Let's Talk Supply Chain

Aleen John of FourKites explores hidden yard inefficiencies, network-wide visibility, AI & people, and how smarter yard management can save time and money. IN THIS EPISODE WE DISCUSS: [02.43] How Aleen's supply chain journey began with a failure, and how his experiences at Target, FedEx Ground and Walmart shaped his understanding of how supply chains really operate. "I was an aerospace major and I failed my physics class! So, for the summer, I went to work in a warehouse… and the rest is history." "I call the facilities the center. It's allowed me to pivot and respond with precision." [08.34] Why the yard has remained a major blind spot in supply chain operations, and what businesses are overlooking when they focus on wider challenges, from geopolitical disruption to port congestion, while neglecting what happens within the yard itself. "I dissect supply chain into pre and post pandemic. They're two different supply chains. Leadership attention has always been on international and domestic forces, geopolitical issues, port congestion… but what they keep missing is the trailer sitting in the yard that nobody knows about." "They might not be high ticket issues on day one, but allow them to run across weeks and months – now the invoices are coming in." [13.48] Why problems such as idle trailers, unnecessary movements and missed delivery windows are often symptoms of poor yard visibility rather than transportation or warehouse issues, and the hidden costs of misdiagnosing them. "If carriers are charging you more than market rate to onboard and run loads, go and look at the drivers Google review of your facility… Drivers talk." [19.59] Why interoperability is critical to supply chain visibility, and how connecting systems through APIs and webhooks breaks down data silos to create a more connected, end-to-end view of operations. "It's like giving a student the answers to a test!… We can be a better operation when we know what's headed our way." [24.10] How the conversation around visibility is evolving from simply knowing what's happening to taking action, and how AI is transforming yard management from tracking problems to proactively resolving them, changing the way logistics teams manage and optimize their operations. "We have millions of dashboards, we've seen the problem.. Imagine AI now seeing the problem and, with the right parameters, making an improvement." [27.17] How AI can act as an extra team member, managing routine logistics tasks autonomously around the clock, while operating within business-defined guardrails, and how successful teams identify where human judgement adds the greatest value and when people should step in. "It's a third man in your two-man team – he's there to serve you, not to walk on his own." "Everybody is launching AI, but the businesses that will win are the ones that take the people doing the job into consideration and take their input as the script." [30.47] How improved yard visibility transforms the day-to-day experience for frontline teams, reducing time spent on manual data entry, chasing information and physically checking trailers, so they can focus on productive, value-adding work. "Most people are actually doing more work than they were before because every day our job evolves and something new is happening. We work in a living, breathing industry… But we need time to innovate." [34.55] What customer success stories from Trane, Kimberly-Clark and United States Cold Storage reveal about the significant operational and financial benefits of better yard visibility, and why tackling inefficiencies in the yard can deliver such substantial results. [38.26] What Outcome-as-a-Service means for FourKites, why aligning its commercial model with measurable business results matters, and how this approach transforms the relationship with customers from technology provider to strategic partner. "We start from the outcome the customer is trying to achieve… What are you looking for? We want to take your outcome vision, put it into a technology and show you what's possible." [41.51] What supply chain leaders should rethink about their yard operations, and how businesses can take the first steps towards identifying hidden inefficiencies, quantifying their impact and turning those blind spots into measurable improvements.   RESOURCES AND LINKS MENTIONED: Head over to FourKite's website now to find out more and discover how they could help you too. You can also connect with FourKites and keep up to date with the latest over on LinkedIn, Facebook or YouTube, or you can connect with Aleen on LinkedIn. If you enjoyed this episode and want to hear more great content from FourKites, check out: 563: Go Beyond AI: Discover the Outcome Advantage, with FourKites 550: Discover The Blueprint For Your Autonomous Supply Chain, with FourKites 536: Prevent Supply Disruptions and Protect Revenue, with FourKites 235: Use Real-Time Visibility To Transform Your Entire Supply Chain, with FourKites Check out our other podcasts HERE.

