matter on the website. But I argue that once you

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<v Speaker 1>get past certain thresholds, a lot of the basic principles

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<v Speaker 1>underlying technology become fairly easy to grasp, and it's really

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<v Speaker 1>easy to apply them to different areas. So really there's

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<v Speaker 1>a barrier. But once you get beyond that barrier, things

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<v Speaker 1>are relatively simple. But one thing that is deceptively implicated

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<v Speaker 1>is the supply chain. Now, you may have heard stories

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<v Speaker 1>of companies having to deal with issues involving supply chains,

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<v Speaker 1>but what does that actually mean. What is a supply chain.

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<v Speaker 1>It's not just something that's restricted to the world of technology.

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<v Speaker 1>Supply chains are in all sorts of businesses, but in

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<v Speaker 1>tech we see how these challenges in supply chains can

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<v Speaker 1>play out pretty easily, and it is frequently a matter

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<v Speaker 1>of headlines and tech news. So to answer these questions

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<v Speaker 1>you know, about what a supply chain is, I turned

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<v Speaker 1>to John Bermudez of trace Link. He's the general manager

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<v Speaker 1>of trace links digital network platform, and trace link provides

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<v Speaker 1>many services, including ways to manage a supply chain. So

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<v Speaker 1>here's our interview. John. Welcome to tech Stuff, and thank

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<v Speaker 1>you for joining us today. Very happy to be here,

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<v Speaker 1>thanks for inviting us. Absolutely. So the first question I

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<v Speaker 1>have for you is really a very high level question. Uh,

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<v Speaker 1>and it's simply because a lot of my listeners they

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<v Speaker 1>come at the world as you know, a user slash

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<v Speaker 1>consumer slash customer kind of approach, so they're not necessarily

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<v Speaker 1>thinking about all the moving parts that make business in

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<v Speaker 1>the twenty one century work. So if you had to

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<v Speaker 1>explain to somebody who was completely ignorant of that world

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<v Speaker 1>what supply chain actually means, how would you do that? Well,

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<v Speaker 1>it's a great question. So years ago, my three year

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<v Speaker 1>old son when I was trying to get him to bed,

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<v Speaker 1>which if you have kids, you know that they don't

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<v Speaker 1>really ask you any questions and until you're trying to

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<v Speaker 1>get to brush your teeth. So he asked me, because, Dad,

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<v Speaker 1>where are you going to Marston. I'm going to Cowboy

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<v Speaker 1>to speak about supply chain. He goes, what supply chain?

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<v Speaker 1>He said, well, Eric, this toothpaste tube is almost empty.

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<v Speaker 1>So when we go and buy another one at market basket, Uh,

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<v Speaker 1>the people at market basket need to have one, because

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<v Speaker 1>we bought one there last time. So the process of

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<v Speaker 1>getting that toothpaste to to market Basket from the manufacturer,

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<v Speaker 1>maybe through a ware house, is the process of supply chain,

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<v Speaker 1>of which my three year old looked at me and said, Dad,

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<v Speaker 1>and you grew up, you should be a fireman. Quite simply,

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<v Speaker 1>supply chain is about getting product from its raw materials

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<v Speaker 1>through the various manufactus to the ends to the end consumers. So,

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<v Speaker 1>whether it's a consumer good something relatively simple like m

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<v Speaker 1>bottle a can of coke zero which comes to a

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<v Speaker 1>bottling plant which receives the secret formula from the secret

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<v Speaker 1>coke manufacturing sites and then put in cans and deliver

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<v Speaker 1>it to comedian stores and supermarkets um, or whether it's

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<v Speaker 1>something much more complex like trace link is involved in

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<v Speaker 1>where you have pharmaceutical supply chains that have many participants

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<v Speaker 1>and obviously going to make sure that life saving drugs

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<v Speaker 1>get to the many different points at which they need

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<v Speaker 1>to be, whether it's pharmacies, hospitals, clinics, uh you know,

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<v Speaker 1>shift around the world to uh A deal with emergency situation.

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<v Speaker 1>So supply chain is the process of getting things where

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<v Speaker 1>they need to be. Yeah, and as I understand it,

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<v Speaker 1>it's it's one of those things that can be fairly

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<v Speaker 1>simple or incredibly complicated, depending upon the scale and the

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<v Speaker 1>necessities of any given products. So for example, in my

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<v Speaker 1>sphere in the technology world, when we talk about things

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<v Speaker 1>like personal computers are are a great example, or mobile phones.

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<v Speaker 1>These are things that we as consumers often think of

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<v Speaker 1>as coming from a single source. Right. You get an

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<v Speaker 1>iPhone from Apple, and that's where you go, and that's

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<v Speaker 1>where it comes from, and there's someplace a little Apple

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<v Speaker 1>manufacturing facility, and these come out fully formed after they

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<v Speaker 1>do whatever magical thing it is they do. But in reality,

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<v Speaker 1>what you're talking about is the combination of lots of

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<v Speaker 1>different elements, many of which are coming from different places

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<v Speaker 1>all around the world, that all have to come together

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<v Speaker 1>in order to be assembled into this final product that

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<v Speaker 1>we get our hands on. And that's just in the

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<v Speaker 1>world of technology. This is obviously something that applies across

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<v Speaker 1>the board to lots of different industries. And I would

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<v Speaker 1>imagine that today with the global economy, that we have

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<v Speaker 1>the fact that we have facilities all around the world

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<v Speaker 1>that participate in this economy, maybe they're providing one small

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<v Speaker 1>part of an overall large package that that can get

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<v Speaker 1>very very complex very quickly. Is that a fairly accurate assessment. Yeah, absolutely,

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<v Speaker 1>And your example of iPhone is a great example. Yet

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<v Speaker 1>there are hundreds of little parts in there. If you

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<v Speaker 1>wherever unfortunate to drop and break yours, you'll see that

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<v Speaker 1>there are lots of tiny, very sophisticated parts in there

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<v Speaker 1>that come from dozens of suppliers. And there's also a

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<v Speaker 1>timing element, because if you think about Apple and their

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<v Speaker 1>new iPhone launches, you know they plan these, uh and

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<v Speaker 1>our tract you know, by millions of people. If they're

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<v Speaker 1>gonna have a launch on September or ten, hundreds of

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<v Speaker 1>millions of people expecting product to be in stores around

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<v Speaker 1>the world on September ten. So not only do you

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<v Speaker 1>have to get hundreds of parts from lots of suppliers

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<v Speaker 1>in different parts of the world and then get them

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<v Speaker 1>to a factory. But on top of that, you have

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<v Speaker 1>to maybe make five or ten million of these iPhones

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<v Speaker 1>and then get them to thousands of distributions to stores

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<v Speaker 1>and do it all to make sure they're they're on

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<v Speaker 1>September tent. So there's a timing element which sometimes you

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<v Speaker 1>could say, what in the apple case, somewhat self imposed.

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<v Speaker 1>They like the drama of having people camping out outside

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<v Speaker 1>the stores. But another supply chains, which seems simple. They

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<v Speaker 1>think about, you know, fresh pineapple coming from Hawaii that

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<v Speaker 1>cannot stay on a ship for six months and get lost.

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<v Speaker 1>It needs to move very quickly through the supply chain,

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<v Speaker 1>through distribution centers and end up on a store shelf

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<v Speaker 1>in a relatively short uh segment of time. So even

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<v Speaker 1>the simplest supply chains are not as simple as a seem.

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<v Speaker 1>You know, I spend time in Asia with simple things

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<v Speaker 1>like fashion supply chain. You think, well, how complicated is

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<v Speaker 1>to make a pair of yoga pads? Well, um, you

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<v Speaker 1>know they're made in factories in Malaysia and China. They

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<v Speaker 1>have the many very different sizes and colors. They have

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<v Speaker 1>hang tags destined for hundreds of countries around the world

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<v Speaker 1>with different pricing and different languages on them. Uh and

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<v Speaker 1>then also the fashion industry has gone into a mode

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<v Speaker 1>where it wants to change fashions ten, fifteen, twenty times

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<v Speaker 1>a year. The state of the art in the fashion

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<v Speaker 1>industry as a company that's changing fashions almost fifty times

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<v Speaker 1>a year. So if that product is stuck in the

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<v Speaker 1>supply chain and UH and miss is the fashion window,

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<v Speaker 1>it goes from being a very valuable pair of of

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<v Speaker 1>workout gear that sells for a hundred dollars just something

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<v Speaker 1>that ends up at the discount rack for twenty dollars.

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<v Speaker 1>And obviously nobody makes any money at that. So even

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<v Speaker 1>simple products UM have can have pretty complex elements to

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<v Speaker 1>their supply chain. And then on top of that you

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<v Speaker 1>have all the added complications that come into things like

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<v Speaker 1>whether or not tariffs are a part of it. We

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<v Speaker 1>talk a little bit about pharmaceuticals. Obviously, with pharmaceuticals you

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<v Speaker 1>have very real concerns about validity and quality issues to

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<v Speaker 1>make certain that the the the various components that are

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<v Speaker 1>coming together to make drugs are safe for a consumption.

