[00:00] Radu Palamariu:
Hello and welcome to the leaders in supply chain podcast, I am your host Radu Palamariu, Managing Director of Alcott Global. Our mission is to connect the supply chain ecosystem by bringing forward the most interesting leaders and topics in the industry, and I am happy to have with us today, Sami Naffakh, who is the EVP & Chief Operations Officer of Arla Foods. Arla is the farmer-owned dairy cooperative with around 11,200 farmers in seven countries which has a unique impact on strategy: Arla has to deal with the 14 billion liters of milk produced by its farmers annually and is the fourth largest dairy company in the world with respect to milk volume. Sami Naffakh joined Arla Foods in January 2018, leading a team of 13,000 colleagues based across more than 70 dairies, 120 distribution centers, and operations in five continents. His responsibilities include Arla’s manufacturing and logistics operations worldwide, global procurement of goods and services as well as support functions like quality and food safety, health and sustainability. Sami has worked for some 25 years in FMCG and has held leadership roles within businesses such as Unilever, Reckitt Benckiser, Danone, and Estee Lauder prior to joining Arla. Sami, thanks a lot for taking the time, and it’s a pleasure to have you with us today.
[01:21] Sammi Naffakh:
Thanks for having me on your podcast, it’s a pleasure to be here, and I’m very happy to have the discussion with you.
[01:28] Radu Palamariu:
Maybe. Let’s start first with a little bit about yourself because you had a very interesting career in supply chain and you have a versatile background. You have successfully transitioned across several FMCG brands, several geographies, and you worked on multiple continents. Tell us about that.
[01:53] Sami Naffakh:
From a personal standpoint, I have melted cultural background and I’ve been moving quite a lot with my parents when I was a child. I guess that created some attraction for moving and discovering new stuff. Having said that, I actually started pretty slow. I was actually in the same location for the first 7 years of my career but then it got accelerated. I would say geographical mobility and functional mobility was always a wish. That is something I really wanted to do out of curiosity and also to discover new things and learn new things. The corporate mobility and the changes from various companies were more a question off between opportunities but in all cases that’s proved to be great in terms of learning, but also in terms of driving agility and adaptability, I guess it’s like everything. The more you practice and the more you learn from past mistakes, the better you get at it.
[03:05] Radu Palamariu:
That’s for sure. In terms of you as the COO of Arla, I wanted to touch upon some mind-blowing numbers. You’re the fourth largest milk producer or processor in the world. Tell us a little bit about the scale of complexity of that supply chain- dealing with 14 million liters of milk per day.
[03:31] Sami Naffakh:
Yes. You’ve said a lot already in your introduction Radu but you’re right. It says about 14 billion liters of milk on a yearly basis and that’s about 38 million per day. As you said, allies are cooperative, which means that we don’t control the demand on one side but we don’t control the supply on the other side either. The way the cooperative works is that we are obliged to take every drop of milk which is produced by every farmer on a daily basis. We have to make the best of that to use and create the most value of that milk for farmers, which were then given back through the price of milk that we pay. It is a pretty large scale and complex organization. As you’re saying, in my scope, I have procurement on both direct and indirect, having said that excludes milk due to the nature of the co-op. Like other FMCG, our game is not to pay the lowest price for the milk but to pay the highest price for the milk, it’s a dedicated organization, it’s a large scale manufacturing organization, and as you’re saying, as you said in your introduction, there are about 75 plants, 60 of them are in Europe, mostly in northern Europe. The rest is in our international markets. It’s a large logistics and transportation organization. We have about 100 and 20 distribution centers. We also have a huge fleet of trucks. We collect the milk, we transport goods between our factories and our distribution centers, and we also transferred from the distribution centers to the customers. It’s a lot of kilometers that we’re driving on an annual basis. Then, of course, there are all the support services that come together with operations, planning, safety, quality in food safety, engineering, etc.
[05:29] Radu Palamariu:
I’d like to ask you just to drill a little bit deeper because you’re set up on specifically the point off you are looking to pay the most that you can because ultimately you work for your farmers actually, and the fact that you have to manage the complexity and the certainty of not controlling the demand. What are some of the challenges that come with that? How do you navigate it?
