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9 episodes with kuehne nagel
2 episodes with kuehne nagel
2 episodes with kuehne nagel
2 episodes with kuehne nagel
2 episodes with kuehne nagel
2 episodes with kuehne nagel
Entre Trump qui souffle le chaud, le froid et le napalm sur les marchés, une Fed sous tension, une guerre commerciale qui fait du yo-yo, et une macroéconomie qui ressemble à un asile de fous... on essaie de comprendre où on en est (et où on va... peut-être...). ➡️ Analyse sans filtre, humour (parfois noir), chiffres clés, géopolitique, et beaucoup de second degré — comme toujours. ➡️ Attention : ici, on ne fait pas du journalisme de courtoisie. On dit ce qu'on pense. Même si ça pique.
Send us a textNavigating today's complex manufacturing landscape demands unprecedented supply chain resilience. This eye-opening conversation with Barry O'Dowd (Kuehne+Nagel) and Kamal Aluwalia (Resilinc) reveals why robust supply chains matter more than ever—particularly for semiconductor capital equipment.The semiconductor industry operates at extraordinary precision, with equipment working at scales as small as five nanometers—roughly 1/18,000th the width of a human hair. This precision makes these multi-million dollar tools exceptionally vulnerable during transport, requiring meticulous handling across tens of thousands of miles between manufacturing and installation. With leading-edge fabs costing up to $20 billion, equipment failures or delays can trigger catastrophic financial consequences.Our experts explain how companies are reimagining resilience through sophisticated data analysis, multi-tier visibility, and proactive risk management. Barry shares how Kuehne+Nagel's risk mitigator tool brings together all supply chain stakeholders to identify vulnerabilities and implement mitigation strategies—expertise developed during their flawless delivery of over 2 billion COVID vaccines. Meanwhile, Kamal describes how Resolink helps organizations leverage AI to anticipate disruptions across 40 different risk categories, from natural disasters to financial instability.The conversation offers practical advice for strengthening your own supply chain: understand your end-to-end process, engage with experienced partners, and adopt a first-principles approach to reimagining resilience with current technology. As global uncertainties continue mounting—from geopolitical tensions to extreme weather events—supply chain resilience isn't merely about risk avoidance; it's becoming a strategic competitive advantage.Kuehne+NagelTrust Semicon Logistics by Kuehne+Nagel to navigate even the most demanding supply chain challenges.Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the showBecome a sustaining member! Like what you hear? Follow us on LinkedIn and TwitterInterested in reaching a qualified audience of microelectronics industry decision-makers? Invest in host-read advertisements, and promote your company in upcoming episodes. Contact Françoise von Trapp to learn more. Interested in becoming a sponsor of the 3D InCites Podcast? Check out our 2024 Media Kit. Learn more about the 3D InCites Community and how you can become more involved.
Send us a textThe 3D InCites Member Spotlight episode features exclusive conversations with industry leaders at IMAPS Device Packaging Conference 2025, exploring the cutting-edge of semiconductor packaging innovation and domestic manufacturing expansion.• Rex Anderson of Micross details their RESHAPE program funding and Integra acquisition, establishing them as North America's largest domestic OSAT• Calvin Cheung of ASE explains how advanced packaging enables AI infrastructure while reducing power consumption by 40-60% through vertical power delivery. He also describes silicon photonics emerging as a game-changer for data transmission, using light instead of electrons for faster, more energy-efficient signal integrity• Keith Felton of Siemens discusses digital twin technology allowing early predictive analysis during package prototyping to prevent costly downstream engineer change orders - or ECOs.• Vahid Akhavan highlights PulseForge's photonic debonding technology partnerships for clean, high-yield wafer release• Bernd Krafthoefer and Florian Lechner, ERS Electonic representatives, share insights on their new European competence center and sub-micron photonic debonding capabilities for 300mm wafers.Join us next week as we explore supply chain resilience in the semiconductor capital equipment sector with Barry O'Dowd from Kuehne+Nagel and special guest Kamal Aluwalia, CEO of Resilinc. Learn more about member benefits at 3DInCites.com/memberships.IMAPS Device Packaging ConferenceInterconnects for Tomorrow's Applications Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the showBecome a sustaining member! Like what you hear? Follow us on LinkedIn and TwitterInterested in reaching a qualified audience of microelectronics industry decision-makers? Invest in host-read advertisements, and promote your company in upcoming episodes. Contact Françoise von Trapp to learn more. Interested in becoming a sponsor of the 3D InCites Podcast? Check out our 2024 Media Kit. Learn more about the 3D InCites Community and how you can become more involved.
Episode Notes Get ready for an exciting episode of Talent Experience Live as we revisit last year's unforgettable IAMPHENOM conference with special guests Claudia Harms, Global Talent Management Expert at Kuehne+Nagel, and Phenom's own John Deal. Claudia shares her talent management success using Phenom and reflects on her favorite sessions, networking moments, and — of course — the best of Philadelphia. Looking ahead to IAMPHENOM 2025, John Deal gives us the inside scoop on what's new this year — from fresh topics and industry insights to can't-miss experiences. If you're still on the fence about attending, this episode is packed with insights, highlights, and expert advice to help you decide. Get notified for all upcoming TXL episodes here: https://www.phenom.com/talent-experience-live
Tea Time with Talent Acquisition is proudly sponsored by Peritus Partners - Peritus Partners - Next Generation Recruitment ------------------------------ It's a New Year and a new season of Tea Time with Talent Acquisition and what better way than to start with a brilliant chat I had with Edward Segond von Banchet, the Head of Talent Acquisition at Kuehne+Nagel. Coming from a truly impressive career that started all the way back in the late 90s, Edward has seen it all across Agency, RPO and Internal. He has worked across teams known all too well from Huawei, SAP, AT&S and now of course Kuehne+Nagel. As we begin the year Edward shared what Talent Leaders should be focusing on in January 2025 and beyond. We cover everything from reshaping the talent function and pipeline development to what technologies we could be using to our advantage. Leading a team? Then this episode is for you! Feel free to find Edward here - Edward Segond von Banchet | LinkedIn ------------------------------ If you find this topic interesting or have an idea about a future topic in which either you would like to speak yourself or would like us to cover, please reach out to the host, Eden here - Eden Whitcomb | LinkedIn Thank you for supporting our project, if you liked what you heard then we would appreciate if you could drop us a review or rating! #podcast #recruitment #talentacquisition #hiring
*Hosted by Andrei Palamariu*In this episode, I had a great conversation with two amazing leaders, Jörg Junghanns and Matthias Hodel from Capgemini and Kuehne + Nagel, respectively, discussing the partnership between the two organizations focusing on supply chain orchestration. We talked about the partnership's inception, emphasizing its global scale and the integration of logistics and supply chain operations.Discover more details here.Questions I asked:Can you share with us how the partnership between Capgemini and Kuehne+Nagel started?How does the partnership come together to add value to the clients?How do you practically manage all the data that you have from both Capgemini and Kuehne + Nagel?How do you see AI or Generative AI work within this partnership and add value to the end client?What's your take on the topic of sustainability, and how do you approach it? How can you help supply chain executives with risk management or disruption management?How do you see the partnership going forward?What are some of the main things that the listeners should remember and take with them after listening in terms of the partnership between Capgemini and Kuehne + Nagel?Follow us on:Instagram: http://bit.ly/2Wba8v7Twitter: http://bit.ly/2WeulzXLinkedin: http://bit.ly/2w9YSQXFacebook: http://bit.ly/2HtryLd
In this special episode recorded live at Web Summit 2024, I'm joined by Mahe Bayireddi, the visionary CEO and co-founder of Phenom, a global leader in AI-powered talent experiences. As AI becomes a transformative force across industries, the HR sector is at a pivotal crossroads, and Phenom is leading the charge in redefining the future of talent management. With a mission to help a billion people find the right work, Phenom's innovative solutions are already benefiting companies like DHL, Kuehne+Nagel, and United Airlines, helping them hire faster, develop talent more effectively, and retain employees longer. In our conversation, Mahe shares his unique insights on navigating the rapidly evolving landscape of AI regulations, including the complexities of the National Privacy Bill and the EU AI Act. We discuss why understanding these regulations is crucial for companies before implementing AI solutions and how ethical considerations play a key role in shaping the future of AI in HR. Mahe dives deep into how Phenom's award-winning GenAI solutions are driving efficiency, productivity, and employee satisfaction while addressing the challenges of balancing automation with human oversight. We also explore Mahe's vision for the future of HR and the role AI will play in creating more personalized, data-driven talent experiences. What does the rise of GenAI mean for HR professionals, and how can organizations adapt to these changes while remaining compliant? Join us for a thought-provoking discussion on the future of AI in HR, the regulatory hurdles ahead, and how companies can embrace this technology responsibly. Tune in for an insightful conversation that explores the intersection of AI, regulation, and the evolving world of work. What are your thoughts on the balance between innovation and compliance in the age of AI? Share your perspectives, and don't miss the latest from Web Summit 2024. Useful Links www.phenom.com www.iamphenom.com
David De Jong First Appearance On The Pod - Nazi Billionaires, #127 - AppleDavid De Jong First Appearance On The Pod - Nazi Billionaires, #127 - SpotifyDavid De Jong is a Dutch historian and investigative journalist.Early in his career, he found himself in New York reporting for Bloomberg on hidden fortunes and the power of family offices all across the world - it was during this job he discovered a nondescript €18,000,000,000 German family office…David eventually pulled that thread all the way back to the upper echelons of the Nazi partyThis led him to move to Berlin and embark down a 4 year investigation into the dark and dusty vaults of Germanys corporate pst.What he uncovered was Nazi wealth that has endured to this day which has its tentacles wrapped around many companies that you and I consume or interact with on a daily basis.Today, we recorded a brief addendum to the story, David published in Vanity Fair recently a story of Kuehne + Nagel, one of the worlds largest freight forwarding companies, that is listed on the Swiss exchange, but a very German company indeed.The podcast is about the central role Kuehne + Nagel played in the Third Reich. The politics of memory in Germany and the son of Kuehne + Nagel founder, Klaus-Michael Kuehne who is germanys richest man, the largest shareholder of Kuehne + Nagel and until today, still denying the companies dark origins. Link To Nazi Billionaires BookLink To Vanity Fair Article
With supply chain disruptions becoming more the rule rather than the exception, shippers are looking for solutions that are more cost-effective, agile, and reliable. While Sea-Air is not a new solution, it has become a more attractive one for its potential savings in time, money, and carbon emissions. What should businesses know about leveraging the sea-air solution for their supply chain? Robin Knopf and Leo Qvarnstrom of Kuehne + Nagel give us their takes on why any business can take advantage of sea-air. For more information: https://us.kuehne-nagel.com/en/-/services/sweet-spot-between-air-and-sea-freight?utm_source=podcast&utm_campaign=PF1SeaAirUSInboundLogistics_Magazine2024&utm_medium=paidsocial DO YOU WANT TO RESPOND TO THIS EPISODE? Call our Dialog Line: 888-878-3247 DOWNLOAD THE NEW INBOUND LOGISTICS APP featuring the updated and expanded Logistics Planner! Available on iTunes and the Google Play Store: bit.ly/ILMagApp bit.ly/ILMagAppGoogle Are you a #logistics Thought Leader that would like to be featured on the Inbound Logistics Podcast? Connect with me on X: @ILMagPodcast Email me: podcast@inboundlogistics.com Connect with Inbound Logistics Magazine on LinkedIn: https://www.linkedin.com/company/inbound-logistics Follow us on Twitter: www.twitter.com/ILMagazine Like us on Facebook: www.facebook.com/InboundLogistics Catch our latest videos on YouTube: www.youtube.com/inboundlogistics Visit us at www.inboundlogistics.com
My guest today is David Wedaman.David began his career as an accountant at Arthur Anderson. He then left to go into the transportation industry, and after his first stop, David was a co-founder in Mark VII, which he and his partners grew to $800 million in annual revenue. After this business was taken public and sold in the late 1990's, David founded Retrans, which he and his team built into 32 branches across the United States with sales of more than $500 million a year and sold to global logistics company KUEHNE+NAGEL.Thank you so much for listening. This is a great episode about entrepreneurship, fighting bureaucracy, how times are changing, how to scale, community involvement and how to make an impact in the communities you live in plus much more.Please enjoy this week's episode with entrepreneur David Wedaman.