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<v Speaker 1>This sounds like it can very rapidly become a logistical

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<v Speaker 1>nightmare if you're trying to manage all of this. So

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<v Speaker 1>can you talk to me a little bit about the

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<v Speaker 1>approach to solving this where you're you've got this this

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<v Speaker 1>complex web that if everything is working great, it's fine,

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<v Speaker 1>every smooth sailing. But as we know in the real world,

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<v Speaker 1>it it rarely does everything work great all the time.

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<v Speaker 1>Usually there's going to be some issues somewhere along the line,

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<v Speaker 1>and it's important to know where that's happening and how

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<v Speaker 1>to respond to it in a timely way. So talk

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<v Speaker 1>a little a little bit about that sort of approach

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<v Speaker 1>to solving this very difficult challenge. Well, just providing a

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<v Speaker 1>little history that the approach up until recently had been

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<v Speaker 1>to try to run these problems through very large, complex

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<v Speaker 1>supply chain planning software that we kind of tell you

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<v Speaker 1>where everything needed to be, when to order things, when

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<v Speaker 1>to move things. But as you pointed out, it turned

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<v Speaker 1>out that model is just too complex and these problem

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<v Speaker 1>these solutions would run forever. So the trend now is

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<v Speaker 1>to put these uh and manage the execution these supply

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<v Speaker 1>chains across real time networks so that you can get

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<v Speaker 1>real time information. You know, a real time example is UH.

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<v Speaker 1>You know tariffs. You know, tariff can pop up in

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<v Speaker 1>a week. So a supply chain that was moving running

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<v Speaker 1>smoothly now is sitting waiting for tariff UH documentation to

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<v Speaker 1>get from through from one country to the next. So

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<v Speaker 1>it may add a week to that supply chain, and

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<v Speaker 1>maybe despite chain cannot afford a week. So what you

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<v Speaker 1>might end up doing with that if it was destined

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<v Speaker 1>to go in a container on a container ship. You

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<v Speaker 1>see this the the advantage of having your real time

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<v Speaker 1>network that can reach out and know where that product is.

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<v Speaker 1>You can then route it to UH to air cargo

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<v Speaker 1>and fly it. You can't do anything about the tariff,

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<v Speaker 1>you can't do anything about the time it takes forward

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<v Speaker 1>to get through the inspection center, but you can route

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<v Speaker 1>it to to air cargo and change the amount of

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<v Speaker 1>time and it's going to spend in transit. So it's

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<v Speaker 1>really you're seeing a trend in real time networks to

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<v Speaker 1>provide much more visibility. Because supply chains are complex, many

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<v Speaker 1>things can disrupt them. UH and you know we've leaned

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<v Speaker 1>out supply chains to a point. You know, part of

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<v Speaker 1>the just in time good inventory management practices of the eighties, nineties,

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<v Speaker 1>and two thousands have made for very streamline supply chains.

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<v Speaker 1>But then you know, they can be disrupted pretty easily.

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<v Speaker 1>Um and it can cost you know, millions of dollars

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<v Speaker 1>to a company that, um, just depending on something being

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<v Speaker 1>there what it's supposed to be. So the network allows

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<v Speaker 1>you to see where it is, provide real time collaboration

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<v Speaker 1>with the various parties to get it, you know, so

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<v Speaker 1>it's not just the supplier who made it and the

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<v Speaker 1>finished goods manufacturer or the consumer that wants it, but

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<v Speaker 1>the logistics providers people provide customs documentation or making sure

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<v Speaker 1>that the two countries have a training agreement. You know,

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<v Speaker 1>there are countries that will not take products sourced in

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<v Speaker 1>other countries, so, um, you need to make sure it's

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<v Speaker 1>not destined for a country that's going to block it

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<v Speaker 1>at the port. And real time networks are helping company

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<v Speaker 1>these deal with that. Yeah. I I've often I've done

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<v Speaker 1>episodes in the past about a lot of of like

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<v Speaker 1>crowdfunded campaigns for physical products and how I think a

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<v Speaker 1>lot of people who go into that they don't have

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<v Speaker 1>this background in the manufacturing world. They have a clear

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<v Speaker 1>idea of what it is they want to do. They've

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<v Speaker 1>built a prototype in the prototype works, but they don't

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<v Speaker 1>necessarily have a full appreciation of how complicated this can get,

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<v Speaker 1>and UH in inevitably these end up being some of

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<v Speaker 1>those stories that end up in the top ten lists

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<v Speaker 1>of failures and crowdfunding. Right like you see stories about

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<v Speaker 1>companies or or would be companies that crash and burn

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<v Speaker 1>because they encounter these these problems that U can quickly

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<v Speaker 1>throw off a timeline, and as we've seen in crowdfunding,

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<v Speaker 1>often people who back them are not the most forgiving

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<v Speaker 1>of of UH investors in a company. So to me,

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<v Speaker 1>it's it's having this understanding is key of how this

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<v Speaker 1>is UH something that people have to keep in mind

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<v Speaker 1>if they're getting involved in any sense in in manufacturing,

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<v Speaker 1>because it allows you to build in those buffers and

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<v Speaker 1>to also be able to communicate in a transparent way

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<v Speaker 1>to perhaps a group of investors in the case of

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<v Speaker 1>a crowdfunding campaign, about what is going on and why

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<v Speaker 1>it is UH something that is taking more time than

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<v Speaker 1>was anticipated. I'm also curious I know that there's been

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<v Speaker 1>a lot of talk about using blockchain technology in UH

0:13:42.760 --> 0:13:46.240
<v Speaker 1>in an effort to manage things like supply chains and

0:13:46.360 --> 0:13:49.800
<v Speaker 1>blockchain I think is one of those those words that

0:13:49.960 --> 0:13:52.960
<v Speaker 1>a lot of people have heard a great deal about,

0:13:53.600 --> 0:13:56.360
<v Speaker 1>but they don't have a very deep understanding of what

0:13:56.440 --> 0:13:59.440
<v Speaker 1>it means, and they it's hard to visualize how that

0:14:00.320 --> 0:14:04.559
<v Speaker 1>is useful in UH management of a supply chain, verifying

0:14:04.679 --> 0:14:08.880
<v Speaker 1>when and where UH products have left particular facilities. Can

0:14:08.920 --> 0:14:11.120
<v Speaker 1>you speak a little bit about the use of block

0:14:11.200 --> 0:14:15.600
<v Speaker 1>chain in supply chain management and why it is so promising? Yeah,

0:14:15.640 --> 0:14:17.160
<v Speaker 1>you're right. There's a lot of talk about it in

0:14:17.240 --> 0:14:19.440
<v Speaker 1>supply chain, and I spent a lot of time looking

0:14:19.480 --> 0:14:22.720
<v Speaker 1>at it, and you know, there's a lot of pilots

0:14:22.720 --> 0:14:25.040
<v Speaker 1>that I think will go nowhere because they don't really

0:14:25.080 --> 0:14:27.560
<v Speaker 1>have a value proposition that there is an easier way

0:14:27.600 --> 0:14:30.720
<v Speaker 1>to solve the same problem. You know, where blockchain does

0:14:30.760 --> 0:14:34.040
<v Speaker 1>apply and actually at trade Link we have a pilot

0:14:34.160 --> 0:14:37.680
<v Speaker 1>with a number of companies and also involves the FDA.

0:14:38.840 --> 0:14:42.000
<v Speaker 1>Is where train where supply chain makes sense or blockchain

0:14:42.040 --> 0:14:44.120
<v Speaker 1>makes sense in supply chain is where you need to

0:14:44.200 --> 0:14:48.600
<v Speaker 1>share um information between multiple parties, and you may not

0:14:48.960 --> 0:14:52.680
<v Speaker 1>want all parties to know where the information came from,

0:14:52.720 --> 0:14:55.200
<v Speaker 1>but you want to make sure that every party on

0:14:55.280 --> 0:14:59.200
<v Speaker 1>the who gets the information can trust it. So the

0:14:59.240 --> 0:15:02.520
<v Speaker 1>example UH is and I'm gonna have to get a

0:15:02.520 --> 0:15:06.200
<v Speaker 1>little technical here on the pharmaceutical supply chain, but about

0:15:06.320 --> 0:15:08.680
<v Speaker 1>seven eight years ago, there was a requirement that all

0:15:08.800 --> 0:15:12.160
<v Speaker 1>lots and and serial numbers be tracked throughout the supply

0:15:12.240 --> 0:15:17.360
<v Speaker 1>chain so that we could combat mostly counterfeit drugs, diverted drugs,

0:15:17.360 --> 0:15:20.960
<v Speaker 1>to make sure that the medicines everybody receives are what

0:15:21.000 --> 0:15:24.960
<v Speaker 1>they think they are. So there's actually legislation going in place,

0:15:25.240 --> 0:15:27.720
<v Speaker 1>UH in three in the United States and it will

0:15:27.760 --> 0:15:30.880
<v Speaker 1>fast follow throughout the rest of the world. So that

0:15:31.120 --> 0:15:34.119
<v Speaker 1>UM a pharmacy, if you go to UH your neighborhood

0:15:34.120 --> 0:15:39.480
<v Speaker 1>pharmacy and you're concerned about where that medicine you would

0:15:39.480 --> 0:15:41.760
<v Speaker 1>just received came from, they would be able to call

0:15:41.800 --> 0:15:46.000
<v Speaker 1>up a history of all the steps that it went through.

0:15:46.400 --> 0:15:49.800
<v Speaker 1>So UH, the pharmacutical supply chain, it is pretty complicated.