[05:57] Sami Naffakh:
It’s putting the finger on what it is exactly the year, the key challenge of that business, and you have to look at this in three horizons, the first one is the purely operational horizon wishes on almost real-time. At least on the database, you have to look at the flows of milk that are coming through and decides how you’re going to use your available assets and capacity to make the most value out of that milk. There’s some forecasting on both the demand and supply but this is not a precise exercise. There’s always some volatility and some differences between the actual demand and the actual flow of milk you get versus what you had forecasted which you have to be able to react very quickly and where it gets very difficult. Of course, you can do this by having a huge amount of available capacity but that is very costly, and there is not a high margin business, so you want to reduce that available capacity to a minimum so that it doesn’t cost you too much. But you want to have enough to be able to manage that daily volatility that you have, so that’s a pretty complex exercise. On the tactical and strategic horizon, it’s all about, making some bets about where do you see the demand evolving? Where do you see the consumer is moving to? Where do you see the markets, especially on the commoditized, more on the commodity side of things moving too, and therefore investing in the right capacity in the right assets at the right time, bearing in mind that it takes, which if we make the investments we’re gonna make a mozzarella which I know you’re gonna come back to, it takes 18 to 24 months before between the time you decide to go for something and the time you get that capacity available. You have to be pretty forward-looking and again, you can’t afford to get it wrong because if you get it wrong this becomes frequently extremely costly.
[07:24] Radu Palamariu:
Spilled milk, literally. I know you mentioned that. I was sharing before we went online that, I’m gonna ask you, you mentioned in the article that you published on Linkedin the cost of spilled milk and the cost of wasting. I know that you have a very interesting case on that and maybe you can share it with our listeners. I think you already have some very tangible results in terms of savings that you’ve managed to pull out of driving opts, excellence and efficiencies in your supply chain. Maybe we can touch upon that now.
[08:32] Sami Naffakh:
Yes, if you want to. As I said, this is a pretty low margin business. We play on the number of segments, we do have a branded business which by essence is more profitable. But we also have a lot of private label business and also some commodity businesses. Those are pretty thin on the margins, so we can’t afford to have a lot of inefficiencies and ineffectiveness and as a result, we are relentless in trying to identify and eradicate all sources of waste that we can have and that’s material waste, milk waste, but also product waste, energy waste, and efficiency waste. You can name it as much as you want and the approach we’re taking is always the same. That’s what I’m going through in that article on LinkedIn and the first step is really to understand the rights granularity. Where do we waste and why do we waste? That’s easily said, but that’s not easily done, especially when you have a large scale and complex operation with a lot of plans and within each plan, a lot of processes and technologies and the way we’ve been doing this is really free leveraging, digital capabilities, big data, and analytics. We had to create an architecture of IoT where we could get information, almost real-time, on the points where we believe we are wasting and create an infrastructure to collect the data, structure it, uniformize it, and analyze it to drive action. There has been a pretty intensive work we’ve been going through over the last 18 to 24 months which is really paying off as we’re speaking. The second pillar that we’ve been actively working on is really effective collaboration between the various entities in the business so that we have better forecasting and responsiveness. How do we work better between our commercial friends who are planning the demand and dealing with customers on the markets and our milk friends who are dealing with the flow of milk and forecasting and managing what’s happening on the farm side so that we try to be as proactive and as responsive as possible in managing the unforeseen and the volatility on both demand and supply? And the last thing which you are alluded to is really to work on the empowerments and train and give new tools to people on the shop floor but also to give him the power to make the right decisions at the shortest interval time possible. A lot of work really in training, driving the capabilities and empowering people on the shop floor to drive action in real-time.
[11:36] Radu Palamariu:
I want to probe a little bit on this last point because it’s ultimately the crux of all changes. It is the people and their mindset that are usually the hardest to change, not the technology. Technology is available but people need to use it and use it well. Can you give us an example of how you managed to do that in Arla? How did you drive it? Do you have a certain way of encouraging people to fail? How did you inculcate that culture of ownership and responsibility in Arla?