Send us a Text Message.The semiconductor industry supply chain continues to capture attention as general awareness about the importance of semiconductors in our everyday lives grows.The news of global expansion and ongoing delays of new fabs coming online is constant. But have you ever stopped to think how complicated it is to outfit a fab with its highly calibrated, sensitive equipment? There are many moving parts to consider – both figuratively and literally. In this episode, Françoise von Trapp leads a conversation with Barry O'Dowd of Kuehne+Nagel; Kevin Mille, of KLA, and Emerald Grieg, of PTW Group to discuss what it takes to successfully move a piece of semiconductor equipment from the supplier to the manufacturer. The speakers discuss trade compliance and logistics challenges, the proper approach to packing and crating sensitive equipment, and how to ensure safe transportation. They discuss the differences between moving new equipment from an OEM, and secondary equipment from a broker. They also share stories of when things didn't go exactly to plan, and what they learned from the experience. Listen in and learn: What you should consider when you're ready to move a toolWhat you need to know about trade compliance issuesWhat to do if the customer is not ready to receive the tool The importance of communication and collaboration throughout the processThe importance of using specialists who understand the complexities of semiconductor equipment and partsAnd more… Contact Our Panel on LinkedIn: Barry O'Dowd, Kuehne+Nagel Emerald Grieg, PTW Group Kevin Mille, KLA Kuehne+NagelTrust Semicon Logistics by Kuehne+Nagel to navigate even the most demanding supply chain challenges.Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the Show.Become a sustaining member! Like what you hear? Follow us on LinkedIn and TwitterInterested in reaching a qualified audience of microelectronics industry decision-makers? Invest in host-read advertisements, and promote your company in upcoming episodes. Contact Françoise von Trapp to learn more. Interested in becoming a sponsor of the 3D InCites Podcast? Check out our 2024 Media Kit. Learn more about the 3D InCites Community and how you can become more involved.
Freight insurance has become more important for shippers given increased geopolitical, environmental, economic and emerging risks facing supply chains. In this Talking Transports podcast, Shannon Schmidt, Nacora International Insurance Brokers' president of North America, joins Lee Klaskow, Bloomberg Intelligence senior transportation and logistics analyst, to share her insights on an often overlooked part of international trade. The global marine cargo insurance market is expected to grow at a compounded annual growth rate of 5.9% to $34 billion between 2024-32, according to Astute Analytica. Schmidt breaks down the insurance implications of the crisis in the Red Sea and the collapse of Baltimore's Frances Scott Key Bridge in March. Nacora is a division of freight forwarder Kuehne + Nagel.See omnystudio.com/listener for privacy information.
El operador logístico suizo Kuehne+Nagel y Fundación ONCE han firmado un convenio Inserta que permitirá la incorporación laboral de nuevos profesionales con discapacidad en la plantilla de la compañía logística y de transporte.Escuchar audio
Sat, 02 Mar 2024 19:04:04 +0000 https://morningbull.podigee.io/857-new-episode 11cd2b41749a105687894500fee79a3f full Ce qui s'est passé en Suisse et dans le monde merveilleux de la finance... no Swiss Bliss,Swissquote,Morningbull,Bourse,Finance,UBS,Alcon,Straumann,Kuehne Nagel Thomas Veillet et Vincent Ganne vous proposent un tour d'h
Ben Gordon and Joe Lynch discuss getting Clarity in a Dangerous World. Ben is the Founder of Cambridge Capital (private equity), BGSA (M&A advice), and the Logistics Coalition (humanitarian aid). Ben is hosting the BGSA Supply Chain Conference that will be held January 24-26 in Palm Beach, Florida. About Ben Gordon Benjamin Gordon is the Founder and Managing Partner of Cambridge Capital. He draws on a career building, advising, and investing in supply chain companies. Benjamin has led investments in outstanding firms including XPO, Grand Junction, Bringg, Liftit, and others. As CEO of BGSA Holdings, Benjamin has spent his career investing in and helping to build supply chain and technology companies. Benjamin led the firm's efforts, advising on over $1 billion worth of supply chain transactions. Benjamin has worked with firms such as UPS, DHL, Kuehne & Nagel, Agility Logistics, NFI Logistics, GENCO, Nations Express, Raytrans, Echo Global, Dixie, Wilpak, and others. Prior to BGSA Holdings, Ben founded 3PLex, the Internet solution enabling third-party logistics companies to automate their business. Benjamin raised $28 million from blue-chip investors including Morgan Stanley, Goldman Sachs, BancBoston Ventures, CNF, and Ionian. 3PLex was then purchased by Maersk. Prior to 3PLex, Benjamin advised transportation and logistics clients at Mercer Management Consulting. Prior to Mercer, Benjamin worked in his family's transportation business, AMI, where he helped the company expand its logistics operations. Benjamin received a Master's in Business Administration from Harvard Business School and a Bachelor of Arts degree from Yale College. About Cambridge Capital Cambridge Capital is a private equity firm investing in the applied supply chain. The firm provides private equity to finance the expansion, recapitalization or acquisition of growth companies in our sectors. Our philosophy is to invest in companies where our operating expertise and in-depth supply chain knowledge can help our portfolio companies achieve outstanding value. Cambridge Capital was founded in 2009 as the investment affiliate of BG Strategic Advisors (www.bgsa.com), the advisor of choice for a large, growing number of supply chain CEOs. Cambridge Capital leverages BGSA's unique approach to strategy-led investment banking for the supply chain. BGSA is known for its work helping companies achieve outsized returns via targeted acquisitions and premium sales processes, and has worked with category leaders such as UPS, DHL, Agility Logistics, New Breed, NFI, Genco, Nations Express, Raytrans, and others. Our relationship with BGSA gives us deep market expertise, access to outstanding deal flow and people flow, transactional capabilities, additional resources, and a powerful core competency in the supply chain sector. The Partners and Advisory Board members of Cambridge Capital have diverse backgrounds with complementary technical, operating, and financial expertise. The Cambridge Capital team has spent their careers building, growing, and advising outstanding companies in the supply chain sector. They include former leaders of UPS Logistics, Ryder Logistics, ATC Logistics, APL Logistics, Kuehne + Nagel, and other globally recognized firms. Cambridge Capital's professionals know what it takes to build great companies. Key Takeaways: Clarity in a Dangerous World Ben Gordon and Joe Lynch discuss the following topics: Ukraine/Israel Logistics Coalition Down freight market Failure of Convoy Future of tech-centric freight brokerages Technologies / Tactics / Partnerships that will give companies a competitive edge The BGSA Conference is the industry's only CEO-level conference focused on all segments of the supply chain. Over 300 of the top CEOs in the logistics and supply chain space attended this year's conference to discuss technology, strategy and deals. BGSA Holdings specializes in providing strategy-led M&A advisory services for leading CEOs in the supply chain and technology sector. BGSA has a track record of executing over 50 deals for clients, who rely on them for trusted and experienced transaction advice. Cambridge Capital is a private investment firm focused on investing in high-growth, tech-enabled supply chain companies, encompassing the logistics, transportation, distribution, and supply chain-related sectors. Learn More About Clarity in a Dangerous World Ben on LinkedIn Ben on Twitter Cambridge Capital on LinkedIn Cambridge Capital BGSA BGSA Supply Chain Conference Logistics Coalition The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube
Benjamin Gordon, the founder and Managing Partner of Cambridge Capital, leverages his extensive career in building, advising, and investing in supply chain companies. With a remarkable track record, he has led investments in top-tier firms like XPO, Grand Junction, Bringg, and Liftit, among others. Prior to founding Cambridge Capital, Benjamin established BGSA Holdings as a global leader in M&A within the supply chain sector, overseeing transactions worth over $2 billion. His entrepreneurial journey includes founding 3PLex, a pioneering Internet solution for third-party logistics companies, which later got acquired by Maersk. Throughout his career, Benjamin has advised major industry players like UPS, DHL, Kuehne & Nagel, among others. He holds a Master's in Business Administration from Harvard Business School and a Bachelor of Arts from Yale College. Beyond his professional endeavors, Benjamin is an active civic leader dedicated to fostering community engagement, having founded GesherCity and contributed to various non-profit organizations and boards, showcasing his commitment to philanthropy and leadership.SHOW SUMMARYIn this episode of eCom Logistics Podcast,HIGHLIGHTS[00:02:05] Looking back at the past 12 months in the logistics industry[00:06:39] Signs that things are starting to get better in the industry[00:08:42] The impact of bankruptcies on correcting supply and demand imbalances[00:11:00] Positive outlook due to more favorable interest rates and inflation stabilization[00:13:28] Examples of companies with moats: Green Screens and ReverseLogix[00:19:13] Advice: Companies should focus on doing one thing extremely well[00:22:45] Examples of companies doing an outstanding job in their field: Green Screens and ReverseLogix[00:29:42] BGSA Supply Chain Conference aims to gather top industry leaders[00:33:35] Invitation-only event, but open to inquiries for invitations[00:38:51] The conference will take place in Palm Beach, Florida.QUOTES[00:03:38] "Too much capacity chasing too little demand is one of the consequences of the cyclical nature of the logistics industry."[00:19:53] "The most successful companies tend to be doing one thing extremely well."[00:22:35] "Focus on doing one thing really well and become a leader in that area."Find out more about Benjamin Gordon in the link below:LinkedIn: https://www.linkedin.com/in/bengordon18/