0:15:49.840 --> 0:15:51.760
<v Speaker 1>I won't get into the details of that, but it

0:15:51.760 --> 0:15:55.800
<v Speaker 1>goes through multiple parties, from where the original ingredients come from,

0:15:55.840 --> 0:16:00.720
<v Speaker 1>to the manufacturers, wholesalers and every in various part reeason between.

0:16:01.200 --> 0:16:06.200
<v Speaker 1>So blockchain is we're actually piloting a blockchain UH project

0:16:06.320 --> 0:16:11.520
<v Speaker 1>with about twenty other players in the pharmaceutical industry, you know,

0:16:11.560 --> 0:16:15.280
<v Speaker 1>to meet this FDA requirement that the pharmacy to be

0:16:15.320 --> 0:16:18.920
<v Speaker 1>able to tell you, uh, you know, when each stage

0:16:18.960 --> 0:16:22.640
<v Speaker 1>of the of the supply chain process happened, uh, and

0:16:22.720 --> 0:16:26.480
<v Speaker 1>that and validate the data that there was no um

0:16:27.640 --> 0:16:29.720
<v Speaker 1>that it can be traced back to an origin because

0:16:29.800 --> 0:16:35.160
<v Speaker 1>often with counterfeit drugs, even things that are serialized, when

0:16:35.200 --> 0:16:37.800
<v Speaker 1>you try to chase trace them back, you find that

0:16:37.840 --> 0:16:44.560
<v Speaker 1>they just magically appeared somewhere. So magically appearing is good

0:16:44.680 --> 0:16:48.680
<v Speaker 1>for lepre cons, but it's not it's not good for

0:16:48.720 --> 0:16:50.720
<v Speaker 1>anything you want to put in your body to help

0:16:50.760 --> 0:16:54.240
<v Speaker 1>you with the illness. So so that's a great example

0:16:54.280 --> 0:16:56.640
<v Speaker 1>how blockchain can be used in the supply chain because

0:16:56.640 --> 0:17:00.600
<v Speaker 1>it's it's shielding the information and I won't get into

0:17:00.640 --> 0:17:07.639
<v Speaker 1>the detail, but various parties don't necessarily want to be UM.

0:17:07.760 --> 0:17:09.320
<v Speaker 1>You want the fact that they're just part of the

0:17:09.359 --> 0:17:13.159
<v Speaker 1>supply chain disclosed for competitive reasons or other reasons. So

0:17:13.359 --> 0:17:17.879
<v Speaker 1>the blockchain will allow us to validate that this is

0:17:17.880 --> 0:17:21.240
<v Speaker 1>a legitimate product. And there's an entire chain of custody

0:17:21.320 --> 0:17:26.120
<v Speaker 1>history here that the blockchain application can validate without having

0:17:26.160 --> 0:17:32.679
<v Speaker 1>to disclose you know which distributor supplied the pharmacy, because

0:17:32.680 --> 0:17:37.680
<v Speaker 1>you might be uh, you know, Brand B distributor using

0:17:37.680 --> 0:17:40.680
<v Speaker 1>your local pharmacy, thinking Brand B is supplying this pharmacy,

0:17:40.720 --> 0:17:43.080
<v Speaker 1>only to find out that this product came from Brand

0:17:43.119 --> 0:17:48.439
<v Speaker 1>c UH wholesaler and you're questioning why that is. Well,

0:17:48.600 --> 0:17:52.080
<v Speaker 1>you you wouldn't know that, but you will know that

0:17:52.119 --> 0:17:54.760
<v Speaker 1>this is an an active product. So you'll see a

0:17:54.800 --> 0:17:58.720
<v Speaker 1>lot of the A lot of the successful blockchain projects

0:17:58.760 --> 0:18:02.600
<v Speaker 1>and supply chain I think will be oriented around the

0:18:02.680 --> 0:18:08.160
<v Speaker 1>chain of custody and being able to validate um from

0:18:08.280 --> 0:18:13.320
<v Speaker 1>source to consumption that this uh that the product has

0:18:13.400 --> 0:18:17.840
<v Speaker 1>pedigree without having to know, you know, without you having

0:18:17.840 --> 0:18:21.840
<v Speaker 1>to know where exactly it came from. Now, the you know,

0:18:21.880 --> 0:18:25.840
<v Speaker 1>the FDA currently requires the pharmacy to know where it

0:18:25.880 --> 0:18:29.040
<v Speaker 1>got it from, and they could tell you that, but

0:18:29.400 --> 0:18:34.400
<v Speaker 1>one step back, there's no current requirement that the pharmacy knows, say,

0:18:34.480 --> 0:18:37.560
<v Speaker 1>for example, where the wholesale about it from. And the

0:18:37.560 --> 0:18:40.240
<v Speaker 1>new law is not going to change that, but it

0:18:40.320 --> 0:18:43.480
<v Speaker 1>will require this pedigree history, so you'll see a lot

0:18:43.520 --> 0:18:46.720
<v Speaker 1>of that. You see uh IBM and MIRSK have been

0:18:47.640 --> 0:18:52.880
<v Speaker 1>working on a similar blockchain effort to uh provide chain

0:18:52.960 --> 0:18:58.400
<v Speaker 1>of custody of globally shifted items. UM, you know where

0:18:58.440 --> 0:19:01.040
<v Speaker 1>I don't see some of the other projects and supply

0:19:01.119 --> 0:19:07.359
<v Speaker 1>chain UM transfer big pieces of information like entire contents

0:19:07.359 --> 0:19:12.640
<v Speaker 1>of containers or bills of lading. Uh. That's a lot

0:19:12.680 --> 0:19:15.639
<v Speaker 1>of information to be replicated across many notes in the

0:19:15.680 --> 0:19:21.760
<v Speaker 1>supply chain. And um, those projects you know are that

0:19:21.880 --> 0:19:26.560
<v Speaker 1>they're out there, but their success is still people still

0:19:26.640 --> 0:19:33.080
<v Speaker 1>questioning storing that much information the story of bitcoin, information

0:19:33.080 --> 0:19:38.680
<v Speaker 1>which is actually very much tiny, is consuming our computer

0:19:38.800 --> 0:19:41.639
<v Speaker 1>power than anybody would like to admit. We're going to

0:19:41.680 --> 0:19:44.320
<v Speaker 1>take a quick break from the interview and come back

0:19:44.359 --> 0:19:47.040
<v Speaker 1>with the rest of it, uh in just a moment,

0:19:47.040 --> 0:19:59.040
<v Speaker 1>But first let's listen to this word from our sponsor. Okay,

0:19:59.119 --> 0:20:01.720
<v Speaker 1>let's get back to my interview with John bermudas of

0:20:01.800 --> 0:20:04.879
<v Speaker 1>trace Link. We're picking up with a quick overview of

0:20:04.920 --> 0:20:09.800
<v Speaker 1>blockchain technology and how it helps parties verify data. So

0:20:10.400 --> 0:20:14.520
<v Speaker 1>basically the whole process in case people out there are

0:20:14.560 --> 0:20:20.040
<v Speaker 1>wondering about this whole validation idea is that the block

0:20:20.119 --> 0:20:24.640
<v Speaker 1>chain technology stores information in what are called blocks, and

0:20:25.040 --> 0:20:27.240
<v Speaker 1>you can think of it as the name of the block.

0:20:27.560 --> 0:20:32.080
<v Speaker 1>Is the result of a mathematical process that's done on

0:20:32.480 --> 0:20:35.200
<v Speaker 1>all the information that has been inputed into that block,

0:20:35.520 --> 0:20:40.359
<v Speaker 1>and then the succeeding block has that name incorporated into

0:20:40.520 --> 0:20:44.800
<v Speaker 1>its process of generating its own name. So, in other words,

0:20:44.880 --> 0:20:47.199
<v Speaker 1>each block in the chain has a reference to a

0:20:47.240 --> 0:20:52.640
<v Speaker 1>previous block, meaning that making any alterations trying to change

0:20:52.760 --> 0:20:56.359
<v Speaker 1>the chain is incredibly difficult because not only do you

0:20:56.400 --> 0:20:58.160
<v Speaker 1>have to change the information in the block that you're

0:20:58.200 --> 0:21:02.080
<v Speaker 1>interested in, but every block that follows after. And because

0:21:02.160 --> 0:21:06.880
<v Speaker 1>the blockchain is a distributed ledger, not necessarily across as

0:21:06.960 --> 0:21:09.800
<v Speaker 1>large a network as say bitcoin, but is a distributed

0:21:09.880 --> 0:21:13.440
<v Speaker 1>ledger that multiple parties can see, it is very hard

0:21:13.480 --> 0:21:17.760
<v Speaker 1>to do that on enough uh machines where you can

0:21:17.800 --> 0:21:20.879
<v Speaker 1>alter that in a way that is undetectable. You have

0:21:20.920 --> 0:21:24.000
<v Speaker 1>to essentially have control of more than half of all

0:21:24.040 --> 0:21:26.200
<v Speaker 1>the machines on the system in order to do that,

0:21:27.000 --> 0:21:30.560
<v Speaker 1>and it's that's not an easy task. So that is

0:21:31.040 --> 0:21:33.639
<v Speaker 1>sort of the thought process. I agree with you. I

0:21:33.680 --> 0:21:38.040
<v Speaker 1>think that blockchain certainly has its usefulness in things like

0:21:38.440 --> 0:21:44.000
<v Speaker 1>the pharmaceutical field, perhaps in things like food chain supply also,

0:21:44.240 --> 0:21:47.959
<v Speaker 1>can you can see some applications there potentially. I do

0:21:48.119 --> 0:21:50.560
<v Speaker 1>think as well, that it is not going to be

0:21:51.200 --> 0:21:56.000
<v Speaker 1>the universal UH solution to all supply chain issues, but

0:21:56.080 --> 0:21:58.840
<v Speaker 1>I think that in a few cases it it certainly

0:21:58.960 --> 0:22:02.560
<v Speaker 1>will will meet the requirements that a lot of people

0:22:02.600 --> 0:22:06.439
<v Speaker 1>have in order to verify Yes, in fact, this is

0:22:06.560 --> 0:22:09.879
<v Speaker 1>exactly what it claims to be. This is an a counterfeit,

0:22:10.840 --> 0:22:15.080
<v Speaker 1>especially for something as important as medication. Obviously, we want

0:22:15.119 --> 0:22:19.320
<v Speaker 1>to be absolutely certain that that stuff is valid and

0:22:19.359 --> 0:22:23.560
<v Speaker 1>will do what it is uh it claims to do well.