[12:17] Sami Naffakh:
I would articulate this around three main areas. That’s something that we call the line centric organization, the CEO in Arla Foods and something we’ve been working on together with the Boston Consulting Group. The three main components of it is first to put the line or the shop floor back at the center of attention and that is related to servant leadership. We had to change a bit the mindset in our operations, where the people in the line or in the warehouse shop floor are not there to serve others to achieve their objective, it is the other way around. The shop floor is the center of attention and everything which is gravitating around it, is there to serve them and that should be the obsession. That seems obvious but at least in the case of Arla this was quite a paradox in the change. What you do on your processes and your admin stuff and you’re fancy stuff that you like working on etc. Forget about it as long as it doesn’t help and support the people who are driving the day to day, hour by hour operation on the shop floor in both factories and logistics operation. That’s the first point and that’s more kind of mindset and leadership change. The second thing was to recreate, as I said, line centric organization where we created cells using, putting together operators but also maintenance technicians which we pulled out of their officers and put directly on the line to work in a team with the operators. People working on the continuous improvements. People work in the quality and this group owns an asset, so they can be on the line or a couple of lines or an area in the warehouse and they’re responsible, accountable and empowered to drive the performance on the area that they’re responsible for. You already give the power back to the shop floor and you empower them. Of course, you trained them and you give him new tools to be able to succeed in that quest. The last thing I would say is that we’ve reduced the time interval where we’re saying everything that can be resolved by this team that I’ve just mentioned in their shift has to be resolved there without any kind of escalation, of reporting whatever to anybody else. What you can fix and what you consort in your time interval you do so and you fully empowered and trained to do so and only what goes beyond the time interval of a shift has to be escalated, and then we do the same on a daily basis and then we do the same on a weekly basis. We move from everything that has to be reported to management and then that goes into the operator, then you scratch the surface of the top problems but you don’t fix the immense majority of the problems to fix everything in different time intervals. Again that seems to be easy to understand conceptually, in the ways of working it is quite a radical change but that is very powerful.
[15:28] Radu Palamariu:
Thanks for sharing, could not agree more. Especially the point with giving empowerment to the people of solving things by themselves. Fundamentally, it sounds like a very obvious thing to do but in fact, when those people were used to wait for the decisions to be made at management level and maybe the management like you said the other night minds, the changes to empower the shop floor put it at the center versus the management using them is kind of too late. Big shifts and I would say that most companies are a lot of companies, a lot of manufacturing companies don’t have yet to make that shift. In some ways, it’s kind of companies are forgetting to put the consumer at the center of what they do and being getting too lost at the level of internal politics which also happens a lot and I’m sure your friends can attest to that and that’s why they have a lot of business because we tend to forget the fundamentals. I’m very happy that you should be a very practical example and I’m sure it wasn’t easy for you, but I am happy that it worked out. I want to now go to the point where you brought up briefly on the Mozarella plant, I think it’s in Branderup. It is a big investment for you, it is close to 90 Million. What’s the long term strategy? Why is it important for Arla as a company?
[17:01] Sami Naffakh:
Yes. This is a perfect example of what I was referring to before where we have to make some strategic decisions on where do we believe, what do we best own and where do we believe the value for the milk is going to be created in the future. In the case of mozzarella, actually, it was pretty simple. If you look at the mozzarella markets, the global demand is booming and that’s primarily driven by the piece of the market. Pizza is using 95% of mozzarella which is produced worldwide and the pizza market is booming, especially in the emerging markets. But even if you look at Europe, it’s expected to grow double digits in the next three years. There’s a huge demand growth on the mozzarella worldwide and at the same time. Even though we have competitors who have also announced an investment in mozzarella recently Glandy in Ireland and Terra there on a couple of areas to name just a few. We know that even with these investments the global capacity is not gonna be sufficient to support the expected growth. From a demand versus capacity standpoint, the picture seems to be clear and on top, mozzarella is really an area well, cheese in general and mozzarella, in particular, is an area where we do believe we have real expertise and some pretty unique products. Some strong R&D and production know-how, some unique products that we can offer to the customers and which we know are highly appreciated. When you put the two together and considering that our current assets on the mozzarella have been completely over-utilized already, it was a straightforward decision.
[18:51] Radu Palamariu:
I didn’t know this. I never thought about this. Definitely, there are more people eating pizza. That’s a good thing. I also like pizza but definitely good for you. I also know that you have some pretty big relocation projects that are being done at the moment. You have a couple of changes over cream production lines. You are also shifting from your site in Saudi Arabia and you have a site in Riyadh to a new site which is located in Bahrain. These are not easy to do, especially in any context, especially in the context of the product that you have which is, of course, you need to take into account safety and regulation and health and a lot of other criteria. When you do a massive relocation, what are some of the biggest challenges that you need to take into account to make it successful?