Luke Rundquist of Keller logistics and La'Charles Lindsey of Campbell's share how trust, collaboration and integrated logistics bring supply chains together. IN THIS EPISODE WE DISCUSS: [01.23] La'Charles Lindsey's role at The Campbell's Company, and an overview of the company and what it does. "We're more than just soup!" [02.23] An introduction to Luke Rundquist, his role, and his partnership with The Campbell's Company. [02.58] The challenge The Campbell's Company aimed to address when first engaging Keller, how quickly the new partnership progressed, and why trust is at the heart of it all. "I'm going to keep it simple: who can I trust?... Every time I've asked them to pull a rabbit out of a hat, they've delivered." [05.17] How Keller was well positioned to support The Campbell's Company and the story of how they won back their business. [07.41] How Keller and The Campbell's Company work together day-to-day, balancing seasonal demand, co-packing schedules, replenishment and transportation, and what effective collaboration looks like in practice. [12.27] The downstream impact on The Campbell's Company's supply chain and P&L when warehouse operations, co-packing, transportation and manufacturing schedules are not properly aligned. "Walmart fines us for being late, but also fines us for being early. So we have to find that perfect medium. If things go up stream, downstream suffers." [13.32] How Keller keeps manufacturing, warehousing, co-packing and transportation aligned, ensuring all teams work collaboratively towards the same delivery windows. "The art is in our technology… But we're not set in stone. Those tools help us get to 90%, but when that 10% happens? We're good to go. We'll do anything we have to." [16.48] How Keller evolved from a logistics provider into a trusted Campbell's partner through deepening expertise, ongoing commitment and continued investment in the infrastructure needed to nurture and strengthen the partnership. [18.53] The importance of transparency when evaluating a warehousing, co-packing, repacking or kitting partner, and La'Charles' advice for businesses looking to choose the right partner. [20.19] The value of bringing multiple capabilities together under one partner, rather than managing warehousing, co-packing, repacking and kitting as separate operations. "It streamlines almost everything, from the partnership to the finances." [22.54] The future of the Keller and The Campbell's Company partnership and opportunities for continued growth and collaboration. "We want to do more. The word is: MORE."   RESOURCES AND LINKS MENTIONED: Head over to Keller Logistics Group's website now to find out more and discover how they could help you too. You can also connect with Keller Logistics and keep up to date with the latest over on LinkedIn, Facebook and X (Twitter), or you can connect with Luke or La'Charles on LinkedIn. If you enjoyed the show, we have your next episode lined up: 567: People, Purpose, and Performance: Go Beyond Transportation, with Keller Logistics Group. Check out our other podcasts HERE.

Amit Levy of Made4net explores what they do, creating smarter warehouse technology, scalable WMS, automation and preparing supply chains for the future. IN THIS EPISODE WE DISCUSS: [02.44] Amit's career journey, the founding vision behind Made4net, and his continued passion for the supply chain industry. "Supply chain is the core of our day-to-day. Any product that we buy or consume has some kind of supply chain behind it. So it's exciting to be part of technology that enables and improves the space." [05.45] The market challenges Amit identified when founding Made4net in 2005, why warehouse complexity isn't necessarily determined by size, and his vision to deliver tailored warehouse management solutions for mid-market businesses. "We kept seeing the same problem – companies needed strong warehouse functionality, but the systems that were available were too expensive, too rigid, too hard to implement and maintain." [10.35] An overview of Made4net and its solutions, its role as IKEA's exclusive warehouse management system provider, and its mission for the industry. "The main vision was to enable customers to handle their supply chain from the yard all the way to the customer, and run all of it on a single platform." [15.07] Made4net's key growth milestones, from Gartner recognition to a significant company acquisition, and how these achievements have shaped its evolution. [17.20] Made4net's ideal customer profile, the businesses it's best positioned to support, and where its solutions deliver the greatest value. "The value is really about being able to handle the operational complexity, managing different types of order volumes, growing and scaling, managing labor constraints, and inventory accuracy." [19.44] The importance of technology in modern businesses, and the benefits of consolidating complex tech stacks into a single, integrated system. [21.25] What configurability and scalability mean in warehouse operations, and how rigid technology drives up costs, limits flexibility and increases dependency on external support, rather than empowering teams to adapt as the business grows and evolves. "Configurable means that the system can reflect how the operation works, without forcing every change into a custom code. It means you can adjust workflows, rules, priorities, different types of picking methods or replenishment