0:22:23.600 --> 0:22:27.639
<v Speaker 1>This is really interesting to me because, again as someone

0:22:27.680 --> 0:22:30.119
<v Speaker 1>from the other side of it, where I get to

0:22:30.280 --> 0:22:35.040
<v Speaker 1>enjoy these various products that uh that I I don't

0:22:35.080 --> 0:22:36.600
<v Speaker 1>have to spend a whole lot of time thinking about

0:22:36.640 --> 0:22:38.960
<v Speaker 1>what actually was required to bring it to the point

0:22:38.960 --> 0:22:41.760
<v Speaker 1>where I could get my grubby little hands on it.

0:22:41.760 --> 0:22:44.199
<v Speaker 1>It is nice to be able to reflect for a

0:22:44.240 --> 0:22:49.280
<v Speaker 1>moment how complicated this process is and how much work

0:22:49.320 --> 0:22:52.200
<v Speaker 1>has to go in in order for me to enjoy

0:22:52.280 --> 0:22:56.359
<v Speaker 1>that amazing privilege. I get a deeper appreciation for it.

0:22:56.840 --> 0:23:00.320
<v Speaker 1>And it also really reinforces the idea that I am

0:23:00.359 --> 0:23:02.840
<v Speaker 1>never going to have a crowdfunded campaign to launch a

0:23:02.880 --> 0:23:05.960
<v Speaker 1>product ever, because I just can't deal with that level

0:23:05.960 --> 0:23:10.160
<v Speaker 1>of stress. UH John, thank you so much for joining

0:23:10.200 --> 0:23:14.199
<v Speaker 1>our show and and describing this process. I think it

0:23:14.320 --> 0:23:17.520
<v Speaker 1>really has helped open up my eyes and hopefully the

0:23:17.520 --> 0:23:20.800
<v Speaker 1>eyes of many of my listeners too. You know, the

0:23:20.840 --> 0:23:23.320
<v Speaker 1>work that you do and how you are able to

0:23:23.359 --> 0:23:30.359
<v Speaker 1>tackle this very large and and sometimes confusing issue of

0:23:31.200 --> 0:23:35.080
<v Speaker 1>managing these supply chains. It's been fascinating. You're quite welcome,

0:23:35.800 --> 0:23:39.800
<v Speaker 1>happy to participate. Thank you for inviting me. Now, at

0:23:39.800 --> 0:23:42.719
<v Speaker 1>this point the interview was technically over, but John had

0:23:42.760 --> 0:23:46.040
<v Speaker 1>a really good point about the food supply chain that

0:23:46.160 --> 0:23:49.160
<v Speaker 1>I wanted to share with you guys. So this little

0:23:49.200 --> 0:23:52.440
<v Speaker 1>bit came after our initial conversation, but I think it's

0:23:52.480 --> 0:23:56.320
<v Speaker 1>worthwhile including here. I have concerns over the fresh food

0:23:56.320 --> 0:23:58.720
<v Speaker 1>block chains that are out there. Oh yeah, because you know,

0:23:58.760 --> 0:24:01.800
<v Speaker 1>what one of the things think about is what makes

0:24:01.880 --> 0:24:04.840
<v Speaker 1>the pharmaceutical supply chain. Actually, what Tracer plays a big

0:24:04.880 --> 0:24:09.560
<v Speaker 1>part on is the serialization and digital you know, digitally

0:24:09.600 --> 0:24:13.679
<v Speaker 1>tracking each serial number through its entire life cycle. The

0:24:13.760 --> 0:24:17.160
<v Speaker 1>challenge that I see with you know, the the fresh

0:24:17.200 --> 0:24:23.680
<v Speaker 1>tomato example, is, um, we all hear about these I E.

0:24:23.800 --> 0:24:27.080
<v Speaker 1>Coli problems and all these other things, and quite often

0:24:27.080 --> 0:24:33.560
<v Speaker 1>they start in the field. So um, getting that digital

0:24:34.000 --> 0:24:37.760
<v Speaker 1>uh blockchain update that it came from this particular field.

0:24:38.720 --> 0:24:41.400
<v Speaker 1>You know, nobody has provided me with an idea how

0:24:41.440 --> 0:24:46.720
<v Speaker 1>that's going to happen. We're picking the tomatoes are hand picked, um,

0:24:46.760 --> 0:24:49.080
<v Speaker 1>and they go in boxes and then the boxes go

0:24:49.119 --> 0:24:52.639
<v Speaker 1>on trucks and they probably go to a packing center

0:24:53.119 --> 0:24:55.280
<v Speaker 1>and that's probably where they enter the blockchain. So what

0:24:55.320 --> 0:24:59.480
<v Speaker 1>happened between the field and the packing center um or

0:24:59.520 --> 0:25:01.199
<v Speaker 1>maybe you want to was loaded on the truck. It

0:25:01.240 --> 0:25:05.120
<v Speaker 1>was scared, but still UM. So that part I think.

0:25:05.480 --> 0:25:08.000
<v Speaker 1>One I think is that you'll see blockchain applications, blockchain

0:25:08.000 --> 0:25:11.760
<v Speaker 1>supply chain where we can. And this is why bitcoin

0:25:11.840 --> 0:25:15.320
<v Speaker 1>works so well because everything is digital, so there's no

0:25:15.359 --> 0:25:17.920
<v Speaker 1>way to fake it. There's no tomato growing on a

0:25:18.040 --> 0:25:21.280
<v Speaker 1>there's no bitcoin growing on a tomato bush. And Selina's

0:25:21.359 --> 0:25:24.760
<v Speaker 1>valley right. I want to thank John Bermudez again for

0:25:24.800 --> 0:25:27.040
<v Speaker 1>coming on the show and talking to me about supply

0:25:27.119 --> 0:25:29.919
<v Speaker 1>chain management, and he does make an excellent point for

0:25:30.000 --> 0:25:34.040
<v Speaker 1>blockchain technology to work effectively as part of a supply chain,

0:25:34.560 --> 0:25:36.560
<v Speaker 1>you really need it to be a part of the

0:25:36.600 --> 0:25:40.160
<v Speaker 1>whole system from the very beginning. If there is any

0:25:40.240 --> 0:25:44.440
<v Speaker 1>ambiguity about the origin for a specific component, such as

0:25:44.480 --> 0:25:48.440
<v Speaker 1>a particular piece of fruit in the food supply chain example,

0:25:48.920 --> 0:25:51.000
<v Speaker 1>then the best you can do is say, well, we

0:25:51.040 --> 0:25:55.040
<v Speaker 1>can trace this particular piece of fruit back to this

0:25:55.280 --> 0:25:59.560
<v Speaker 1>specific warehouse or distribution center. But you can't go back

0:25:59.760 --> 0:26:02.520
<v Speaker 1>for either if you didn't have a means of entering

0:26:02.520 --> 0:26:05.200
<v Speaker 1>in the information from the very beginning. So if you're

0:26:05.240 --> 0:26:08.639
<v Speaker 1>looking to identify the source of a particular outbreak in

0:26:08.760 --> 0:26:11.879
<v Speaker 1>something like E. Coli, that becomes a problem. So it

0:26:11.920 --> 0:26:14.520
<v Speaker 1>falls to supply chain and blockchain experts to figure out

0:26:14.520 --> 0:26:16.919
<v Speaker 1>a practical way to implement the technology so that it

0:26:16.960 --> 0:26:20.040
<v Speaker 1>actually accomplishes the goals set out for it. The same

0:26:20.080 --> 0:26:25.159
<v Speaker 1>thing can be said for counterfeit products, or whether or

0:26:25.200 --> 0:26:30.800
<v Speaker 1>not something is truly organic for whatever worth that word

0:26:30.880 --> 0:26:33.600
<v Speaker 1>happens to be in a case by case basis, or

0:26:33.600 --> 0:26:36.560
<v Speaker 1>even things like free range chicken or grass fed beef.