[19:52] Sami Naffakh:
It’s a very good question. Before I answer the question just to give maybe a bit of background to the audience, the reason why we’re doing those transfers is because we’ve acquired recently a new factory in Bahrain which we bought from Mont Elise and that factory already has some values which are under the craft license that we also keep but the Middle East is a very big market for us. And currently, until we had purchased that new operation, we were shipping about 80% of the product out of two factories in Denmark, one located in the cave front, the other is located in a different area. The rest was coming from the plant in Saudi that you mentioned in Dania. Having a new state of the art operation located locally was a no brainer, interest of proximity, agility, reactivity, responsiveness, etc. That’s why we decided to do the obvious which was to relocate the volumes that we currently produce in Denmark to that new plants in Bahrain. Having said that, are you’re saying that this is the principal is pretty straightforward. Doing it correctly is not that straight forward. Your question, when I thought about it, there are four main points that came to my mind. The first one is obviously to keep the product organically consistency, you’re dealing with foods. You know that people are very much attached to given taste and consistency and experience. When you move from one factory to another factory and when you start changing bits of the process, even though it might be similar, it’s never exactly the same. Then you’re gonna use different materials because you’re gonna source materials, materials locally and self-sourcing them in Europe. All of that can create some change in the customer experience and the consumer experience. That’s what we have to minimize because clearly you want to have a product which is as close as possible as to what people are used to and what they like. It’s possible So that’s the first challenge. The second one is during that transition, you want to keep customer service at the highest level and you don’t have any disruption. So how do you make sure in the whole transition process that this is as smooth as possible, keeping in mind that you can’t have it too long or too secure otherwise it will cost you too much? Where do you put to trigger between making it efficient and effective without taking a risk and customer service would be a second challenge, The third one is, of course, that plant in Manama that we’ve acquired is going to be a huge change for them. We’re going to be doubling, more than doubling to begin with but that plant is currently producing about 25,000 tons and it is going to get 200, 000 tons in the next four years. We’re going to have a credible production in the next few years. That’s a massive change but that plant producing is not like a green field. We have to implement those changes and install this new equipment and recruit all the new labor, etc without disrupting the current operation which is again a significant challenge. Last but not the least, obviously, this comes with some implications for the size in Denmark who will see a significant amount of volumes moving out so we have to carefully and sensitively manage the consequences on that side of the pond.
[23:49] Radu Palamariu:
That’s a message to four times more that is indeed mind-blowing numbers from 25,000 tons to 200,000 tons. That gets me to the next question, cause I’m actually curious and I think I’m speaking for a lot of other people in the audience. You have an incredibly strong presence in the Middle East manner region, Middle Eastern Africa region. That’s your largest year market outside of Europe. How did that come about? Why do you have such a strong share of the market there?
[24:27] Sami Naffakh:
It’s an interesting one. The main reason is history, to be honest, but you’re right. The Middle East and Middle Eastern Africa is our largest international market. It’s about seven hundred million euros of turnover these days and they are still growing very fast. That is very critical to the business because it’s a fast-growing business but it’s also a fairly profitable business reason being that most of the products we sell in the Middle East are branded and obviously the margins on bread and the products are better than on private label or commodities. Now back to your question. Arla started its presence in the Middle East a long time ago. It started, believe it or not, in the 1950s with the import of low back, the better brands. Why did somebody start importing lower back in the Middle East, in Saudi in the 1950s? I don’t exactly know. But there is a long track record of history and then Dania Foods our subsidiary in Saudi was actually established in the 1977s almost 50 years ago. That’s from the history of presence, it means that we have a strong knowledge of the market, strong knowledge of the players, strong stand in the business community and that clearly helps a lot of those markets every specific. You need to understand how they work. You need to understand the consumers, need to understand the customers. You need to understand how the business is conducted. I think we have all of that. That’s translating, having a very strong product portfolio both in terms of relevance and quality which is driving the growth that we are still experiencing.
[26:18] Radu Palamariu:
I want to come back a little bit to the two points that you’ve mentioned that mattered a lot in terms of the result you’ve gotten so far, which was point number one is increasing the visibility and the quality of insights that you’ve got from the data around your supply chain and production and manufacturing in the point number two, which was a better alignment between supply and demand. So I wanted to link those two points and ask you, did you use certain tech innovations in particular that helped you get to those two points better? Was there some specific tech in supply chain innovations that you used that you could mention?