strategies, or implement and address customer requirements as the business changes." [26.30] What leaders should consider when embarking on a WMS project, from selecting a new system to modernizing an existing one, including key decision-making factors and common pitfalls to avoid. "Don't replicate what you've done in the past. Try to open your mind and see how things can be done in a different way." [31.00] The differing WMS requirements of 3PLs and single-brand operations, and how each approach shapes warehouse management needs, complexity and priorities. [35.26] How businesses can ensure their WMS is ready for automation, Made4net's approach to orchestrating people, robots and systems, and the key differences between a WCS and a WES. "It starts with having clean processes… Robots and automation are powerful, but they need to work together. They don't solve poor process design by themselves." [39.27] The importance of connecting warehouse operations with labor management, yard management and last-mile delivery, and how breaking down silos creates greater visibility, efficiency and coordination across the supply chain. [42.27] A case study exploring how Made4net helped a grocery distributor overcome key operational challenges to improve inventory accuracy and reduce losses, increase labour productivity and optimize shipping routes to cut fuel costs and enhance customer service. [46.05] How customer needs shape Made4net's solutions and product development, and its vision for the future - for both Made4net and the market.   RESOURCES AND LINKS MENTIONED: Head over to Made4net's website now to find out more and discover how they could help you too. You can also connect with Made4net and keep up to date with the latest over on LinkedIn, YouTube or X, or you can connect with Amit on LinkedIn. Check out our other podcasts HERE.

Wes Coleman & Matthew Fehrenbach of Zebra Technologies on automation, frontline workers, supply chain innovation & the future of intelligent operations. IN THIS EPISODE WE DISCUSS: [02.32] An overview of Zebra Technologies today: who they are, what they do, and the challenges they help their customers solve. "We're working every day to make businesses as smart and connected as the world we live in… Our goal is to give organizations enterprise asset intelligence. In a world of supply chain and retail complexity, we're helping our customers bridge the gap between high level strategy and daily frontline execution." [04.43] From new product launches to a pivotal acquisition, the key milestones that have shaped Zebra Technologies since its founding in 1969. [06.38] The acquisition of Motorola Solutions' Enterprise business, what it brought to Zebra, and how it expanded the solutions they could offer customers. "The acquisition instantly doubled our size, and transformed us into an end-to-end workflow solution provider." [07.52] Zebra's technology in action, and how it fits into customers' day-to-day workflows. [12.30] How Zebra's customers approach new technology and automation, balancing enthusiasm for innovation with the practicalities of turning it into tangible results. "Many customers think of things as individual components, like asset tracking with RFID, automating processes with machine vision, or predicting bottlenecks with generative AI. We try to guide them to stop viewing them as separate hardware components and, instead, treat them as an ecosystem." [15.09] From asset tracking and inventory visibility to reduced shrinkage and improved worker engagement, the key outcomes retailers look to achieve with Zebra's solutions. "Often retailers know they have a problem, they know what the problem is, but they're ensure what the options are for a solution." [17.16] What asset tracking means for Zebra and its customers, and the value it delivers to their operations. [18.29] An overview of Zebra's machine vision solutions and how they help customers improve quality, accuracy and operational efficiency. [21.33] The ideal customer profile for Zebra Technologies and the operational challenges its solutions are best placed to tackle. [23.14] Why Zebra champions an 'augmented workforce' approach, empowering frontline workers through technology and exploring how humans and automation can work together to improve operational performance. "Up until a few years ago, being replaced was a real concern for workers. But we've seen that change. Now workers have great tech in their pocket, in their car, at home. And when they get to the workplace they also have an expectation for excellent technology." [26.28] The evolving landscape of supply chain and frontline operations, the challenges and opportunities shaping the industry, and how customer priorities have shifted over the past five years. "Customers are asking for orchestration and, five years ago, that meant something completely different." [32.07] Looking ahead, Zebra's vision for the intelligent supply chain and the role it aims to play in helping customers realize that future. "The future of retail supply chain is about removing that dock door – both figuratively and literally." RESOURCES AND LINKS MENTIONED: Head over to Zebra's website now to find out more and discover how they could help you too. You can also connect with Zebra Technologies and keep up to date with the latest over on LinkedIn, Facebook or YouTube, or you can connect with Wes or Matthew on LinkedIn. Check out our other podcasts HERE.