0:26:37.240 --> 0:26:40.920
<v Speaker 1>At some point you need some form of certification process

0:26:41.000 --> 0:26:45.000
<v Speaker 1>to verify that yes, the claim being made is in

0:26:45.080 --> 0:26:48.840
<v Speaker 1>fact verified and it is true, and then that goes

0:26:48.880 --> 0:26:52.800
<v Speaker 1>into the blockchain. Otherwise you could have a situation where

0:26:52.840 --> 0:26:57.119
<v Speaker 1>someone tells you that it's true, it gets entered into

0:26:57.320 --> 0:26:59.840
<v Speaker 1>the information that becomes part of the blockchain, and according

0:26:59.880 --> 0:27:02.679
<v Speaker 1>to the block chain, yes it is true, but if

0:27:02.720 --> 0:27:04.439
<v Speaker 1>you were to actually go and visit the site you

0:27:04.480 --> 0:27:07.280
<v Speaker 1>might find otherwise. These are issues that have to be

0:27:07.280 --> 0:27:10.399
<v Speaker 1>worked out for blockchain to truly be useful in those

0:27:10.400 --> 0:27:14.919
<v Speaker 1>supply chain implementations. Now, I thought to round out the

0:27:14.920 --> 0:27:17.040
<v Speaker 1>rest of this episode, we could talk a bit about

0:27:17.160 --> 0:27:21.040
<v Speaker 1>some stories of companies and products that encountered challenges due

0:27:21.080 --> 0:27:24.480
<v Speaker 1>to supply chain issues, and you may already have some

0:27:24.600 --> 0:27:28.040
<v Speaker 1>ideas about likely candidates. One of them which I was

0:27:28.200 --> 0:27:31.520
<v Speaker 1>thinking about specifically while I was talking with Mr Bermudez,

0:27:31.840 --> 0:27:35.200
<v Speaker 1>was The Coolest Cooler, and I've talked about this product

0:27:35.280 --> 0:27:39.400
<v Speaker 1>in episodes about crowdfunding before. I also have an upcoming

0:27:39.400 --> 0:27:42.159
<v Speaker 1>episode of The Brink about the Coolest Cooler, and I

0:27:42.200 --> 0:27:44.679
<v Speaker 1>don't want to harp on it too much because I

0:27:44.720 --> 0:27:47.080
<v Speaker 1>think that Ryan Grabber, who is the guy who came

0:27:47.160 --> 0:27:50.720
<v Speaker 1>up with this idea, was truly sincere about this project.

0:27:50.920 --> 0:27:54.000
<v Speaker 1>The issue was not with his desire to deliver upon

0:27:54.040 --> 0:27:57.440
<v Speaker 1>his promises. It's not like he was trying to suggest

0:27:57.560 --> 0:28:01.040
<v Speaker 1>a product with no intent on the of ring. Rather,

0:28:01.440 --> 0:28:04.919
<v Speaker 1>I think he just underestimated how hard and expensive it

0:28:04.960 --> 0:28:07.399
<v Speaker 1>was going to be to make the product he had

0:28:07.440 --> 0:28:10.960
<v Speaker 1>in mind. So, for those of you unfamiliar with this

0:28:11.040 --> 0:28:15.919
<v Speaker 1>particular product, the Coolest Cooler is a beverage cooler, you know,

0:28:15.920 --> 0:28:19.520
<v Speaker 1>an ice cooler with lots of bells and whistles. A

0:28:19.560 --> 0:28:23.840
<v Speaker 1>fully kitted out version of Grabber's design included a blender

0:28:23.880 --> 0:28:28.200
<v Speaker 1>for drinks, a Bluetooth speaker, a USB charger and LED

0:28:28.359 --> 0:28:31.760
<v Speaker 1>light built into the lid, cutting board, storage for plates

0:28:31.800 --> 0:28:35.760
<v Speaker 1>and cutlery, a bottle opener, and more. He launched his

0:28:35.760 --> 0:28:38.800
<v Speaker 1>project twice on Kickstarter, and the first time it failed

0:28:38.800 --> 0:28:42.480
<v Speaker 1>to get really any attention, but the second time, which

0:28:42.480 --> 0:28:45.400
<v Speaker 1>he launched in July two thousand fourteen, it got a

0:28:45.440 --> 0:28:47.959
<v Speaker 1>lot of attention. It became one of the best funded

0:28:48.040 --> 0:28:51.160
<v Speaker 1>Kickstarter campaigns of all time. His goal was initially to

0:28:51.240 --> 0:28:53.800
<v Speaker 1>raise fifty thou dollars, but by the end of that

0:28:53.880 --> 0:28:58.760
<v Speaker 1>campaign it had raised more than thirteen million bucks. And

0:28:58.800 --> 0:29:01.200
<v Speaker 1>if you were early enough, you could pledge at the

0:29:01.320 --> 0:29:04.240
<v Speaker 1>one d sixty five dollar level to qualify for a

0:29:04.320 --> 0:29:07.160
<v Speaker 1>Coolest Cooler of your very own, And even if you

0:29:07.200 --> 0:29:10.160
<v Speaker 1>didn't get one of those seventy spots, you could still

0:29:10.160 --> 0:29:13.600
<v Speaker 1>pledge at one eight five dollars plus fifteen dollars for

0:29:13.640 --> 0:29:17.440
<v Speaker 1>shipping and handling for that privilege. Now, Grepper estimated that

0:29:17.560 --> 0:29:20.040
<v Speaker 1>the final retail price of the cooler would be two

0:29:21.600 --> 0:29:24.400
<v Speaker 1>so you get it at a substantial discount. However, as

0:29:24.440 --> 0:29:27.680
<v Speaker 1>it would turn out, his estimation was actually a gross

0:29:27.840 --> 0:29:30.440
<v Speaker 1>underestimation of how much it would cost to produce those

0:29:30.440 --> 0:29:33.719
<v Speaker 1>coolers at scale and sell them at a profit. Grepper

0:29:33.800 --> 0:29:36.880
<v Speaker 1>ran into supply chain problems fairly early into the process.

0:29:37.360 --> 0:29:40.480
<v Speaker 1>At one point, workers at the Chinese factory that produced

0:29:40.480 --> 0:29:44.560
<v Speaker 1>the blender motor that Grepper needed for his coolest cooler

0:29:45.080 --> 0:29:48.320
<v Speaker 1>they went on strike, and as we heard in the interview,

0:29:48.640 --> 0:29:51.040
<v Speaker 1>when one piece of the supply chain goes wrong, it

0:29:51.040 --> 0:29:54.880
<v Speaker 1>can affect everything else with the coolest cooler. This cascaded

0:29:54.960 --> 0:29:58.160
<v Speaker 1>into a pr disaster for Grebber, who was trying hard

0:29:58.200 --> 0:30:01.400
<v Speaker 1>to fix things, but was then over his head. Currently,

0:30:01.640 --> 0:30:03.720
<v Speaker 1>because of a class action lawsuit, he is under a

0:30:03.760 --> 0:30:06.200
<v Speaker 1>mandate from the court system of the state of Oregon

0:30:06.360 --> 0:30:10.120
<v Speaker 1>to get backers their coolers by the middle of or

0:30:10.160 --> 0:30:12.720
<v Speaker 1>else he'll have to send each backer who has yet

0:30:12.720 --> 0:30:15.240
<v Speaker 1>to receive a cooler a certain amount of money. I

0:30:15.240 --> 0:30:18.840
<v Speaker 1>believe it's twenty dollars. He'll be obligated to do that

0:30:18.920 --> 0:30:21.680
<v Speaker 1>even if the company itself were to go into bankruptcy.

0:30:21.800 --> 0:30:26.840
<v Speaker 1>So even if the coolest Cooler company dissolved, he would

0:30:26.880 --> 0:30:29.880
<v Speaker 1>still be held liable for sending that money out to

0:30:30.040 --> 0:30:33.200
<v Speaker 1>each of those backers, and there are thousands of them. Again,

0:30:33.560 --> 0:30:36.760
<v Speaker 1>from everything I've read, it seems like Grebber has tried

0:30:36.800 --> 0:30:39.280
<v Speaker 1>to meet his obligations. It's just that the promises he

0:30:39.320 --> 0:30:42.160
<v Speaker 1>made were too grand and the process to achieve those

0:30:42.200 --> 0:30:46.080
<v Speaker 1>goals too arduous, and there were other problems besides the

0:30:46.120 --> 0:30:48.440
<v Speaker 1>supply chain itself that would come into play. But I

0:30:48.440 --> 0:30:50.600
<v Speaker 1>think that's one of the examples that really illustrates just

0:30:50.680 --> 0:30:54.800
<v Speaker 1>how hard this is. And it's not just small startup

0:30:54.800 --> 0:30:58.000
<v Speaker 1>businesses that can run into these issues. I evoked the

0:30:58.080 --> 0:31:00.840
<v Speaker 1>name of Apple in my talk with Mr Mudaz, and

0:31:00.960 --> 0:31:04.120
<v Speaker 1>that's for a reason. The company has had problems with

0:31:04.160 --> 0:31:08.040
<v Speaker 1>its supply chain a few times in its history. For example,

0:31:08.400 --> 0:31:12.520
<v Speaker 1>in Apple unveiled the Apple air Pods, and that's the

0:31:12.560 --> 0:31:16.960
<v Speaker 1>company's bluetooth connected wireless earbuds, and at the time, Apple

0:31:17.080 --> 0:31:19.360
<v Speaker 1>estimated that the product would be ready to ship by

0:31:19.440 --> 0:31:26.440
<v Speaker 1>late October. But even at the end of finding air

0:31:26.480 --> 0:31:30.719
<v Speaker 1>Pods was really really hard. Nobody had them in stock.