[27:04] Sami Naffakh:
I would mention quite a few. We did and we’re still because that’s obviously a never ending program. But we didn’t invest quite heavily in IoT and in process controls from which we could gather data. We did invest a lot in creating your data hub where we could collect normally collected harmonized data. Then we did invest in a number of analytical tools whereby we could use this data and convert it into something we could use to drive action. Quite some work there. A lot of investment in automation and stuff like a machinery and robotics, it is nothing new. But we also invested a lot in AGV, automated guided vehicles that if you walk in one of four factories these days you’d hardly see, especially in the main ones. You’d hardly see any material movements or palate movements through people or through manual forklift trucks. You see a lot of AGVs running across the whole factories driving and bringing materials through the lines and taking the finished goods out of the lines and putting them into racks and taking them in the racks and driving them to the loading bay. Quite a lot of investment in ultimitizing the flow of goods and this is more exploratory, but we were doing quite a lot of work into looking at automation in logistics. I would look at it in two ways. One is invested in the systems, for having a continuous optimization of routing to minimize the number of kilometers that we run. We also have invested in some systems to optimize the field rate of the trucks. We’re looking at, like everybody else, so were looking at optimizing trucks and self driving trucks, not something we’re yet piloting, but something we’re working on with a number of structure players. The one thing that we’re piloting in cities and especially Copenhagen is electrical trucks instead of fuel driven trucks. A wide range of investment in new tax and new tools.
[29:37] Radu Palamariu:
That brings me to the question around ecommerce because it’s changing basically, consumer behavior is changing, demand behavior has changed pretty much everything, actually, and it’s just continues to grow. We’ve had Black Friday, the Alibaba Singles’ Day and it’s again blown all records this year. How is the e-commerce channel affecting Arla?
[30:05] Sami Naffakh:
To be honest, today, not hugely and this is for two reasons. The first one is that Arla is not having any business consumer, direct consumer business. We do ecommerce, but we do it to retailers through the retail.com websites. The second reason is that in the food industry, ecommerce is still marginal. I think it’s about 3% of our turnover through three retailers. UK, being the biggest market where it’s close to 10% but it’s still a small portion. Having said that, your right e-commerce comes with, even when he goes through retailers, it comes with a number of challenges in terms of volatility and complexity. If you bear in mind that’s a lot of our products are fresh and have very short shelf life, this is something which you know we can only deal with through a better responsiveness. We can’t simply because of short shelf life. We can’t build up huge inventories to cover for any unexpected demands from e-commerce. It’s all about being more agile and more responsive.
[31:23] Radu Palamariu:
Moving the discussion a little bit to the human side, into the talent side and basically to selecting people and picking the right and picking the winning teams. Are there certain principles that you follow when you’re choosing, selecting, and retaining talent in your leadership teams?
[31:48] Sami Naffakh:
That’s a very interesting question. If I’m looking at the way, what I’m looking for when I’m recruiting a new leader or the way I assess people that I have in my organization. The first thing I would look at is the mindset, has the person got the right mindset in terms of can do and we’ll do in terms of driving solutions rather than just raising problems, in terms of looking at new ways and new opportunities rather than just looking at what’s been done in the past and the way we’ve been working the past and somebody who’s a self starter. Mindset to me is very important because this is what’s going to drive the rest of the work. The second thing I’m looking at is the ability to embrace and drive change. This is about being able to engage the organization to work effectively with the people, to set the direction and to get the organization behind the direction, driving the sense of purpose, driving the sense of priority, ancestral. Is that person able to drive change but not as a person but across his organization with his people? It’s not very effective to have a leader running in front and then no one behind him.
[33:08] Radu Palamariu:
That’s not a leader, that is taking a walk.
[33:14] Sami Naffakh:
Exactly. I don’t need the experts. We have a lot of expertise in the organization from a technical standpoint and also from a conceptual standpoint, we really need to know. What we need is people who can get the other organization with him in the right direction and related to this. We need people who are people focused. This is always tricky because if you have to drive changes and if you have to drive improvements, it always comes with a bit of attention. I’m not looking for people who want to be friends with everyone but I’m looking for people who can have the right balance between pushing and pulling, who are obsessed with continuously developing their organization, their people and who were effective in communicating and engaging. Communication is a more critical capability that we need to have in leaders. If you don’t communicate properly, you don’t create the sense of engagements purpose and urgency you need and therefore you don’t get people behind you and therefore you get stuck quickly. So that ability to listen and to communicate both ways which is one way to give you a message. But the other way is to listen to what people have to say and to take into consideration is quite critical. The last one I would mention that I’m always looking for people who have a good balance between a strategic mindset. Who can see not just today and tomorrow but also the day beyond tomorrow. Who can drive the direction for the next few years, having pretty high operational acumen because everyday we have to execute flawlessly and we have to deliver the day to day performance.