Kris Gosser & Tim Meester of Shipium explore the four eras of freight audit, AI startups, the control era, and how Always-On Audit impacts your bottom line. IN THIS EPISODE WE DISCUSS: [02.39] Freight audit and pay's 120-year history, the problem it was originally created to solve, and why its fundamental approach has changed so little over time. "Early on, it was about checking a bill against a tariff. Then, industry's got deregulated, things got more complicated, and the tools and processes got better – but the starting line never moved." [05.46] The four eras of freight audit – Payment, Audit, Data and Control. [12.35] How the traditional gain-share audit model works and why it can create incentives around recurring carrier billing errors. "The model rewards finding over fixing… You can't audit your way out of a problem you keep shipping into." [16.51] Why, despite seeing the same freight billing errors recur for decades, the industry has yet to address their root causes, and what has prevented a shift towards a more proactive, upstream approach. "The technology in the 90's was built for the assumptions of the simplicity of the network… Now we have an infinite set of destinations, an infinite number of SKUS and permutations of packaging… parcel went from 4% to 40% of your volume – and the technology never caught up." [23.51] What the new wave of AI-powered freight audit startups are genuinely improving, and why they're the last chapter of the data era rather than the beginning of a new era. [29.34] The distinction between knowing that a shipment was wrong and being able to do something about it while the shipment is still in motion, and why timing matters so much in freight spend. "We're moving from archeology to forensics." [37.42] The 'control era' – what changes when you move from auditing shipments after the fact to actively controlling them in real time, why the control era requires the system of record for shipping data, and the importance of upstream visibility in preventing errors before they occur. [43.31] How Shipium Compass and Always-On Audit work together to drive customer success, what logistics and transportation leaders should be doing now, and the key capabilities to look for when investing in technology. "It's managing your carrier spend and the finance side of it, but it's also your carrier relationships. How do you create clarity and reduce friction?" [50.44] What becomes possible when the industry moves beyond 120 years of looking backwards through freight audit to proactively controlling shipments, preventing errors, and shaping outcomes before they happen.   RESOURCES AND LINKS MENTIONED: Head over to Shipium's website now to find out more and discover how they could help you too. You can also connect with Shipium and keep up to date with the latest over on LinkedIn, or you can connect with Kris or Tim on LinkedIn. If you enjoyed this episode and want to hear more from Shipium, check out : 564: Discover Why Peak Season Is A Margin-Making Event, Not An Ops Event, with Shipium 502: Current Success vs Future Potential: Finding the AI Balance, with Shipium 491: 2028 – Shipium Counts Down to the AI Revolution 299: Modernize Your Ecommerce Supply Chain, with Shipium Check out our other podcasts HERE.

Scott Jennings of Anaplan talks about operationalizing AI in planning, eliminating latency tax, the shift to autonomous multi-agent systems, & your next steps.  IN THIS EPISODE WE DISCUSS: [02.52] Scott's role at Anaplan, what they do, and their ideal customer profile. "If you're not collaborating, you're going to get stuck in siloes - and that's what we hear from companies time and time again. It's that ability to collaborate with your peers, and with all the different technology that's available, that determines success or failure." [04.38] From use case selection and success criteria to cost, why – despite huge investment in AI experimentation – many organizations are still struggling to demonstrate tangible business value, and why 2026 is the year of change when it comes to businesses moving from AI experimentation to proving ROI. "Companies are beginning to ask questions, about trade offs – did they pick the right use cases to experiment with AI? They're not sure. Did the experiment work, and can it be scaled?  They're not sure. And then the bill comes, and it turns out that tokens are expensive." [08.10] What 'AI ROI' actually looks like in planning, and the metrics executives should be looking at to know whether an AI investment is genuinely paying off. "Finance talks a lot about working capital, but the moment you move to supply chain you're talking units. Bringing those two concepts together, so you can understand the financial impacts across the board instantly, is what's been driving most of the AI projects I've seen." [12.18] Why planners are often reluctant to rely on AI recommendations, and what organizations need to do to move from a 'black box' to a more explainable, transparent approach. [15.56] Why 'AI for AI's sake' can actually create more problems, and why it's critical to ensure your data is ready for AI use. "When you think about AI, you want to think about what's going to drive the big metrics that are important to your organization, and then work backwards. What you don't want to do is just start running AI projects… sometimes the cost is higher than running the exact same project with