Harry Drajpuch and Joe Lynch discuss leading a logistics biz turnaround. Harry is the Chief Executive Officer of Amware Fulfillment, a Staci Company. Throughout his long, successful career, Harry has led multiple logistics business turnarounds. About Harry Drajpuch Harry Drajpuch is the Chief Executive Officer of Amware Fulfillment, a Staci Company. Harry Drajpuch is a 30+ year logistics industry executive with a breadth of executive management experience. Prior to being appointed CEO at Amware Fulfillment in December 2017, he was COO of the firm, responsible for technology and the performance of 8 nationwide fulfillment centers. Prior to Amware, Drajpuch was President and CEO at Weber Logistics, where he had full P&L responsibility for 15 distribution centers and a large regional truckload fleet. Drajpuch also served as COO at third-party logistics provider, Kane Is Able, and has held senior operations roles at Kuehne & Nagel and Con-Way. About Amware Fulfillment Amware Fulfillment provides order fulfillment services to help growing omni-channel brands scale without limits. Our focus is on direct-to-consumer order fulfillment, processing millions and millions of B2C orders per year from 18 fulfillment centers across the U.S. Brands leverage Amware's fulfillment expertise and nationwide distribution network to achieve world-class fulfillment, with none of the capital requirements. Amware works with businesses that ship at least 50,000+ orders a year and need to prepare for hyper-growth. As part of the worldwide Staci Group, Amware can offer global fulfillment from 81 fulfillment centers across the U.S., Europe and Asia. Key Takeaways: Leading a Logistics Biz Turnaround Amware Fulfillment, a Staci company is a third-party logistics (3PL) provider. It provides a wide range of services to help businesses of all sizes with their fulfillment needs. These services include: Warehousing: Amware Fulfillment has a network of warehouses across the United States, where it can store clients' products. This allows clients to reach their customers quickly and efficiently, no matter where they are located. Order fulfillment: Amware Fulfillment picks, packs, and ships client orders. It also provides a variety of shipping options, so clients can choose the one that best meets their needs. Returns processing: Amware Fulfillment processes client returns quickly and efficiently, so clients can get their products back on the market as soon as possible. Inventory management: Amware Fulfillment helps clients track their inventory levels and make sure they have the right products in stock at the right time. Customer service: Amware Fulfillment provides excellent customer service to both its clients and their customers. It is always available to answer questions and resolve any issues that may arise. Technology: Amware Fulfillment uses state-of-the-art technology to help clients with their fulfillment needs. This includes its proprietary warehouse management system (WMS), which helps clients track their inventory levels and orders. Scalability: Amware Fulfillment can scale its services to meet the needs of businesses of all sizes. Whether clients are a small business with just a few orders per day or a large enterprise with thousands of orders per day, Amware Fulfillment can help. Reliability: Amware Fulfillment is a reliable partner for businesses of all sizes. It has a proven track record of success in helping businesses with their fulfillment needs. Affordability: Amware Fulfillment offers affordable services that can help businesses save money on their fulfillment costs. Flexibility: Amware Fulfillment is flexible and can work with businesses to create custom solutions that meet their specific needs. Amware Fulfillment is committed to sustainability and environmental responsibility. It uses a variety of green initiatives in its warehouses, such as energy-efficient lighting and recycled materials. Learn More About Leading a Logistics Biz Turnaround Harry Drajpuch | LinkedIn Amware Fulfillment | LinkedIn Amware Fulfillment website Amware Video Overview eBook: The 7 Deadly Sins of B2C Fulfillment Episode Sponsor: Wreaths Across America Wreaths Across America Radio - Wreaths Across America Episode Sponsor: Greenscreens.ai Greenscreens.ai's dynamic pricing infrastructure built to grow and protect margins. The Greenscreens.ai solution combines aggregated market data and customer data with advanced machine learning techniques to deliver short-term predictive freight market pricing specific to a company's individual buy and sell behavior. The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube
Wall St ended Friday's session on a high, with the key indices each adding over 1% and the Dow Jones jumping 2.1% as investors welcomed a mixed payrolls report with an unexpected rise in unemployment and a slowdown in annual wage growth, all signs that the Federal Reserve's aggressive rate hike action is taking effect on cooling economic growth in the US. In May, the US economy added 339,000 jobs in a sign that the booming labour market in the US remains strong, however unemployment increased to 3.7% from 3.4% which was one of the fastest increases in unemployment since early in the pandemic. Some of the increase in unemployment could be driven by mass layoffs in the technology sector that have seen over 200,000 workers lose their jobs this year across the big and smaller tech names.Over in Europe, markets closed higher on Friday as investors responded to US lawmakers passing a bill to raise the US debt ceiling and cap government spending for 2-years, just days before the potential default deadline date. The STOXX600 rose 1.5% led by mining, oil and gas stocks all rallying. Germany's DAX rose 1.25% on Friday, the French CAC added 1.87% and, in the UK, the FTSE100 rose 1.56%.OPEC+, a group of global oil producers, met in Vienna on Sunday to discuss output policy to stabilise oil prices which have been battered down in recent times by weakened demand out of China. At the meeting on Sunday, OPEC+ reached an agreement to extend output cuts announced in April this year of 1 million barrels per day into 2024 amid price instability of recent times and the potential for excess supply.On the local index, Friday's trading session ended the week on a positive note as the ASX closed 0.48% higher on the last trading session of the week, buoyed by a sharp rally for materials stocks on a rise in the price of iron ore. Consumer staples and health care stocks were the sectors that underperformed the local market on Friday.What to watch today:Ahead of the local trading session, the SPI futures are anticipating the ASX to open the first trading session of the week up 1.06% on the back of the global rally that ended last week on a positive note.On the commodities front this morning, crude oil is trading 3.31% higher at US$74.10/barrel, uranium is up 1.87% at US$54.60/pound, gold is up 0.11% at US$1949.63/ounce and iron ore is up almost 1% at US$105.50/tonne.On the foreign exchange front, AU$1.00 is buying, US$0.66, 92.51 Japanese Yen, 53.17 British Pence and NZ$1.09.Taking a look at economic data, Germany's trade balance data is released today for April with the market expecting a decline in trade surplus to 15.1bn euros from 16.7 billion euros as the economy entered into a recession in recent weeks.Trading Ideas:Bell Potter has increased the price target on Wisetech Global (ASX:WTC) from $60 to $74.25 and maintain a hold rating on the leading global provider of logistics software solutions following increased growth outlook for the company on the back of assumed greater penetration or success in both customs and compliance and landside logistics markets. This follows the announcement of a global customs rollout with Kuehne Nagel – the largest sea-freight forwarder in the world, and the acquisition of two landside logistics companies this half.And Trading Central has identified a bullish signal on Reece (ASX:REH) following the formation of a pattern over a period of 34-days which is roughly the same amount of time the share price may rise from the close of $18.32 to the range of $19.15 to $19.35 according to standard principles of technical analysis.
This week, Dina Pokedoff shares how as the first SVP of Communications in North America for a company with over 13,000 North American employees she gets to build something from the ground up and make a difference. Dina shares how grit and resilience prepared her for this role as well as for her passion for being a triathlete. In this episode you will learn: How being part of a global communications team requires you to tell the story both inside and outside the company to a large audience including: media, communities, partners, external stakeholders, prospective employees, and existing employees. Making sure that when you have the opportunity to take a leadership role and want it, to take it. Understanding that one of the best ways to get promoted is to be known and be seen. Diversity also includes diversity of perspective and that companies that embrace diversity have a competitive advantage from an organizational standpoint. 24 Hour Challenge: Go through your connections on LinkedIn and reconnect with a few people that you haven't spoken to in awhile. About Dina Pokedoff: Dina Silver Pokedoff, APR is a driven and results-oriented senior brand and communications executive and an empowered female leader in the communications industry. Dina currently is Senior Vice President, Communications for Kuehne+Nagel North America , one of the world's leading logistics companies. At Kuehne+Nagel, Dina is responsible for establishing, driving and executing the regional communications strategy. Most recently, Dina was Director of Corporate Communications at Trinseo, a global, specialty material solutions provider, established as a spinoff of Dow. Prior to Trinseo, Dina was Director of Brand, Reputation and Influence at Saint-Gobain North America, one of the world's largest building materials companies and manufacturers of innovative material solutions. At both, she spearheaded internal and external communications including employee communications, external philanthropic partnerships, brand strategy and external relations activities including media relations, social media, website and reputation/crisis management. Dina lives in Chalfont, Pennsylvania with her husband Mark, their two beautiful children Benjamin (14) and Ava (8) and their dog Silkey (a cavalier/cockapoo). When not working, she loves keeping fit through her passion for Peloton (bike and tread) and competing in triathlons. Dina has also been a performer for most of her life singing in musicals, a cappella groups and choirs. An avid reader and pop culture fan, she enjoys streaming the latest shows and is thrilled to be introducing her children to the love of Broadway, taking them to see as many shows as possible. You can connect with Dina in the following ways: Website: https://us.kuehne-nagel.com/ Business Facebook: https://www.facebook.com/KuehneNagelGroup LinkedIn: https://www.linkedin.com/in/mmassaro/ Twitter: https://twitter.com/Kuehne_Nagel YouTube: https://www.youtube.com/channel/UCYgSjWHZ5KIUIpWK-0R-d6A Business LinkedIn: https://www.linkedin.com/company/kuehne-nagel Dina's LinkedIn: https://www.linkedin.com/in/dina-pokedoff/ You can connect with Laura in the following ways: LinkedIn: https://www.linkedin.com/in/drlaurasicola LinkedIn Business Page: https://www.linkedin.com/company/vocal-impact-productions/ YouTube: https://www.youtube.com/c/VocalImpactProductions Facebook: Vocal Impact Productions Twitter: @LauraSicola Instagram: @VocalImpactProductions Website: https://vocalimpactproductions.com/ Laura's Online Course: virtualinfluence.today See omnystudio.com/listener for privacy information.See omnystudio.com/listener for privacy information.