0:31:31.040 --> 0:31:35.200
<v Speaker 1>Apple stores would often receive fewer than a dozen boxes

0:31:35.280 --> 0:31:38.400
<v Speaker 1>of air pods, not crates of boxes, but actual just

0:31:39.840 --> 0:31:42.440
<v Speaker 1>samples of air pods. They would just get maybe twelve

0:31:42.520 --> 0:31:45.760
<v Speaker 1>or fewer at a time. There were a lots of

0:31:46.280 --> 0:31:49.320
<v Speaker 1>reasons and a lot of speculation as to why there

0:31:49.320 --> 0:31:52.720
<v Speaker 1>were so few units available, why the supply was so low.

0:31:52.920 --> 0:31:55.640
<v Speaker 1>The Wall Street Journal published a piece that stated that

0:31:55.760 --> 0:31:58.080
<v Speaker 1>was largely because of some technical issues with the air

0:31:58.080 --> 0:32:00.800
<v Speaker 1>pods themselves, that Apple needed to work out that that

0:32:00.880 --> 0:32:04.600
<v Speaker 1>they just weren't working properly, and so it was delaying shipments.

0:32:04.920 --> 0:32:07.680
<v Speaker 1>But John Gruber, who has written a lot about Apple,

0:32:08.040 --> 0:32:11.560
<v Speaker 1>wrote that based on his unnamed sources at Apple, the

0:32:11.600 --> 0:32:15.560
<v Speaker 1>real reason was that the company encountered an quote unexpected

0:32:15.640 --> 0:32:20.640
<v Speaker 1>manufacturing problem at scale end quote. Typically that points to

0:32:20.760 --> 0:32:24.280
<v Speaker 1>a supply chain issue. Now, when we come back, I'm

0:32:24.280 --> 0:32:27.440
<v Speaker 1>going to cover a couple of other stories with some

0:32:27.560 --> 0:32:38.040
<v Speaker 1>similar problems. But first let's take another quick break. So

0:32:38.080 --> 0:32:41.560
<v Speaker 1>I've talked about coolers and earbuds, but supply chain problems

0:32:41.560 --> 0:32:45.080
<v Speaker 1>can affect all sorts of things at different sizes, even

0:32:45.320 --> 0:32:49.120
<v Speaker 1>commercial jets. Back in the mid two thousand's the airline

0:32:49.160 --> 0:32:53.520
<v Speaker 1>industry was eagerly anticipating the arrival of Boeing's seven eight

0:32:53.680 --> 0:32:57.720
<v Speaker 1>seven aircraft a k a. The Dreamliner, and this was

0:32:57.760 --> 0:33:01.200
<v Speaker 1>a new approach to large commercial aircraft. The airframe was

0:33:01.280 --> 0:33:06.120
<v Speaker 1>made out of composite materials rather than the metal based materials.

0:33:06.240 --> 0:33:09.960
<v Speaker 1>This actually made the aircraft much lighter than earlier models

0:33:09.960 --> 0:33:13.120
<v Speaker 1>like the seven sixty seven, and that meant that the

0:33:13.160 --> 0:33:15.959
<v Speaker 1>seven eight seven had better fuel efficiency as a result.

0:33:16.040 --> 0:33:17.680
<v Speaker 1>It's not as heavy, you don't need as much fuel

0:33:17.720 --> 0:33:21.200
<v Speaker 1>to keep it in air. So Boeing estimated that they

0:33:21.200 --> 0:33:24.040
<v Speaker 1>would be able to deliver the seven eight sevens to

0:33:24.040 --> 0:33:27.680
<v Speaker 1>the various airlines by May two thousand eight, but in

0:33:27.760 --> 0:33:31.040
<v Speaker 1>reality the planes would not be ready to enter service

0:33:31.200 --> 0:33:35.520
<v Speaker 1>until October two thousand eleven, so you're talking about three

0:33:35.640 --> 0:33:39.280
<v Speaker 1>year delay three and a half year delay. Many factors

0:33:39.280 --> 0:33:43.280
<v Speaker 1>contributed to that delay, but the two big ones, according

0:33:43.320 --> 0:33:46.760
<v Speaker 1>to most analysts, was that Boeing had tried to overhaul

0:33:47.000 --> 0:33:51.800
<v Speaker 1>its supply chain and it's assembly process all at the

0:33:51.840 --> 0:33:56.600
<v Speaker 1>same time, and that this particular decision created complications that

0:33:56.640 --> 0:33:59.560
<v Speaker 1>took way longer to work out than the company had

0:33:59.600 --> 0:34:04.120
<v Speaker 1>and to a pated and every analyst or expert that

0:34:04.200 --> 0:34:08.000
<v Speaker 1>I read about or read their work while researching this.

0:34:08.760 --> 0:34:11.279
<v Speaker 1>They all essentially said the same thing, which is that

0:34:11.960 --> 0:34:14.120
<v Speaker 1>if you're going to make changes, it's good to make

0:34:14.200 --> 0:34:16.759
<v Speaker 1>changes to one system first before you make changes to

0:34:16.800 --> 0:34:20.600
<v Speaker 1>the other. Uh. If you're making changes to two integral

0:34:20.640 --> 0:34:24.920
<v Speaker 1>systems at the same time, you are essentially doubling the

0:34:25.040 --> 0:34:31.040
<v Speaker 1>risks you encounter for delays and losses. Sometimes supply chain

0:34:31.080 --> 0:34:35.520
<v Speaker 1>problems aren't centered around not being able to get the

0:34:35.600 --> 0:34:40.239
<v Speaker 1>components you'll need when and where you need them. Sometimes

0:34:40.480 --> 0:34:44.360
<v Speaker 1>supply chain problems manifest in a way where you receive

0:34:44.760 --> 0:34:48.319
<v Speaker 1>way too many of something then you actually need. You

0:34:48.400 --> 0:34:51.480
<v Speaker 1>end up with a surplus of stuff because the supply

0:34:51.640 --> 0:34:54.480
<v Speaker 1>chain is not keeping an accurate record of where things

0:34:54.560 --> 0:34:57.000
<v Speaker 1>need to go at any given time. This was the

0:34:57.040 --> 0:35:00.960
<v Speaker 1>case for Target with their stores that were in Canada.

0:35:01.120 --> 0:35:03.920
<v Speaker 1>In two thousand fifteen, the company announced it was going

0:35:03.960 --> 0:35:09.000
<v Speaker 1>to leave Canada entirely because this problem was so bad.

0:35:09.280 --> 0:35:12.239
<v Speaker 1>So what exactly was going on? Well, again, there were

0:35:12.320 --> 0:35:14.920
<v Speaker 1>many problems. Supply chain was just one of them, but

0:35:15.040 --> 0:35:18.960
<v Speaker 1>it was a big part of it. Targets distribution centers

0:35:19.040 --> 0:35:22.520
<v Speaker 1>in Canada, we're getting overwhelmed by more products than they

0:35:22.520 --> 0:35:26.080
<v Speaker 1>could handle. So a distribution center is sort of a

0:35:26.120 --> 0:35:30.920
<v Speaker 1>way point for a product. The companies will typically bring

0:35:30.920 --> 0:35:34.359
<v Speaker 1>in products into a distribution center. They're brought there, they're

0:35:34.480 --> 0:35:38.200
<v Speaker 1>ordered from vendors throughout the world, and those products go

0:35:38.239 --> 0:35:41.240
<v Speaker 1>into the distribution center, which then will send those products

0:35:41.239 --> 0:35:45.319
<v Speaker 1>out to specific stores based upon their inventory needs. So

0:35:45.640 --> 0:35:49.319
<v Speaker 1>if you have one target where their sprockets are getting low,

0:35:49.640 --> 0:35:52.720
<v Speaker 1>the distribution center should send more sprockets to that target

0:35:52.960 --> 0:35:55.400
<v Speaker 1>and keep track of how many sprockets are being sold

0:35:55.400 --> 0:35:58.600
<v Speaker 1>over a given amount of time so that the supply

0:35:59.320 --> 0:36:03.279
<v Speaker 1>better matches the demand. Well, that was not happening with

0:36:03.360 --> 0:36:08.160
<v Speaker 1>targets Canadian distribution centers. They were receiving tons of stuff

0:36:08.560 --> 0:36:11.359
<v Speaker 1>even before they could send anything else out, and so

0:36:11.640 --> 0:36:14.320
<v Speaker 1>things were getting very messy. It was coming in faster

0:36:14.440 --> 0:36:16.560
<v Speaker 1>than it was shipping out, and rather than keeping an

0:36:16.560 --> 0:36:19.279
<v Speaker 1>eye on demand and managing supply, the supply was coming

0:36:19.320 --> 0:36:22.319
<v Speaker 1>in like a fire hose on full blast, even if

0:36:22.320 --> 0:36:25.200
<v Speaker 1>the outgoing products to target stores were moving a little

0:36:25.200 --> 0:36:28.920
<v Speaker 1>more than a trickle. Reuters reported on this matter and

0:36:28.960 --> 0:36:33.200
<v Speaker 1>specified a particular product to illustrate the problem that made

0:36:33.200 --> 0:36:37.120
<v Speaker 1>it somewhat amusing. The product was a toddler sized pink

0:36:37.440 --> 0:36:42.920
<v Speaker 1>suv branded with Barbies trademark. Apparently the distribution centers were

0:36:42.920 --> 0:36:47.240
<v Speaker 1>getting overwhelmed by the pink toy vehicles among other products.