humans!" [20.17] The importance of real-time planning, the cost of the 'latency tax' when decisions are delayed because data, teams and systems aren't connected, and how significant that impact can be for large organizations. "You can lose 5 cents on every dollar due to decision delay. And that's millions of dollars for a large company." [23.43] Why a common business ontology and semantic layer are critical in helping AI understand how demand, supply, inventory, capacity and financial outcomes are connected to drive more effective results. "Ontology is a map of your business that AI can use to better understand how it operates, because AI needs to be told a lot about your business to be effective." [26.40] How an AI system can move from identifying a change in demand to understanding its implications for things like bills of material, plant capacity, lead times, inventory buffers and ultimately the P&L. [30.09] How organizations should think about combining probabilistic AI – for things like demand sensing and pattern recognition – with deterministic calculation engines for financial math, rules and governance. [34.48] How the role of the planner shifts when AI stops simply answering questions and begins continuously monitoring the business, generating scenarios and routing exceptions for people to act on. [37.23] Multi-agent AI systems – what a world of specialized AI agents look like in a planning environment, and where humans should remain in control. [41.11] What organizations should be looking for in a planning platform, and the importance of capabilities like an embedded calculation engine, business-owned models, connected data and native AI. "From an agentic AI perspective, you have to have a deterministic and scalable calculation engine with purpose built supply chain planning models that are connected to all relevant internal and external sources." [44.05] How organizations can identify a high-value planning use case, prove ROI quickly, build trust and scale AI across the enterprise.   RESOURCES AND LINKS MENTIONED: Head over to Anaplan's website now to find out more and discover how they could help you too. You can also connect with Anaplan and keep up to date with the latest over on LinkedIn or YouTube, or you can connect with Scott on LinkedIn. If you enjoyed this episode and want to hear more from Anaplan, listen to 514: Turn Strategic Planning Into Retail Profitability, with Anaplan or 499: Navigating the EV Revolution, with Anaplan. Check out our other podcasts HERE.

Bryan Keller of Keller Logistics Group talks about what they do; preserving a family-business culture; & the challenges & innovations defining logistics.  IN THIS EPISODE WE DISCUSS: [02.22] Bryan's journey in the Keller family business, from summer internships to CEO. [07.07] Keller's near 50-year history, how and why the company was founded, and the biggest turning points that transformed Keller from a trucking company into a full logistics provider. [11.47] An overview of Keller – who they are, what they do, and how they help their customers. "I've looked at customer diversification, service diversification, geographic diversification – all for us to remain a privately-owned company for the next 100 years." [15.27] The ideal client profile for Keller Logistics Group. [17.29] The challenges customers typically see day-to-day, and how Keller supports them through disruption. "The reasons for the disruptions are different, but they cause the same issues… You've just got to know how to react to that volatility, and create solutions for your customers where they can have a variable cost structure. Because no-one wants to pay for a truck that's not working or empty concrete." [18.47] Keller's approach to working with customers to tackle challenges and design the right solutions. [20.16] A case study exploring how Keller helped a key client find the right balance between spot price and dwell time to save them $800,000. [22.15] The most exciting logistics innovations changing the landscape right now, and in the future. "What's exciting is the data we now have… It's taken a lot of noise out of the equation, so we can now really work on making the supply chain more efficient. Where we need to go next – dynamic scheduling." [25.41] What differentiation looks like for Keller and how that, in turn, creates competitive advantage for their customers. "Our go-to-market strategy is: how can we save our customers money? How can we create that raving fan?!... Some of our competitors are looking to generate margin, looking at each deal as a one-off, not as a lifecycle." [28.43] Why Keller's mission centers their people and community just as much as their customers, and how they preserve a family-business culture as the organization grows. "It's the Keller 'Circle of Life' – we deliver for our people, they deliver for our customers, and we give back to the community to enrich as many lives as possible." [33.07] The challenges and potential technology innovations that will shape the future of logistics. "What's AI going to bring to the table?" RESOURCES AND LINKS MENTIONED Head over to Keller Logistics Group's website now to find out more and discover how they could help you too. You can also connect with Keller Logistics Group and keep up to date with the latest over on LinkedIn, Facebook and X (Twitter), or you can connect with Bryan on LinkedIn. Check out our other podcasts HERE.