Sid Patel, CEO of International Bulk Wine and Spirits Show and BTN chats with Horst Mueller, Global Head VinLog at Kuehne + Nagel (pronounced as Kuene Nagel) on Global Wine Shipping trends and opportunities
Why Culture fails in M&A and how to address them - Podcast with Anirvan Sen Hello, and welcome to our latest video on M&A integration. Despite the potential benefits of mergers and acquisitions, a large number of companies still fail with their transactions. One of the biggest reasons why they fail is culture. In fact, there are many reasons why M&As struggle with culture. Business leaders often do not give culture the importance it deserves and consider it fluff. It is often delegated to HR instead of being led by the business leaders themselves. And more importantly, companies try to change individual behaviors and beliefs without trying to change the underlying practices and structures. But there is a solution. Organizations that have realized this anomaly and have targeted underlying structures instead of just behaviors have been able to create specific interventions that can create extraordinary growth. In this episode, Anirvan shares a framework that is exactly based on addressing the underlying structures to create growth. The framework is called PROMISE, where the acronym stands for Professional Development, Rewards and Recognition, Organization Hierarchy and Leadership Styles, Management Systems, Innovation and Critical Thinking, Strategic Future, and Employee Experience. If you're interested in learning more about how you can improve your M&A integration and create growth for your organization, listen to this episode now. ----- Anirvan Sen is the CEO and Founder of Fifth Chrome, a business strategy advisory and training company specializing in M&A Integration and business growth. Anirvan has experience across the full M&A life-cycle starting from business strategy, deal origination, due diligence, closing and post-acquisition integration. He has a strong record of advising senior business leaders on growth, M&A, and transformation initiatives. He has mentored and trained 300+ professionals, and worked in 70+ countries across the globe. His clients include General Electric, Stryker, AkzoNobel, Coca-Cola, Kuehne + Nagel, Philips, and ManpowerGroup, as well as small and medium-sized enterprises, investment firms, and private equities. Anirvan is an experienced M&A thought leader who has authored 3 books and is the host of a podcast on “Stories on M&A” by Fifth Chrome Business Insights. Additionally, Fifth Chrome offers integration design scorecards, online M&A integration training, and industry insights research on people and culture-related aspects of M&A. ------- Hosted by Anirvan Sen, CEO of Fifth Chrome, and Anahita Sen, Co-Facilitator of Fifth Chrome Podcasts ------- This interview is part of a series run by Fifth Chrome, an business strategy advisory, and training company specializing in M&A, Integration, and Business Transformations. ------ References mentioned: • PROMISE framework
Ben Gordon and Joe Lynch discuss highlights from the BGSA Conference, an annual event designed to bring together top industry leaders from all segments of the supply chain and provides an intimate and candid setting where CEOs and leaders can privately network and explore ideas with their peers. Ben Gordon, is the Founder of Cambridge Capital (private equity), BGSA (advice), and the Ukraine Logistics Coalition (humanitarian aid) [podcast src="https://play.libsyn.com/embed/episode/id/26171376/height/192/theme/modern/size/large/thumbnail/yes/custom-color/4c4ca4/time-start/00:00:00/playlist-height/200/direction/backward/download/yes" height="192" width="100%" scrolling="no" class="podcast-class" frameborder="0" placement="top" use_download_link="" download_link_text="" primary_content_url="https://chtbl.com/track/53D5B3/traffic.libsyn.com/thelolpodcast/The_Empty_Container_Marketplace_with_Sean_Bardon_mixdown.mp3" theme="custom" custom_color="4C4CA4" libsyn_item_id="26171376" /] About Ben Gordon Benjamin Gordon is the Founder and Managing Partner of Cambridge Capital. He draws on a career building, advising, and investing in supply chain companies. Benjamin has led investments in outstanding firms including XPO, Grand Junction, Bringg, Liftit, and others. As CEO of BGSA Holdings, Benjamin has spent his career investing in and helping to build supply chain and technology companies. Benjamin led the firm's efforts, advising on over $1 billion worth of supply chain transactions. Benjamin has worked with firms such as UPS, DHL, Kuehne & Nagel, Agility Logistics, NFI Logistics, GENCO, Nations Express, Raytrans, Echo Global, Dixie, Wilpak, and others. Prior to BGSA Holdings, Ben founded 3PLex, the Internet solution enabling third-party logistics companies to automate their business. Benjamin raised $28 million from blue-chip investors including Morgan Stanley, Goldman Sachs, BancBoston Ventures, CNF, and Ionian. 3PLex was then purchased by Maersk. Prior to 3PLex, Benjamin advised transportation and logistics clients at Mercer Management Consulting. Prior to Mercer, Benjamin worked in his family's transportation business, AMI, where he helped the company expand its logistics operations. Benjamin received a Master's in Business Administration from Harvard Business School and a Bachelor of Arts degree from Yale College. About Cambridge Capital Cambridge Capital is a private equity firm investing in the applied supply chain. The firm provides private equity to finance the expansion, recapitalization or acquisition of growth companies in our sectors. Our philosophy is to invest in companies where our operating expertise and in-depth supply chain knowledge can help our portfolio companies achieve outstanding value. Cambridge Capital was founded in 2009 as the investment affiliate of BG Strategic Advisors (www.bgsa.com), the advisor of choice for a large, growing number of supply chain CEOs. Cambridge Capital leverages BGSA's unique approach to strategy-led investment banking for the supply chain. BGSA is known for its work helping companies achieve outsized returns via targeted acquisitions and premium sales processes, and has worked with category leaders such as UPS, DHL, Agility Logistics, New Breed, NFI, Genco, Nations Express, Raytrans, and others. Our relationship with BGSA gives us deep market expertise, access to outstanding deal flow and people flow, transactional capabilities, additional resources, and a powerful core competency in the supply chain sector. The Partners and Advisory Board members of Cambridge Capital have diverse backgrounds with complementary technical, operating, and financial expertise. The Cambridge Capital team has spent their careers building, growing, and advising outstanding companies in the supply chain sector. They include former leaders of UPS Logistics, Ryder Logistics, ATC Logistics, APL Logistics, Kuehne + Nagel, and other globally recognized firms. Cambridge Capital's professionals know what it takes to build great companies. Key Takeaways: Highlights from the BGSA Conference Ben Gordon is the Founder of Cambridge Capital (private equity), BGSA (advice), and the Ukraine Logistics Coalition (humanitarian aid). In the podcast interview, Ben and Joe discuss highlights from the BGSA Conference. For the 17th year, Ben and his firm hosted the BGSA Holdings Supply Chain Conference at the Palm Beach Breakers hotel. The conference was held from January 19-21. The BGSA Conference is the industry's only CEO-level conference focused on all segments of the supply chain. Over 300 of the top CEOs in the logistics and supply chain space attended this year's conference to discuss technology, strategy and deals. BGSA Holdings specializes in providing strategy-led M&A advisory services for leading CEOs in the supply chain and technology sector. BGSA has a track record of executing over 50 deals for our clients, who rely on them for trusted and experienced transaction advice. Cambridge Capital is a private investment firm focused on investing in high-growth, tech-enabled supply chain companies, encompassing the logistics, transportation, distribution, and supply chain-related sectors. Learn More About Highlights from the BGSA Conference Ben on LinkedIn Ben on Twitter Cambridge Capital on LinkedIn Cambridge Capital BGSA BGSA Supply Chain Conference BGSA 2023 Conference: Vlad Bilanovsky BGSA 2023 Conference: Rick Murrell Ukraine Logistics Coalition Episode Sponsor: Greenscreens.ai Greenscreens.ai's dynamic pricing infrastructure built to grow and protect margins. The Greenscreens.ai solution combines aggregated market data and customer data with advanced machine learning techniques to deliver short-term predictive freight market pricing specific to a company's individual buy and sell behavior. Episode Sponsor: Tusk Logistics Tusk Logistics is a national network of the best regional parcel carriers that puts Shippers first, with lower costs, reliable service, and proactive support. Tusk save Shippers 40% or more on small parcel shipping. Tusk's technology connects your parcel operation to a national network of vetted regional carriers, all with pre-negotiated rates and reliable, predictable service. Integrating to your existing software takes minutes, and Tusk has your back with proactive shipper support on each parcel, in real time. The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube
Some of the main challenges facing the continent, what we gleaned from visiting over 45 companies, and ESG considerations that are front of mind for major European investment firms. Highlights: Our thoughts on the prevailing macro concerns—e.g., inflation energy crisis “Collective corporate memory” and why the history of Europe is an important and unique context—particularly seen from a bottom-up perspective (e.g., Kuehne+Nagel, Lonza, Givaudan, SGS, Reckitt, Anglo American, Roche) Differentiation and operational effectiveness—what makes our European holdings competitive (e.g., Anglo American, Kuehne+Nagel) Germany's longer-term energy outlook and potential implications for energy transition and infrastructure in Europe (e.g., Iberdrola, Shell, Equinor) ESG conference takeaways—the importance (and difficulty) of parsing and aggregating unstructured data, particularly for social considerations, and how we incorporate this into our investment process
Trey Closson and Joe Lynch discuss the Amplio story. Trey is the Co-founder and CEO at Amplio, an Atlanta based tech firm that predicts and prevents material and parts shortage for companies in the electronic manufacturing space. About Trey Closson Trey Closson is the Co-founder and CEO at Amplio, an Atlanta based tech firm builds supply chain resilience for electronics manufacturers. Trey and his Co-founder Taha Zinifi started Amplio in Summer 2021 to help solve one of the most critical supply challenges facing the industry. Prior to co-founding Amplio, Trey led the international logistics capability at Georgia-Pacific, which is the largest U.S. exporter. Earlier in his career, Trey was part of the Flexport Atlanta founding team and led Kuehne + Nagel's account management group where he helped design and operate automotive, high tech, and industrial manufacturing supply chain solutions. Trey holds an MBA from Georgia Tech and a BA in philosophy from Furman University. About Amplio Amplio builds supply chain resilience for electronics manufacturers. The Amplio solutions ensure that you have the inventory you need, when you need it, at the most optimized price so that you can focus on what matters most to you and your business. Amplio helps you meet your production goals by removing procurement roadblocks - the software assesses your BOMs' sourcing risk, locates inventory for you, and recommends optimal purchasing strategy so that you get the components you need at the best price. Key Takeaways: The Amplio Story Trey Closson is the Co-founder and CEO at Amplio, an Atlanta based tech firm that predicts and prevents material and parts shortage for companies in the electronic manufacturing space. In the podcast interview, Trey and Joe discuss the Amplio mission along with the challenges of managing a supply chain in the electronics manufacturing space. Trey and the Amplio team believe that sourcing electronic components should be easy and predictable. Electronics companies that work with Amplio gain the following: Predict and prevent shortages Streamline procurement Access diverse sources of supply Amplio helps you take back control of your supply chain by making purchasing cost-efficient and stress-free. Amplio's procurement solution predicts future component shortages, accesses exclusive sources of supply to drive down costs, and streamlines the busy work of purchasing like PO and invoice management. Learn More The Amplio Story Trey Closson on LinkedIn Amplio on LinkedIn Amplio Meet with Amplio @ IPC Apex Expo 2023 Meet with Trey @ Manifest Vegas Schedule an Amplio Demo The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube
In this edition of Unfiltered Stories, Saurabh Gupta, President of Research & Advisory Services at HFS connects with Dharmendra Patwardhan, Global Head of Intelligent Supply Chain Operations at Capgemini Business Services, Matthew Spooner, Head of Industry Thought Leadership at Kinaxis, and Kevin Nash, SVP Global Integrated Logistics at Kuehne + Nagel to discuss what is the future of supply chain. Saurabh, Dharmendra, Matthew, and Kevin cover a range of topics, including: As the supply chain is no longer an operational conversation rather it's a board room conversation, so does the mindset need to be changed? What is being discussed in these board rooms – the inefficiencies, pain points, problem statements, etc.? What is the magic mantra used by Capgemini to address some of these client challenges around agility and bring together all these levers of people, process, technology, change, data, and holistic way to really make a dent in some of these conversations? If you had one wish that could come true in your world, given all the stuff that is going around us, what would that be?