0:36:47.600 --> 0:36:50.040
<v Speaker 1>Reuters went on to say that the real issue was

0:36:50.080 --> 0:36:53.800
<v Speaker 1>that Target tried to launch a coast to coast launch

0:36:53.800 --> 0:36:58.919
<v Speaker 1>of stores throughout Canada, which created a monstrously complex supply chain.

0:36:59.320 --> 0:37:01.560
<v Speaker 1>They tried to go from zero to one hundred in

0:37:01.600 --> 0:37:04.960
<v Speaker 1>an instant rather than build out their presence gradually to

0:37:05.000 --> 0:37:08.560
<v Speaker 1>grow more organically and manage thing in state stages, you know,

0:37:08.680 --> 0:37:11.840
<v Speaker 1>trying to to grow province by province as opposed to

0:37:11.960 --> 0:37:16.000
<v Speaker 1>going nationwide in in one go. And as a result,

0:37:16.640 --> 0:37:19.560
<v Speaker 1>it became a massive headache and lead to Target pulling

0:37:19.560 --> 0:37:22.880
<v Speaker 1>out the country completely. So you could call that a

0:37:22.920 --> 0:37:27.520
<v Speaker 1>massive supply chain failure. Another cautionary tail is in the

0:37:27.560 --> 0:37:30.840
<v Speaker 1>form of Adidas, the shoe manufacturer, which had a major

0:37:30.920 --> 0:37:34.880
<v Speaker 1>problem with its distribution center in Spartanburg, South Carolina. In

0:37:36.760 --> 0:37:40.920
<v Speaker 1>the company wanted a new warehouse management system that in theory,

0:37:41.239 --> 0:37:45.239
<v Speaker 1>would streamline processes and make things run more efficiently when

0:37:45.280 --> 0:37:48.600
<v Speaker 1>processing shipments to various stores throughout the US. So again

0:37:48.640 --> 0:37:52.839
<v Speaker 1>another distribution center. Adidas partnered with a company called Integrated

0:37:52.880 --> 0:37:57.160
<v Speaker 1>Software Logistics Engineering to make the system, but Adidas also

0:37:57.400 --> 0:38:02.319
<v Speaker 1>insisted that this particular software package be made compatible with

0:38:02.440 --> 0:38:06.520
<v Speaker 1>the distribution centers existing computers, and that proved to be

0:38:06.719 --> 0:38:10.399
<v Speaker 1>very difficult to do. In fact, the software vendor would

0:38:10.440 --> 0:38:12.600
<v Speaker 1>go out of business in the middle of the project

0:38:12.719 --> 0:38:15.360
<v Speaker 1>while trying to get it to all work out because

0:38:15.880 --> 0:38:20.759
<v Speaker 1>they could never deliver a product that Adidas was satisfied with,

0:38:21.239 --> 0:38:24.120
<v Speaker 1>So without the money coming in from that project, because

0:38:24.120 --> 0:38:26.920
<v Speaker 1>they weren't able to deliver anything, the company went out

0:38:26.920 --> 0:38:29.960
<v Speaker 1>of business. Now, on top of that, the distribution center

0:38:30.000 --> 0:38:33.280
<v Speaker 1>itself had a lot of automated components that were worked

0:38:33.440 --> 0:38:36.160
<v Speaker 1>into the design, and all of those needed to be

0:38:36.200 --> 0:38:39.840
<v Speaker 1>fully integrated into the warehouse management system in order for

0:38:39.880 --> 0:38:42.399
<v Speaker 1>it to work properly. And before all of that could

0:38:42.400 --> 0:38:45.120
<v Speaker 1>be sorted out, Adida's decided to essentially flip the switch

0:38:45.160 --> 0:38:48.640
<v Speaker 1>and go into business before this warehouse management system was

0:38:48.680 --> 0:38:52.080
<v Speaker 1>actually ready, and as you might expect, that led to

0:38:52.120 --> 0:38:55.400
<v Speaker 1>the company encountering a ton of problems with processing and

0:38:55.400 --> 0:39:00.600
<v Speaker 1>shipping orders. It got so bad that the company was

0:39:00.640 --> 0:39:04.160
<v Speaker 1>only able to meet twenty percent of the fifty million

0:39:04.239 --> 0:39:07.920
<v Speaker 1>dollars in North American orders it had actually received. And

0:39:08.320 --> 0:39:10.960
<v Speaker 1>on top of that, most of that twenty percent didn't

0:39:11.000 --> 0:39:14.520
<v Speaker 1>come from the Spartanburg distribution center. It came from overseas

0:39:14.520 --> 0:39:18.040
<v Speaker 1>plants that were shipping their products directly two stores bypassing

0:39:18.080 --> 0:39:20.920
<v Speaker 1>the distribution center entirely. Because that's how big of a

0:39:21.000 --> 0:39:23.960
<v Speaker 1>mess it was, Adida saw its market share drop and

0:39:24.000 --> 0:39:26.839
<v Speaker 1>had to work super hard to regain lost ground, all

0:39:26.840 --> 0:39:30.200
<v Speaker 1>because of a faulty supply chain management system. One of

0:39:30.200 --> 0:39:33.239
<v Speaker 1>the biggest supply chain disasters I read about happened that

0:39:33.400 --> 0:39:37.719
<v Speaker 1>same year in this was with a company called fox Meyer.

0:39:38.000 --> 0:39:40.440
<v Speaker 1>Not at the time, fox Meyer was one of the

0:39:40.480 --> 0:39:44.680
<v Speaker 1>biggest wholesale drug distribution companies in the United States. It

0:39:44.719 --> 0:39:49.360
<v Speaker 1>posted sales revenues in the billions of dollars. This is

0:39:49.360 --> 0:39:51.359
<v Speaker 1>one of those companies you should think about when you

0:39:51.400 --> 0:39:54.520
<v Speaker 1>hear the phrase too big to fail and you wonder

0:39:54.560 --> 0:39:56.520
<v Speaker 1>if that's true. Well, at least in the case of

0:39:56.560 --> 0:40:00.200
<v Speaker 1>fox Meyer, it was not true. The company had had

0:40:00.239 --> 0:40:04.440
<v Speaker 1>an incredibly ambitious plan. It was overhauling its information technology

0:40:04.480 --> 0:40:09.080
<v Speaker 1>systems and installing tons of automated systems into its distribution centers,

0:40:09.400 --> 0:40:12.080
<v Speaker 1>including stuff like conveyors to move products to where they

0:40:12.120 --> 0:40:15.200
<v Speaker 1>needed to be within a facility, and carousels that would

0:40:15.200 --> 0:40:18.719
<v Speaker 1>make orders move around so that packers could grab the

0:40:18.800 --> 0:40:22.960
<v Speaker 1>orders easily. It all made sense from a theoretical standpoint,

0:40:23.400 --> 0:40:26.759
<v Speaker 1>and the company estimated that these improvements and efficiency would

0:40:26.800 --> 0:40:31.640
<v Speaker 1>mean much lower costs in production. And based upon that estimation,

0:40:31.960 --> 0:40:35.280
<v Speaker 1>they started to put in bids on contracts, and because

0:40:35.280 --> 0:40:37.200
<v Speaker 1>they thought, well, it's gonna cost a lot less, they

0:40:37.200 --> 0:40:40.680
<v Speaker 1>could be really aggressive with those those biddings. And they

0:40:40.719 --> 0:40:43.680
<v Speaker 1>just assumed that the estimates were entirely accurate. And you

0:40:43.719 --> 0:40:47.120
<v Speaker 1>can probably see where this is going. So on paper,

0:40:47.200 --> 0:40:50.480
<v Speaker 1>the automated systems worked like a dream. When the actual

0:40:50.600 --> 0:40:54.319
<v Speaker 1>high volume orders began to pour in, those systems could

0:40:54.400 --> 0:40:58.480
<v Speaker 1>not keep pace. There was no one system that was

0:40:58.520 --> 0:41:00.520
<v Speaker 1>performing at such a poor level that you could say

0:41:00.960 --> 0:41:04.399
<v Speaker 1>that's what caused doom for fox Meyer. But there were

0:41:04.440 --> 0:41:08.479
<v Speaker 1>problems throughout the entire management system. And these problems, even

0:41:08.480 --> 0:41:12.200
<v Speaker 1>if they were small, all started to add up and

0:41:12.239 --> 0:41:16.000
<v Speaker 1>all those automated systems weren't working properly either. In fact,

0:41:16.040 --> 0:41:19.880
<v Speaker 1>they were causing more work because when they weren't working

0:41:19.920 --> 0:41:23.040
<v Speaker 1>as designed, a human being had to step in and

0:41:23.360 --> 0:41:27.360
<v Speaker 1>bypass this. So fox Meyer actually had to dedicate more workers,