Michael Rentz of Gnosis Freight talks about where organizations are quietly losing money & moving beyond visibility to turn logistics data into cost savings.  IN THIS EPISODE WE DISCUSS: [02.50] Why logistics technology is still treated as a cost center, rather than something that can directly improve margin, and how to make that shift. "If you have the right teams, mindsets and technology partner, you can get to a point where it's not a cost center, it's a growth center." [07.49] What changes when a supply chain leader starts looking at logistics data through a P&L lens rather than an operational one. "During the pandemic, for the first time probably ever, we had CFO's asking: "What the hell is demurrage and detention?!" [11.27] Where companies are typically losing money in their logistics operations. "A lot of enterprises have had to make up a for a lack of reliability, and that translates into carrying more inventory… How much it costs to move goods is also at a premium." [15.07] How you connect operational events – like a delayed container, missed free time or an inefficient dray move – to their actual impact on landed cost, the value of data, and the problem with the 'flaw of averages.' [17.58] How, from documentation to communication, small operational issues can easily multiply to become significant margin problems. "A best in class standard for an international logistics team is 'Did we hit budget?' I'm not familiar with people asking 'Did we beat budget?' "Your most valuable assets – your people – are being asked to do the exact same task in a slightly different way 50 times a day. How much better could the system be running if you freed up that headspace for them to think critically on behalf of the business?" [19.51] Why we need to think differently about KPIs and budgets if we're going to see supply chain as a value driver not a cost center, and where team priorities fit in. "You have to get teams off the back foot, from a defensive to offensive posture; get them back into doing the work that's actually in their job description." [27.46] How better data can help resolve invoice errors and help companies identify and recover money they're currently leaving on the table. "Invoice discrepancies shouldn't be a driver for profitability or growth, you should always get what your bargained for… AI has unlocked a huge amount of capability when it comes to reconciling matching invoices. The key unlock for us is having the underlying data." [30.41] The key metrics you should put in front of a CFO to prove that better logistics data is delivering a real financial return, and how Gnosis helps customers, through data science, tooling and service, with an outcome-first approach. [40.26] Finding the balance between AI and tribal knowledge, why it's important to think about how dynamic your data really is, and why context is critical. RESOURCES AND LINKS MENTIONED: Head over to Gnosis Freight's website now to find out more and discover how they could help you too. You can also connect with Gnosis and keep up to date with the latest over on LinkedIn, Instagram, Facebook and X (Twitter), or you can connect with Michael on LinkedIn. If you enjoyed this episode and want to hear more from Gnosis Freight, check out 559: From AI Hype to Business Value: The Future of Supply Chain Intelligence, with Gnosis Freight. Check out our other podcasts HERE.  

Geoff Tamman of Shipium & Dean Freson of ODW Logistics talk about reframing peak season as a margin question; simulation; network redesign; & demand surcharges.  IN THIS EPISODE WE DISCUSS: [03.08] Why peak planning conversations are almost always about capacity, labor, carrier commitments – but much less often about margins. "It's an overlooked topic, until it's too late… A small rounding error in August is multiplied exponentially in December – that one penny becomes millions." [05.25] People, systems, or carriers – the first thing that breaks on your worst peak day. "Peak is a four letter word, but the real four letter word is cost. Those peaking surcharges, volume tiers… How are you managing those components, to ensure you're putting the right capacity in the right carrier in the right method, to manage cost structures and margins?" [07.52] What you can still influence in October, and what's already locked in. "If you haven't already, take a second look and audit your contracts." [11.20] When you hit peak, the network runs hot and volume triples; the cost per parcel changes first, and what often surprises people. [12.52] Managing demand surcharges, and what cost can look like at different times of year. [16.44] How you can determine whether you're making money during peak, instead of waiting to find out in February. [18.25] The signals to look at in the first week of peak that tell you whether the network is still economically healthy, rather than just keeping up with volume. "Start to pay attention to the lanes, the origins and destinations." [22.36] How much a 'good' routing or rating decision matters when you're processing millions of parcels, and what happens when that decision gets slower or less accurate. "'Good' isn't good enough. You need precision, alerts and alarms and all those things. But, more so, you need a system and services that are looking at all at these micro decisions and asking: If you're doing a million units a day and one is off, why is that one unit off?" [25.54] The peak decisions Dean would simulate now before committing to them, rather than discovering the answer later down the line. "Having the ability to simulate helps us make a business decision rather than a gut reaction, and understand the impact financially." [30.44] The operational improvement that has had the biggest measurable impact on cost per parcel at ODW, and how they identified it. [31.34] What last peak taught Dean that changed ODW's network design. [33.35] Which parts of last year's peak network Geoff and Dean would redesign today with everything they know now. "Understanding exactly how the carrier volumes and mix plays into the peak surcharge, and how it's calculated. Last year we didn't have all the same tools we have available today, so we're in a better place now with Shipium as a partner." RESOURCES AND LINKS MENTIONED: Head over to Shipium's website now to find out more and discover how they could help you too. You can also connect with Shipium and keep up to date with the latest over on LinkedIn, or you can connect with Geoff or Dean on LinkedIn. If you enjoyed this episode and want to hear more from Shipium, check out: 502: Current Success vs Future Potential: Finding the AI Balance, with Shipium 491: 2028 – Shipium Counts Down to the AI Revolution 299: Modernize Your Ecommerce Supply Chain, with Shipium Check out our other podcasts HERE.