Harry Drajpuch is the CEO of Amware Fulfillment, a network of fulfillment centers that provide scalable and outsourced solutions to help businesses. He joined Amware as COO in 2015 and became CEO in early 2018, and he is now responsible for company strategy and operations. Before Amware, Harry was President and CEO at Weber Logistics, overseeing 15 distribution centers and a large truckload fleet. Across his 30-year career in logistics services, he worked at companies such as Kuehne + Nagel, Con-Way, and Kane Is Able, Inc. In this episode… Do you have a business plagued with problems related to shipping and packaging processes? For ecommerce businesses, the logistics are just as important as the product and marketing. Online storefronts face hundreds of complications created by the shipping and packaging process. Over time, these small details can either lead to immense success or gradual failure. Many companies turn to the 3PL model as a solution, but is it the right choice for your brand? With 30-plus years of experience in logistics, Harry Drajpuch of Amware Fulfillment has a proven record of delivering reliable, scalable, outsourced fulfillment solutions where space, automation, and labor adapt to growth requirements, risk is mitigated, and distribution costs parallel revenue. He has become an expert on the subject, so if anyone can answer questions about 3PL services, it's him. Guillaume Le Tual has an informative discussion with Harry Drajpuch, the CEO of Amware Fulfillment, to go through the benefits and nuances of 3PL shipping. They touch on Harry's background and his advice for most businesses. He then details the customer experience, packaging, sustainable practices, and much more. Hear it all on this episode of the Ecommerce Wizards Podcast!
Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Decarbonizing Logistics. Our guest is Alan McKinnon (https://www.alanmckinnon.co.uk/), Professor of Logistics at the Kühne Logistics University of Hamburg (https://www.the-klu.org/). In this conversation, we talk about the huge tasks of mitigating and adapting to climate change throughout industrial supply chains. If you like this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you like this episode, you might also like Episode 68: Industrial Supply Chain Optimization (https://www.augmentedpodcast.co/68). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Decarbonizing logistics without slowing economic growth is a formidable challenge which requires paradigm shifts across many industries, as well as adopting openness principles from the virtual internet onto the physical nature of the supply chain, as well as facilitating new business models, sharing, and standardization, and eventually dematerialization. Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. Our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Decarbonizing Logistics. Our guest is Alan McKinnon, Professor of Logistics at the Kühne Logistics University of Hamburg. In this conversation, we talk about the huge tasks of mitigating and adapting to climate change throughout industrial supply chains. Augmented is a podcast for industrial leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim and presented by Tulip. Alan, welcome. How are you? ALAN: I'm very well, thank you. TROND: I'm super excited to have you, Alan, you know, an academic that has transformed and seen the transformation of a field that barely existed when you started. Some 40 years in academia and logistics and now being part of this exciting experiment with creating a whole new university focused on logistics. It's been quite a journey, hasn't it? ALAN: It certainly has. I think this is my 43rd year as an academic. My colleagues often think maybe it is time to retire, but the subjects in which I specialize, which we'll be talking about in a few moments, like decarbonization, are sort of hot topics at the moment. So I'm very reluctant to phase myself out. So it's been an enjoyable 40-year career, I must confess. TROND: How did you get to pick this area? It's obviously not; I mean, now, because of the pandemic and other things, logistics or at least supply chains is kind of on everybody's mind because we're not getting whatever product we want or maybe some sort of interest in green practices. And we're starting to realize that transportation is becoming more of an issue. People are worried about that. How did you get into this area? ALAN: My interests initially were in transport and particularly freight transport. In fact, right at the beginning, it was actually a crime, believe it or not, which got me into this area. TROND: [laughs] ALAN: Because I'd done my masters at UBC in Vancouver. I returned to London to do my Ph.D. at the University of London. This was in 1976, a long time ago. And I had spent three or four months reading up on the subject of freight modal split, you know, why so much freight goes by road and so little by rail. And I'd compiled all my notes, and my briefcase was stolen. [laughter] So the day before that, I'd been to visit a professor at the London Business School who said to me, "The freight modal split topic has been very much researched." He said, "You're a young man. Why don't you go out and find something new to bring a new perspective to this subject?" And around then, the subject of...it wasn't called logistics back then; it was called physical distribution, right? TROND: Hmm. ALAN: Where you saw freight transport in a broader context linking it to inventory management, to production planning, to warehousing, and so forth. And so I began reading up on that subject. And that then became the main theme of my Ph.D., which I think was one of the first PhDs done in the UK on that subject. So you could say that it was the person that stole my briefcase way back in 1996 [laughs] that played a part in me discovering logistics as a field, and that's occupied me for 40 years in my academic career. TROND: And on that journey, you have entered in and out of different fields. I noticed that you were a lecturer in economic geography in the beginning. So there's a very interesting, I find, physical component to logistics, obviously. How does geography enter into it for you? ALAN: Well, I see transport and logistics as essentially a spatial subject. My Ph.D. focused on the geographical aspects of logistics, you know, where you locate the warehouses, how you route the vehicles, you know, so much logistics planning has a geographical component. But the thing about logistics as an academic discipline is that it's drawn together academics from many different disciplines. Many have come from a mathematical background, from engineering, from economics, in my case, as I said, from geography. And that, I think, is one of the strengths of the subject area, that it has got this interesting interdisciplinary mix. And that allows us, in a sense, to deal with a whole range of policy issues, of industrial issues, I mean, from land use planning to environmental issues, which we'll be talking about in a moment. I've really enjoyed engaging with academics really from different disciplines over my career as an academic. TROND: Well, and we'll talk about these things in a second. But, I mean, it's not just academics, right? Because the subject is so non-academic in a sense, right? [laughs] It's actually very alive, and it affects all of us. So people may not have been super aware of it. But, like you point out, it's very multidisciplinary. Now, how did this startup University concept come about? You've moved to Hamburg or spent a lot of time in Hamburg with this KLU university for logistics, essentially, which sounds to me like a daunting prospect to create a new university based on a new discipline in Germany of all places. ALAN: So I'd been 25 years in my previous university here in Edinburgh where I'd set up a master's program in the subject and a research center. And then, in my late 50s, I got the opportunity to go to Hamburg and to join what was a startup University. I mean, when I joined, I think we only had nine academic employees. We only had about 40 or 50 students in total. So it was a challenge. And a bit of background on the university; it is a legacy project of a very wealthy man, Klaus-Michael Kühne, who is the majority owner of Kuehne+Nagel, which is the world's biggest freight forwarding company. And he also owns about a quarter of Hapag-Lloyd, one of the world's biggest shipping companies. And he, in a sense, wanted to give something back to the industry, and so he founded the university in 2010. So it's now 12 years old, and I think it's been a very successful enterprise. We're still niche, obviously. We've got, I think, about 27 or 28 professors, about 500 students. But we have this focus on logistics and supply chain management. And there are also quite ambitious plans to globalize the university, to open up satellite KLUs around the world. So I was just very lucky really to get involved in this in the early stages and do my bit to help to shape this institution. TROND: Well, you're lucky but obviously enormously accomplished. I wanted to talk a little bit about your 2018 book: Decarbonizing Logistics here. So this came out on Kogan Page. I also published on Kogan Page. It's a great UK-based publisher. Tell me a little bit about decarbonization overall and what you see as the main opportunities but also the challenges. It seems to me there's a lot of talk of decarbonization, but the subject that you are attacking it from is one that points out a lot of the limitations of these visions of changing the world into a decarbonized world. They're very physical limits and very real practices out there in various industries. How can we kick off this discussion on decarbonization? What is the best way to understand the biggest challenge here? ALAN: If we confine that to logistics, to put that into perspective, I think in my book, I reckoned...I pulled together as many numbers as I could, and I reckoned that logistics worldwide accounted for about between 10% and 11% of energy-related CO2 emissions. I've now revised that upwards, so I think it's probably now closer to 11% to 12%, most of that coming from freight transport but some of it from the buildings, from the warehouses, and the freight terminals. To my knowledge, nobody has yet carbon footprinted the IT and administrative aspects of logistics, but that could maybe be up half a percent or thereabouts. And there's a general recognition that Logistics is going to be a very hard sector to decarbonize for three reasons: one, because of the forecast growth in the amount of freight movement worldwide over the next few decades. Second thing is because almost all the energy currently used in logistics is fossil fuel, right? So we're going to have to convert from fossil fuel to renewables. And the third thing is the length of the asset life because ships would typically have an asset life of 25, 30, 35 years; planes, likewise, trucks are a bit shorter, maybe 10 to 15 years. But it's going to take us time to change that asset base away from fossil energy to renewables. TROND: Well, I believe in the middle of your book, somewhere in chapter three, I read this quote that you had that the only way a restraining future increases in freight movement is basically to slow economic growth. That's not really very exciting of a prospect. ALAN: Well, that's one of my five decarbonization levers to just reduce the amount of stuff that we have to move. TROND: You must be a popular guy if you say that to industry leaders. [laughter] ALAN: Well, I think the challenge of dealing with a climate problem is so enormous that we really have to think out of the box and think of these radical suggestions. But in this case, a number of things can help us there; I mean, the development for circular economy, increasingly manufacturing and recycling will help to reduce the amount of stuff. A lot of the research suggests that people are prepared now to move to a sharing economy where they're less obsessive about owning things and more willing to share. In some sectors...look at electronics how we have managed to miniaturize products. There's also 3D printing, which some people think will help us to reduce the amount of stuff that we need to move. It will help us to streamline our supply chains, reduce the amount of wastage in the production process. So it's not all about just people buying less. I mean, there are a number of trends I think we should -- TROND: I get that, but, Alan, I mean, 3D printing, I was just, again, reading from your book. You're not all that bullish on 3D printing, either. It's certainly not on the individual level this vision people might have in their heads that everyone's going to have a 3D printer, or the neighborhood will have a vast 3D printer network, and you can print everything locally. This whole decentralized idea of the world of material goods, essentially, where everything is printed on demand, you don't really see that as a very easy transition, do you? ALAN: No, I don't. I think it's also a longer-term transition. I mean, there's a debate as to whether this will be truly a game changer. And maybe in the longer term, we will see a lot of consumer products printed in the home, and then we can greatly streamline supply chains. That is a long way off if it ever happens. Where I think it's more likely to reduce, freight demand is further back along the supply chain instead of business applications of 3D printing. But there's an academic debate on this subject. Some people are quite upbeat about this, thinking 3D printing is going to be an effective decarbonizer. Others are a bit more skeptical. I mean, there are some forecasts being made about the net effect of 3D printing on the amount of air cargo in the future. But there's not necessarily a wide agreement on that. So I think the jury's out on this one, [laughs] on the net contribution 3D printing will make to decarbonization. TROND: Alan, can you give me some tangible examples of what we're talking about here with logistics? Because, in essence, it's an unfair business to be in to decarbonize logistics in the sense that the subject as a whole is almost a victim of climate change. You're dealing with extractive or heavy industries that are moving about a lot of damaging [laughs] materials that they have extracted. To turn this into a positive discussion is challenging, but there are a lot of attempts to do so. Maybe we can take trucking perhaps as an example. So transportation, obviously, of goods via air is challenging, and road and by ocean, I guess, is somewhat less climate impactful. But what is the prospect? If we just take trucks, it's a modal transportation element. People understand truckers, and we see trucks on the road. It's a very visceral kind of element. What has happened there, and what would you see is the prospect there? People talk about electrification of trucks. What are the real prospects for change in trucking, transportation? ALAN: I think one of the positive things here is that there are many things that can be done, and they're additive. Their net effects will be cumulative. They're going to be implemented over different timescales. So the sort of things that we can do today which yield a significant carbon saving would be to improve the aerodynamics of the vehicles, streamline them. We can train the truck drivers to drive more fuel efficiently. I mean, I think that's recognized to be one of the most cost-effective ways of cutting carbon emissions and also, of course, reducing fuel costs as well. A lot of this would be self-financing for the trucking businesses. Then looking to the longer-term, there are technologies that we'll be able to deploy. Here in Europe, there's been a lot of interest in platooning, where it's not just the fuel efficiency of the individual vehicle that you improve but convoys of vehicles that would then be closely coupled, if you like, on the motorway. But many people see ultimately, the way we decarbonize road freight to get it down to zero emissions is through switching from diesel fuel to low carbon fuels, mainly batteries. I would have thought, certainly for smaller countries where the trucks travel shorter distances, maybe some use of hydrogen though I have to confess that I'm doubtful about the use of hydrogen in the road freight sector. I see we will need the hydrogen to decarbonize other sectors of the freight market, the ones you mentioned, aviation and shipping, because they don't have the same opportunity to electrify the operations that we will have in the road freight sector. But I mentioned the importance of timescale here because if you look at Europe, I think there are 6.2 million trucks in Europe. We are replacing those trucks at about 200,000 or 300,000 a year. At that replacement rate, it's going to take us probably a couple of decades to entirely replace a diesel fleet with a fleet running on batteries or fuel cells, and therefore there are things we have to do in the interim. So, in addition to the things I've mentioned, the shorter-term ones, we can fill the vehicles better. Typically in Europe, about 20% of truck kilometers are run empty. In some parts of the world, it's 30% or 40% of truck kilometers run empty. We need better load matching, you know, to get return loads because that would then help us to cut truck kilometers and thereby save energy and CO2. TROND: You know, it strikes me that a lot of what you're talking about, I guess, resonates with the topic of this podcast because it's not just automating and making things enormously advanced in terms of technology per se. It is optimizing within this idea that you're using your assets differently, perhaps through digital means and organizing people and assets in a system in a better way. How would you say the progress is there? Because there's, you know, we'll move to this in a second, there are these very high-profile projects, sequestration and such which we'll talk about that require technological leaps. But the kinds of things you're talking about here they are more tweaks, I guess, with better control of where your asset is, what's empty at given moments, and, like you said, platooning and other things, organizing people differently. ALAN: I think the use of the word tweak may underestimate their contribution. It can be incremental, but it can still be quite significant, I think. So one thing is load matching; you know, if you're a trucking company or a truck driver and your truck is going to be returning empty, how can you find a return load? Or, if your vehicle is only partially loaded, how can you maybe pick up another load that will fill it to a greater extent? Now, we have heard what we call freight exchanges, online freight exchanges now, for over 20 years where a trucker could go online, and it would be an online market, and they would be finding an available load. But that technology has been greatly upgraded recently with the application...well, moving to cloud computing, for example. But the application of artificial intelligence, machine learning, we can now take that level of transport solution to a new level. TROND: You know, that's fascinating, Alan. My question, though, is, is the business model of the way that drivers are organized also needing to be optimized for that purpose? For example, if a driver works for a given company, what is the incentive for that company to have that driver take more load? I mean, is there a way that you can take someone else's cargo and then get evenly distributed? I don't know, the driver gets something for the inconvenience of going somewhere, and the company that owns the asset obviously gets part of it. There are business model changes needed too. ALAN: Yes, again, a very good point. One important feature of the trucking industry, I think virtually everywhere in the world, is it's highly fragmented. Here in Europe, we've got over half a million small and medium-size carriers. I think about 80% of carriers only have one vehicle. So how do you engage that vast community of small operators in this process? Mobile computing has helped the mobile phone. Now these owner-drivers, of course, have an obvious incentive to keep their vehicle as full as much of the time. For the bigger operators, many of them now operate control towers. So it's no longer the driver's decision to do this. I mean, the driver will be told where to go to pick up a load. But for these bigger companies as well, by deploying this technology, they can improve the efficiency of their operation. And as a cool benefit from all of that, you get the carbon reductions and the energy savings. And we shouldn't just look at this in terms of Europe and in North America. If we look at this at a global level, these technologies that we've just mentioned are beginning to have a revolutionary effect in countries like India, in Indonesia, in African countries, where small operators with a mobile phone can now tap into these networks to find their next backload. So it's not so much changing the business model; it's refining the business model and creating new commercial opportunities for these companies. So they're not doing this to decarbonize their operations. They're doing this to fill the vehicles, improve efficiency, and save money, but there will be carbon savings as a consequence. MID-ROLL AD: In the new book from Wiley, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations, serial startup founder Dr. Natan Linder and futurist podcaster Dr. Trond Arne Undheim deliver an urgent and incisive exploration of when, how, and why to augment your workforce with technology, and how to do it in a way that scales, maintains innovation, and allows the organization to thrive. The key thing is to prioritize humans over machines. Here's what Klaus Schwab, Executive Chairman of the World Economic Forum, says about the book: "Augmented Lean is an important puzzle piece in the fourth industrial revolution." Find out more on www.augmentedlean.com, and pick up the book in a bookstore near you. TROND: You know, your field is so fascinating for the myriad of different tactics that can be deployed here. Let's move for a second just to the bigger issues around energy, infrastructure, and ideas to change the way that that operates. Sequestration, for example, this idea of removing greenhouse gases, requires an enormous infrastructure. And I know you have written extensively on infrastructure overall. What is really at stake here with this type of process? We're talking about a futuristic, enormous industry that would be, I guess, on top of the existing logistics structure. ALAN: Yes. It certainly will. I mean, I often flag this up to logistics businesses as the next huge business opportunity for so many of these companies. Because sequestration or carbon dioxide removal, I mean, drawing down the greenhouse gases already in the atmosphere is essentially a logistical process. We're going to be creating new supply chains, moving liquidized CO2 to places where it will either be buried in the ground or maybe used for some other purpose, like to make e-fuels. But to put this into context, why is this happening? It's because we're almost certainly going to overshoot our carbon budgets. And so, if we want to commit to net zero, it is not simply a matter anymore of reducing emissions. We're also going to have to think about removing greenhouse gases already in the atmosphere. And to put that into perspective, I think last year; there were only about 18 or 19 plants in the world that were engaged in sequestration. And they only withdrew, I think, about 10,000 tons of CO2 from the atmosphere. They're now projecting that by 2050 we'll, on an annual basis, be removing between 10 and 15 billion tons of CO2 from the atmosphere. And that is going to entail an enormous logistical exercise. But at the moment, thinking as at an early stage, we really haven't worked out where the best place will be to do the sequestration and where we will have to take the stuff to bury it in the ground. TROND: In one of your presentations. You quoted an article from 2021 that says that the concept itself of net zero is basically a trap that it becomes kind of an excuse to do certain things as an extension of existing industries. These researchers have started to get second thoughts about something that they might even themselves have proposed. Is that the alternative view that you'd like to flag out there, or is this really a serious concern that we're putting too many eggs in one basket here? ALAN: You're right. I mean, a lot of climate scientists are now seriously worried about the concept of net zero. I read the other day I think if you look at all the countries in the world that have committed to being net zero by 2050 or earlier and all the companies, I think 91% of the global economy is now covered by a net zero commitment. But I suspect a lot of people don't truly understand what net zero entails, I mean, realizing there's a big sequestration side to it, and it's not purely mitigation. But I sympathize with the views of those who say that if we now get fixated with sequestration, if we realize we don't have to cut our emissions very quickly or dramatically because we can just leave it to future generations to pull down all the CO2 that we have put there. That is highly risky because the technologies we have for doing this are still fairly immature. And we're just not sure how we're going to be able to scale this up to the level I've just mentioned. But there's an equity and ethical issue here that we should be leaving it to future generations to reverse the climate change processes that we have started. The last thing we want, of course, is for interest in sequestration to deflect attention from cutting emissions now. That's what we really need to do. Because the economic modeling on this suggests, it's an awful lot cheaper to stop emitting today than it will be in the future to remove those greenhouse gases from the atmosphere. TROND: So let's talk a little bit about the future outlook then because there obviously are technologies on the table, on the books but also in development that do have certainly more renewable potential. There are improvements in renewables. There's the whole switching argument that eventually, once you switch, that is going to take effect. But are you, I guess, pessimistic or optimistic that this switch or this future, as in 2050, which is kind of the climate future that most people are looking at, what is the prospect that we're anywhere close here? And where are the things where you think we should be putting our energies? ALAN: One has to be optimistic in this area. I mean, if you're pessimistic, what do you gain? We have to look at the positives. And I think we will ultimately be able to decarbonize logistics. What concerns me is the speed at which we're doing it. Now, as I said, ultimately, we will do this by switching from fossil fuel to zero-carbon energy sources. In most cases, we're going to have to change the vehicles, the locomotives, the ships, the planes to do that, and that's going to be a long-term process. Another thing which concerns me at the moment is there's a lot of disagreement as to what the dominant low-carbon fuel will be for the various future transport modes. So in the road freight sector, there's a debate as to whether we should be using batteries to do this or hydrogen. In the shipping sector, the main choice is between e-methanol or green ammonia. And some people think we should be using nuclear even. So a disagreement there. And then, on aviation, sustainable aviation fuel will be required in vast quantities to decarbonize aviation. TROND: How are we going to do that? How are we going to do that, right? Isn't that the question? The vast amounts of forests or whatever agriculture is going to go to these biofuels. ALAN: Well, I think biofuel will make a contribution. Personally, I think the main fuel we will use for aircrafts in the future is e-kerosene, which is a synthetic fuel which will use green electricity. Once we've decarbonized electricity, we can then use that to make green hydrogen, which we can then combine with other chemicals to make e-kerosene. Now at the moment, that's currently...we can do this currently, but it's two or three times more expensive than fossil kerosene. But also, until we get the capability to do that, we will rely on biofuels. That's certainly true, not just for aviation but in the road freight sector and possibly to some extent in the shipping sector. But we got to make sure the biofuels are