0:41:27.400 --> 0:41:30.320
<v Speaker 1>not fewer, to compensate for the problems that the automated

0:41:30.360 --> 0:41:33.719
<v Speaker 1>systems were causing. And as I'm sure you guys know,

0:41:34.239 --> 0:41:36.799
<v Speaker 1>that's kind of the opposite of what you want when

0:41:36.800 --> 0:41:39.360
<v Speaker 1>you start incorporating automated systems. I mean, the whole goal

0:41:39.560 --> 0:41:42.480
<v Speaker 1>is to reduce the workload on a human workforce, not

0:41:42.560 --> 0:41:45.920
<v Speaker 1>to increase it. On top of all that, the shipment

0:41:46.000 --> 0:41:50.560
<v Speaker 1>tracking system for the distribution center wasn't sufficient, So there

0:41:50.600 --> 0:41:53.640
<v Speaker 1>were a lot of cases where a customer places in

0:41:53.880 --> 0:41:58.480
<v Speaker 1>order and that order might involve a certain number of

0:41:59.040 --> 0:42:02.040
<v Speaker 1>doses of a drug or maybe a couple of different drugs,

0:42:02.480 --> 0:42:05.880
<v Speaker 1>and the distribution center, because of its problems, would ship

0:42:05.960 --> 0:42:09.560
<v Speaker 1>a partial order to the customer and the rest of

0:42:09.640 --> 0:42:12.560
<v Speaker 1>the order might go out in a slightly later shipment.

0:42:12.960 --> 0:42:14.600
<v Speaker 1>And this was just to try and get stuff out

0:42:14.600 --> 0:42:17.160
<v Speaker 1>of the distribution center to the customer's hands. But on

0:42:17.200 --> 0:42:20.880
<v Speaker 1>the customer side, the customer would receive a partial order

0:42:21.320 --> 0:42:23.520
<v Speaker 1>and look in and say, well, this isn't this is

0:42:23.560 --> 0:42:26.200
<v Speaker 1>only part of what I needed. And these customers might

0:42:26.200 --> 0:42:29.319
<v Speaker 1>be things like, you know, a drug store, so they

0:42:29.400 --> 0:42:31.080
<v Speaker 1>look at an order and say, well, this is like

0:42:31.200 --> 0:42:33.399
<v Speaker 1>half of what I was promised, And they would call

0:42:33.520 --> 0:42:36.680
<v Speaker 1>up a customer representative and say, well, what, where's the

0:42:36.680 --> 0:42:41.040
<v Speaker 1>rest of my order? The problem was that the management

0:42:41.080 --> 0:42:44.360
<v Speaker 1>system was not adequate. It did not actually show the

0:42:44.400 --> 0:42:47.880
<v Speaker 1>customer representatives that the rest of that order had already

0:42:47.880 --> 0:42:51.759
<v Speaker 1>been shipped out. So the customer representatives would do what

0:42:51.880 --> 0:42:54.000
<v Speaker 1>you would imagine they would do. They would place in

0:42:54.040 --> 0:42:58.000
<v Speaker 1>an order to send the rest of that to the customer.

0:42:58.360 --> 0:43:01.759
<v Speaker 1>So essentially that customer would get twice that part of

0:43:01.800 --> 0:43:05.600
<v Speaker 1>their order because the the later shipment would get to

0:43:05.680 --> 0:43:09.040
<v Speaker 1>them and then the reshipment would get to them, and

0:43:09.080 --> 0:43:12.799
<v Speaker 1>this would all be resulting in losses for fox Meyer

0:43:12.880 --> 0:43:15.239
<v Speaker 1>the company. In fact, the problems were so bad that

0:43:15.280 --> 0:43:20.040
<v Speaker 1>they totally destroyed fox Meyer. The company never bounced back,

0:43:20.400 --> 0:43:24.080
<v Speaker 1>and it ultimately had to file for bankruptcy. Then a

0:43:24.120 --> 0:43:28.080
<v Speaker 1>competitor called McKesson came in and purchased all the assets

0:43:28.120 --> 0:43:31.200
<v Speaker 1>of fox Meyer for eighty million dollars. Now that's a

0:43:31.200 --> 0:43:34.480
<v Speaker 1>lot of money, but it's a paltry sum compared to

0:43:34.520 --> 0:43:37.799
<v Speaker 1>the billions of dollars of business that fox Meyer had

0:43:37.840 --> 0:43:41.759
<v Speaker 1>been doing before it overhauled all these systems Now, the

0:43:41.800 --> 0:43:45.040
<v Speaker 1>reason I'm telling you all these stories is really to

0:43:45.160 --> 0:43:49.960
<v Speaker 1>frame how hard these supply chain challenges can be. I

0:43:50.000 --> 0:43:52.640
<v Speaker 1>think it gives us a deeper appreciation for the effort

0:43:52.800 --> 0:43:56.120
<v Speaker 1>that goes into bringing products to market. And that's not

0:43:56.160 --> 0:43:58.360
<v Speaker 1>to say that there aren't tried in true ways to

0:43:58.440 --> 0:44:01.480
<v Speaker 1>keep track of a supply chain and to manage it properly.

0:44:01.719 --> 0:44:06.759
<v Speaker 1>It's entirely possible, and more importantly, it's necessary. Also, I

0:44:06.800 --> 0:44:10.000
<v Speaker 1>think for the right person, supply chain management can be

0:44:10.080 --> 0:44:14.319
<v Speaker 1>a really lucrative career. It's a tech related job that

0:44:14.480 --> 0:44:17.280
<v Speaker 1>is in high demand, even in industries that you wouldn't

0:44:17.320 --> 0:44:21.239
<v Speaker 1>associate with technology. It itself is a tech job. I

0:44:21.320 --> 0:44:24.880
<v Speaker 1>frequently here that among the mani tech jobs out there,

0:44:25.120 --> 0:44:28.600
<v Speaker 1>it's one of the most sought after in the industry.

0:44:28.960 --> 0:44:32.359
<v Speaker 1>So if you're someone looking to be in demand and

0:44:32.400 --> 0:44:36.760
<v Speaker 1>you're incredibly detail oriented and you're really interested in solving

0:44:36.760 --> 0:44:39.640
<v Speaker 1>these kind of logistical problems, this could be a really

0:44:39.640 --> 0:44:42.280
<v Speaker 1>good path to look into. It's something that I would

0:44:42.600 --> 0:44:45.879
<v Speaker 1>really stress that young people who are wondering about where

0:44:45.880 --> 0:44:48.640
<v Speaker 1>they want to go into business, you know, where would

0:44:48.640 --> 0:44:51.440
<v Speaker 1>they fit in that world? It's a good one to

0:44:51.560 --> 0:44:55.239
<v Speaker 1>explore because there is a definite demand for that kind

0:44:55.239 --> 0:44:58.799
<v Speaker 1>of talent um. In fact, some people would argue that

0:44:58.840 --> 0:45:02.040
<v Speaker 1>there is a shortage of that talent right now. So

0:45:02.280 --> 0:45:04.600
<v Speaker 1>that wraps up this episode. I know this was a

0:45:04.680 --> 0:45:07.440
<v Speaker 1>little bit outside of what I usually cover on tech Stuff,

0:45:07.440 --> 0:45:12.840
<v Speaker 1>but because supply chain issues are so important in every industry,

0:45:12.880 --> 0:45:17.360
<v Speaker 1>but in technology in particular, I thought it warranted an episode.

0:45:17.560 --> 0:45:20.560
<v Speaker 1>Thanks again to John Bermudez of trace Link for joining

0:45:20.600 --> 0:45:24.160
<v Speaker 1>the episode and giving us his perspective on things. I

0:45:24.200 --> 0:45:27.200
<v Speaker 1>really appreciate him taking the time to talk with us.

0:45:27.680 --> 0:45:30.520
<v Speaker 1>And if you guys have any suggestions for future episodes

0:45:30.560 --> 0:45:33.840
<v Speaker 1>of tech Stuff, I invite you to send those ideas

0:45:33.880 --> 0:45:36.839
<v Speaker 1>to me. The email address is tech stuff at how

0:45:36.880 --> 0:45:39.319
<v Speaker 1>stuff works dot com, or pop on over to our

0:45:39.360 --> 0:45:43.439
<v Speaker 1>website that's tech stuff podcast dot com. You will find

0:45:43.480 --> 0:45:46.040
<v Speaker 1>links to where we are on social media. Over there,

0:45:46.280 --> 0:45:48.640
<v Speaker 1>you'll find an archive of all of our past episodes,

0:45:48.840 --> 0:45:51.200
<v Speaker 1>and you'll find a link to our online store, where

0:45:51.239 --> 0:45:53.360
<v Speaker 1>every purchase you make goes to help the show. And

0:45:53.400 --> 0:45:56.000
<v Speaker 1>we greatly appreciate it, and I'll talk to you again

0:45:56.800 --> 0:46:03.799
<v Speaker 1>really soon. Text Stuff is a production of I Heart

0:46:03.880 --> 0:46:07.280
<v Speaker 1>Radio's How Stuff Works. For more podcasts from I heart Radio,

0:46:07.600 --> 0:46:10.800
<v Speaker 1>visit the I heart Radio app, Apple podcasts, or wherever

0:46:10.880 --> 0:46:12.400
<v Speaker 1>you listen to your favorite shows.