[35:09] Radu Palamariu:
In a very personal question to you because you’ve managed successfully to transition. You were 10 years in Unilever, then you went to Reckitt Benckiser for five years, then you were in Danone five years and you were in Estee Lauder, which is not quite a different business than Reckitt Benckiser. Are there certain principles that you follow to help you navigate to a new company to form a new team, adapt and make it successful?
[35:51] Sami Naffakh:
Yes. There’s some differences and there are commonalities. It’s a very broad question that we could say we spend a lot of time on it but if I’m trying to summarize it, it’s a question of I think building on your past experiences, successes, but also failures and I’ve not always been successful. I’ve made some mistakes and some failures and you have to learn from them, using your past experience and looking at what is coming now, what you can leverage in the new business in new context, together with the ability to learn and to adapt to the new circumstances. When you get in a new industry or in a new business, you have to understand how this works. How this works in terms of the way the business is run, how it works in terms of the way of the industries is like the playing field, but also the internal culture. What makes people tick? What’s the history? What happened in the past? What’s the local culture, etc. When you move from an American listed company which is still run as a family business, I use the loader to Scandinavian,very cooperative. You’re in a complete different playfield and you have to take the time to understand what you can leverage and what is the past stuff that you can play with and what is the new stuff that you have to adapt to and to learn.
[37:31] Radu Palamariu:
Final question for me, Sami. Looking back on your career which has been long and very successful one. What would that be pieces of advice that you found most useful to you from your mentors that you followed?
[37:51] Sami Naffakh:
I would say the first one that comes from a mind is to keep learning. It’s always, things change. You might move from different environment as we just said and you have to be able to learn and adapt. The world is changing super fast. Respectively, the industry way we ran supply shed today is very different from what it was 5 to 10 years ago. The ongoing digital revolution is going to change again very fast. I’m pretty sure that you know the way we’re gonna be operating in 3 to 5 years is going to be very different from the way we operate today. If you want to stay in the game and if you don’t want to be getting into lagging, then you have to constantly learn and adapt to this new reality. You have to have the willingness and the mental agility to be doing so that would be my first piece of advice. Be curious, that would be the second one and that’s also related to learning. Be curious about what’s happening not only in your business, not only in your company, not only in your industry, but beyond this, because there might be a lot of good stuff, which can be applicable to what you’re doing. Look outside, connect network, read, be open to the words and be curious. The last one is pretty much what I try to do in my career is to try to broaden the experience, and the sooner you do, the better. Try to broaden your experience functionally, discovering new fields and new areas road. Broaden it geographically because it’s a fantastic experience and say it’s a fantastic learning to go on roads and be confronted with different ways of working in different cultures. I would also advise to go to different companies because you experienced different operating models and different corporate culture was also build your overall skill sets and adaptability.
[40:08] Radu Palamariu:
Thanks for sharing. All are very valuable points much appreciate all the examples and case studies and for the very good sharing session that we had today. Good luck in the next projects, relocation projects, the mozzarella plant and looking forward to it to buying some more of the Arla product to use it on my own pizza. It’s been a pleasure to have you with us today, Sami.
[40:37] Sami Naffakh:
Thank you very much for your interview Radu. It’s been a very enjoyable time from my perspective.
[40:43] Radu Palamariu:
Thank you for listening to our podcast. If you liked what you heard, be sure to go to www.alcottglobal.com and click the podcast button for all the show notes of the interview. Also subscribe to our mailing list to get our latest updates first. If you’re listening through a streaming platform like iTunes, Spotify or Stitcher, we would appreciate a kind review. Five stars work best to keep us going and our production team happy and of course share it with your friends. I’m most active on LinkedIn, so feel free to follow me, and if you have any suggestions on what to do and who to invite next, don’t hesitate to drop me a note. If you’re looking to hire top executives in the supply chain or transform your business, of course, contact us as well to find out how we can help.