environmentally sustainable. Because, I mean, I was a real enthusiast for biofuels when I began to get involved in the climate change work. I thought it's biofuels that will allow us to decarbonize logistics until we did the lifecycle analysis. And we discovered that if you make your biofuel with palm oil sourced from, I don't know, Indonesia or Malaysia, on a lifecycle basis, the emissions are three times those of the diesel that we are replacing. It just doesn't make sense at all. So we have to ensure that we're using feedstocks for the biofuels, which are genuinely sustainable. There's a limited quantity of those. So we have to see these as being of limited value short term, as transitional, until we move to the other fuels I've just mentioned. TROND: But, Alan, it seems to me that as much as you're an enthusiast of various futuristic technologies, you're also saying that in the next ten years, there are a lot of operational things we can do. One idea that has been put forward that you've talked to me about is this idea, which needs to be explained, of the physical internet as a conceptual change in the logistics industry. Can you elucidate that concept? Because at face value, I don't quite understand it, but on the other hand, it's the principle here. It's not recreating the internet. ALAN: No, yeah. I always have to say that the physical internet is not the Internet of Things because people, I think, often wrongly confuse the two things. The physical internet would be a physical manifestation, if you like, of the digital internet, applying the same principles, the same organizational principles that we have for moving emails to the movement of physical consignments. So if you think what are the key features of the digital internet, open systems, standardized modules for moving information through the internet, we would be creating an open system. There'd be little proprietary asset-based logistics so that the warehouses, the freight terminals, the vehicles would be available for general access. And we would have to put in place, therefore, IT systems and market mechanisms to make that possible because that would then allow us to use that asset base an awful lot more efficiently. The other thing which would, if I'd just add something else, is modularization. Because at the moment, we have got some degree of modularization obviously in pallets and containers and so forth, but we may have then to remodularize with a different type of handling equipment that would be nested and compatible to allow us to fill the vehicles better and to manage processes in the warehouses, for example. TROND: It's surprising, I guess, a little bit to hear this, and maybe you can explain this to me. But at surface value, this whole international container standard and the way that that really changed shipping because there's, after all, one container. It looks the same pretty much everywhere. It was this big battle. And then there is this container, it doesn't quite work for air travel, but it works for freight, ocean-based shipping, and for land transport. So one would have thought that that perspective is so ingrained in logistics because it was such a success story. But you're telling me that...did one rest too much on the laurels of that one success and then never extended this to other aspects of standardization? Or how do you explain that one element is so standardized and many, many, many other elements remain stuck in kind of that proprietary logic? ALAN: It's a great point. So containerization was a game changer. I mean, it transformed international trade. And we've always been looking for a similar game changer, [laughs] you know, to be equally transformational. But there were still problems with containerization, you know, so that standardized the boxes and made it easier to transfer them between transport modes and so forth. But if you look at the internal dimensions of a container, they're not all that compatible with the dimensions of the pallets inside, so you always waste some space. We call this the unit load hierarchy. So at the top end, we got the container, and then we come down to the next level, which would be the pallet load, and then the level below that would be the carton. And then you get down to the individual product. And it's at these lower levels in that hierarchy we don't have sufficient standardization. So there are many different sizes and shapes of pallets and stillages, and so forth. And it would be nice if we could converge on similar standardization at that level. TROND: Fascinating. Let's move to the policy area in a second. I know that you did some work for Unilever a while back and developed a framework for decarbonization policy essentially or to understand the different factors that that will impact, and you called it the Timber Decarbonization Framework. And I'm just going to quickly recite these factors, and you'll explain why they all are here. So technology, we've talked about technology, infrastructure, you know, obviously, the physical aspect of all these assets. And then market trends behavior which is interesting because behavior is not the first thing I would think of in logistics, [laughs] and then energy system and regulation. So there are many, many things here in this framework. But what does that mean for a policymaker? Because up until now, we've been talking about private sector optimizing their own portfolios, but there's also a wider concern here for policymakers or indeed for individuals. ALAN: That's right. So a bit of background then on the project that we did for Unilever. The company had set itself this target to reduce the carbon intensity of its global logistics by 40% between 2010 and 2020, and it obviously had some ideas to how it could do that internally. But I thought over that time period, almost certainly, there'll be development outside Unilever's control, many of them at a national level, a macro level, which will help to decarbonize logistics, which would reinforce anything that the company was doing itself internally. So they asked us to look at 13 of their main markets in the world and make an assessment as to what extent transport logistics were decarbonizing generally. And it was -- TROND: Only 13 markets. [laughs] ALAN: Only 13 markets, that's right, I know. [laughter] I can tell you it was hard enough just doing it for 13 markets because that includes big markets like China and Brazil, and so forth. So we came up with the timber framework to say that these macro-level trends would fall basically into those six categories. And what we tried to do then was...this was a desk-based study. We tried to pull together as much data as we could for each of those six subject areas. TROND: What was the most surprising of them for you, Alan? Technology is perhaps pretty obvious. And then infrastructure, I guess, for you in your field is very obvious. But some of the others, at least for me...and regulation, obviously, this was a regulatory concern as well. But what were some of the surprises, the biggest surprise when you were putting together this and realizing which factors were influential? ALAN: I think it was the diversity which surprised us. Well, maybe I should qualify that because some of those countries were European countries where there's a lot of similarity. Many of them belong to the EU and therefore were governed by continental-wide regulatory policies. But when you went into other countries, even countries you might think were similar in their level of development and in the maturity of their logistics industry, there were actually quite different approaches to the way in which they were decarbonizing. Just take one thing, for example, the freight modal split, you know, the division of freight traffic between transport modes can vary a lot between countries, and that can be quite a big determinant of the average carbon intensity of freight movement within that country. But also, there's a feeling that it's the developed world that are doing the most innovative things in decarbonizing logistics. But we did find examples in less developed countries of quite clever initiatives. One often imagines that the lessons from decarbonizing logistics will transfer from the wealthier countries to the poorer ones. But there could be a scope, I think, for the movement of ideas and practices in the opposite direction as well. TROND: Alan, let me ask you this. I mean, many times, when you know a lot about an area, you come to the conclusion that if I only ruled this system, things would be better. ALAN: [laughs] TROND: And thereby, in French, they say this dirigiste approach where you say government or me, the expert, or whoever it is, we are just going to set this straight. Is that the big wish for you or the experts in this domain that some master planner comes in and just kind of lays down the law? Or is the clue to these very necessary decarbonization strategies a more flexible framework? ALAN: If I was that global dictator with special powers over logistics, I think the one thing I would prioritize would be pricing using the price mechanism. And things are progressing well in that direction. If you go to the World Bank website, there's a dashboard, and they show the extent to which carbon pricing schemes are developing around the world. And I think currently, almost a quarter of greenhouse gases emitted are in countries that have got some form of emissions trading or carbon taxation. So I think that needs to be extended. What we're also seeing, of course, is the cost of carbon increasing. So the world's biggest emissions trading market is here in Europe. And I think over the past two years, or so, the price of carbon has rocketed; it's currently, I think, about €100 per ton of CO2. So extending these carbon pricing, carbon taxation schemes, and at the same time raising the cost of carbon will then incorporate carbon pricing into companies' balance sheets and their investment appraisal. And that, I think, will drive a lot of the changes we've been discussing. That includes the managerial, operational things right through to the technological things like switching to lower carbon fuels. TROND: So at the end of the day then, Alan, you say there's a benefit to being optimistic, and I liked that message. But I do sense that there are some bumps in the road here. It's not going to necessarily be an easy technology fix or even an easy policy fix here. It seems the overall logistics framework it's not one industry; it seems to me. There are the logistics practices, and they are spread around every industry. ALAN: Yes, you're right. I mean, I don't want to give the impression that any of this is going to be easy. It's going to be tough, but it will have to be done. And just to flag up some of the complexities, I've mentioned how in the trucking industry, we're going to have to shift from diesel trucks to probably battery ones predominantly. And again, almost all the discussion of that relates to Europe and in North America. But we got to do this at a global level. At the moment, a lot of developing countries buy second-hand trucks from Europe or North America. And one thing that concerns me is that as Europe and North America accelerate the transition to low-carbon vehicles, they will want to dump a lot of their existing diesel vehicles. And the danger is they'll be dumped in less developed countries, where that will then slow their transition to the next generation of battery-powered vehicles. So this is an area where we really have to take a truly global perspective on how we transform road freight because what's the point of us massively reducing our CO2 emissions in Europe if all we do is inflate emissions from other parts of the world? I mean, climate change is a global problem. We've got one atmosphere, and therefore we have to look at that bigger picture. TROND: That's fascinating. It would seem to me that the solution would have to be something where you add incentive for everyone regardless of where you are in the pyramid of industrial transition to leapfrog essentially, right? ALAN: Yes, yes, exactly. I think the key will be transferring technologies best practice from a lot of the more developed countries to the less developed world. I've just written a paper for the World Bank looking at how we tailor logistics, decarbonization to the needs of less developed countries, and that will be coming out in a few months' time. And I think that's going to be really one of our bigger challenges in this field. TROND: Alan, it's fascinating to hear such an overview of a field and an expanding landscape that is so crucial to something that clearly is one of the bigger challenges of our time. Thank you so much for your time today. ALAN: You're welcome. Thank you. TROND: You have just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Decarbonizing Logistics. Our guest was Alan McKinnon, Professor of Logistics at the Kühne Logistics University of Hamburg. In this conversation, we talked about mitigating and adapting to climate change throughout industrial supply chains. My takeaway is that decarbonizing logistics without slowing economic growth is a formidable challenge which requires paradigm shifts across many industries, as well as adopting openness principles from the virtual internet onto the physical nature of the supply chain, as well as facilitating new business models, sharing, and standardization, and eventually dematerialization. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like Episode 68: Industrial Supply Chain Optimization. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us because we would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform that connects the people, machines, devices, and systems used in a production or logistics process in a physical location. Tulip is democratizing technology and empowering those closest to operations to solve problems. Tulip is also hiring. You can find Tulip at tulip.co. Please share this show with colleagues who care about where industry and especially where industrial tech is heading. To find us on social media is easy; we are Augmented Pod on LinkedIn and Twitter and Augmented Podcast on Facebook and YouTube. Augmented — industrial conversations that matter. See you next time. Special Guest: Alan McKinnon.