Matt Elenjickal of FourKites talks about AI: key roadblocks to keeping exec buy-in; focusing on outcomes, metrics & shifting from automation to execution. IN THIS EPISODE WE DISCUSS: [02.52] The mindset shift needed in AI and new technology, and why the real question isn't "What can AI do?" but "What outcome am I accountable for?" "In my role, I talk to a lot of supply chain leaders. And every leader is accountable for an outcome, not a capability. So a VP of supply chain isn't measured on whether or not they've adopted AI – they're measured on whether the product is arriving on-time, in-full, and at the right cost." "Most conversations start with technology and work backwards." [05.40] The difference between optimizing an individual task and optimizing an end-to-end business outcome, and why an outcomes-first approach is so important as companies invest more heavily in AI. "Teams are optimizing in siloes, and that doesn't add up to C-Level outcomes." [11.00] Why applying AI to internal data often hits a ceiling, and the role external data plays in making AI genuinely effective. "The ceiling is the context. So when you work with your internal data, you're only optimizing what you know. You have no idea what's happening outside… But there are a lot of external factors that are impacting your supply chain." [14.26] Why the conversation is shifting from AI that automates to AI that actually executes, the difference between the two, and how executives should rethink their AI strategy if they want measurable business outcomes rather than isolated productivity gains. [16.51] Why, as AI takes on more execution, traditional business metrics don't tell the full story, and why 'invisible success' is a real challenge for leaders. "When you think about traditional metrics, they count what happened. But when you think about prevention, it's measuring what didn't happen. And it's very hard for a CFO to credit something that didn't happen." [21.03] The new metrics organizations should be looking at to understand AI's real impact. [23.43] What a successful AI-enabled operating model looks like when everyone is measuring the right outcomes. "Start with the people. With the right model, they'll stop firefighting and start leading." [28.32] From 'the pilot trap' to data readiness, the biggest barriers preventing organizations from realizing the full value of AI, especially when it comes to buy-in, and how FourKites tackle them. [32.50] How unrealistic expectations or poor implementation lead to loss of executive sponsorship. "Sponsorship survives when you set the floor, not the ceiling." [34.56] Matt's advice for executives trying to maintain board confidence as they scale AI initiatives. [37.28] What the most innovative organizations are doing today that others haven't caught up with yet, and what's next. "They've stopped talking about tools." [40.22] Matt's big predictions for the future of enterprise AI.   RESOURCES AND LINKS MENTIONED: Head over to FourKite's website now to find out more and discover how they could help you too. You can also connect with FourKites and keep up to date with the latest over on LinkedIn, Facebook or YouTube, or you can connect with Matt on LinkedIn. If you enjoyed this episode and want to hear more insightful content from FourKites, check out: 550: Discover The Blueprint For Your Autonomous Supply Chain, with FourKites 536: Prevent Supply Disruptions and Protect Revenue, with FourKites 235: Use Real-Time Visibility To Transform Your Entire Supply Chain, with FourKites Check out our other podcasts HERE.