The Covid pandemic caused huge disruptions in the global supply chain - with businesses struggling to import goods and get products offshore. Now that our borders have reopened and Covid restrictions relaxed, what is the situation? The Customs Brokers and Freight Forwarders Federation says sky-high shipping rates are coming down - meaning it's slightly cheaper to get products here and away again. But as consumers tighten their belts, shipping lines may begin to come here less frequently. Kathryn speaks with Rachel Madden, President of the Customs Brokers and Freight Forwarders Federation, and manager at First Global Logistics Limited; and Simon Dedman, Federation council member and Managing Director at Kuehne+Nagel, one of New Zealand's largest freight forwarders.
Welcome and thank you for checking in at the Inner Game of Change Podcast where I focus on exploring the multi layers of managing organisational change.My guest today is Heather Hansen; A TEDx Speaker, an author, and a global communication expert. Through her passionate work, Heather helps leaders show up, speak up, and inspire action in a changing world with a particular focus on fostering unmuted communication cultures.In this episode, as well as chatting about her book Unmuted, Heather and I chat about how and why it is important that we unmute our voices as change practitioners.I am grateful to have Heather chatting with me today. Topics includeHow to Unmute your voiceClaim your spot at the tableHow can change managers inspire actionWhat Confident change managers doKnow thy stuff and thy audienceHow do you identify the real influencersYour work is worth sharing; own itHeather's advice to change managers to be effective communicatorsAnd much more…About Heather (In her own words)I help top global leaders show up, speak up, and inspire action in a changing world. I focus on fostering unmuted communication cultures where every voice is heard, resulting in greater inclusion, innovation and efficiency across remote and global teams. Along with private leadership communication coaching, I facilitate group training courses and consult on a number of topics related to global communication. IN THE NEWSI am an outspoken advocate for global voices and my views on global communication have been featured in NPR (USA), ABC Radio National (Australia), Quartz (QZ.com) and multiple print and radio outlets in Singapore, including The Straits Times and CNA938. Check my "Featured" section for links to recent media appearances. BOOKS I am author of the book Powerful People Skills and UNMUTED TEDxMy 2018 TEDx talk "2 Billion Voices: How to speak bad English perfectly" has over 100,000 views and I'm always pleased to hear from language specialists and university professors who tell me they refer to it in their classes. You can find it on TED.com. GLOBAL CLIENTSChevron, MasterCard, Bayer, Novartis, Amazon Web Services, BD, L'Oreal, Singtel, BNP Paribas, Lundbeck, Kuehne + Nagel, Singapore Airlines, Scoot, Kelly Services, INSEAD, Zain and many others across SE Asia, MENA, Europe and the US. Contact HeatherHeather's Profilelinkedin.com/in/hansenheatherWebsitesGlobalSpeechAcademy.com (Global Speech Academy)youtube.com/heatherhansen (Heather's YouTube Channel)Emailhh@globalspeechacademy.com
In this podcast, Logistics Management Group News Editor Jeff Berman interviews Kevin Fletcher, Vice President of Transportation, for global 3PL Kuehne+Nagel.
In this podcast, In this podcast, Logistics Management Group News Editor Jeff Berman interviews Kevin Fletcher, Vice President of Transportation.
5 Trends Shaping Logistics with Ben Gordon Ben Gordon and Joe Lynch discuss 5 trends shaping logistics and supply chain. In the interview, Ben reviews and discussed trends and interesting companies in ecommerce, final mile, cold chain, reverse logistics, and fulfillment. About Ben Gordon Benjamin Gordon is the Founder and Managing Partner of Cambridge Capital. He draws on a career building, advising, and investing in supply chain companies. Benjamin has led investments in outstanding firms including XPO, Grand Junction, Bringg, Liftit, and others. As CEO of BGSA Holdings, Benjamin has spent his career investing in and helping to build supply chain and technology companies. Benjamin led the firm's efforts, advising on over $1 billion worth of supply chain transactions. Benjamin has worked with firms such as UPS, DHL, Kuehne & Nagel, Agility Logistics, NFI Logistics, GENCO, Nations Express, Raytrans, Echo Global, Dixie, Wilpak, and others. Prior to BGSA Holdings, Ben founded 3PLex, the Internet solution enabling third-party logistics companies to automate their business. Benjamin raised $28 million from blue-chip investors including Morgan Stanley, Goldman Sachs, BancBoston Ventures, CNF, and Ionian. 3PLex was then purchased by Maersk. Prior to 3PLex, Benjamin advised transportation and logistics clients at Mercer Management Consulting. Prior to Mercer, Benjamin worked in his family's transportation business, AMI, where he helped the company expand its logistics operations. Benjamin received a Master's in Business Administration from Harvard Business School and a Bachelor of Arts degree from Yale College. About Cambridge Capital Cambridge Capital is a private equity firm investing in the applied supply chain. The firm provides private equity to finance the expansion, recapitalization or acquisition of growth companies in our sectors. Our philosophy is to invest in companies where our operating expertise and in-depth supply chain knowledge can help our portfolio companies achieve outstanding value. Cambridge Capital was founded in 2009 as the investment affiliate of BG Strategic Advisors (www.bgsa.com), the advisor of choice for a large, growing number of supply chain CEOs. Cambridge Capital leverages BGSA's unique approach to strategy-led investment banking for the supply chain. BGSA is known for its work helping companies achieve outsized returns via targeted acquisitions and premium sales processes, and has worked with category leaders such as UPS, DHL, Agility Logistics, New Breed, NFI, Genco, Nations Express, Raytrans, and others. Our relationship with BGSA gives us deep market expertise, access to outstanding deal flow and people flow, transactional capabilities, additional resources, and a powerful core competency in the supply chain sector. The Partners and Advisory Board members of Cambridge Capital have diverse backgrounds with complementary technical, operating and financial expertise. The Cambridge Capital team has spent their careers building, growing, and advising outstanding companies in the supply chain sector. They include former leaders of UPS Logistics, Ryder Logistics, ATC Logistics, APL Logistics, Kuehne + Nagel, and other globally recognized firms. Cambridge Capital's professionals know what it takes to build great companies. Key Takeaways: 5 Trends Shaping Logistics with Ben Gordon In the podcast, Ben reviewed the following 5 trends shaping logistics: Ecommerce Ecommerce has not only reshaped logistics, but it is also has reshaped the entire economy. According to McKinsey, 10 years of e-commerce adoption was compressed into three months. Because of explosive growth of ecommerce, small parcel companies, UPS, FedEx and DHL experienced exceptional growth. The U.S. Postal Service and Amazon have also seen huge growth in shipments due to the growth of ecommerce. Returns and reverse logistics Traditional retailers experience 6-8% of sales to be returned. Ecommerce sellers have returns of approximately 30%. Returned items are a major pain point for both sellers and logistics providers because they are unplanned, very expensive, and difficult to manage. To address the returns and reverse logistics challenge, companies like ReverseLogix have created reverse logistics technology that reduces costs and enhances the customer's experience, while increasing inventory recovery and visibility into the reverse logistics life-cycle. Last mile Last mile or final mile is perhaps the most important and difficult part of direct-to-consumer (DTC) shipping. Last mile accounts for 41% of the cost of business-to-consumer shipping. Amazon has raised customer expectations with a superior DTC experience that many companies will fail to replicate. In response, firms like Bringg are helping their clients deliver a last-mile experience that is comparable to the Amazon experience. Delivery software and service companies like Delivery Circle are helping companies leverage technology to make local delivery service more efficient and profitable. Ecommerce fulfillment Ecommerce fulfillment is the backbone of the direct-to-consumer supply chain and to successful, fulfillment companies must excel at both technology and warehousing & logistics. Many companies entering the fulfillment space from a technology background struggle with warehousing, logistics, and operations, while traditional warehousing & logistics companies may initially lack the technical expertise. Medical logistics and cold chain During COVID, the importance of the medical logistics and supply chain was highlighted especially in the areas of the cold chain. The lack of adequate cold chain infrastructure is proving to be a problem in the developing world. Cold chain monitoring and compliance is an area primed for growth. Learn More About the 5 Trends Shaping Logistics Ben Gordon Cambridge Capital 2021 BGSA Holdings Supply Chain Conference 2021 BGSA Holdings Supply Chain Conference – Welcome Remarks from Ben Gordon Related Podcasts Faster, Better Freight Quotes with Dawn Salvucci-Favier Alternatives to UPS and FedEx The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube
Urgent - The Ukraine Logistics Coalition with Ben Gordon The situation in the Ukraine grows more desperate every minute and the need for humanitarian aid is enormous and growing. People who work in logistics and supply chain are in a unique position to help the people of the Ukraine. To assist the people of the Ukraine in their time of greatest need, The Ukraine Logistics Coalition was formed by Ben Gordon and leaders from some of the top logistics and supply chain companies in the world. If you can support The Ukraine Logistics Coalition with a donation of money, equipment, facilities, expertise, please contact Benjamin Gordon ben@bgsa.com. About Ben Gordon Benjamin Gordon is the Founder and Managing Partner of Cambridge Capital. He draws on a career building, advising, and investing in supply chain companies. Benjamin has led investments in outstanding firms including XPO, Grand Junction, Bringg, Liftit, and others. As CEO of BGSA Holdings, Benjamin has spent his career investing in and helping to build supply chain and technology companies. Benjamin led the firm's efforts, advising on over $1 billion worth of supply chain transactions. Benjamin has worked with firms such as UPS, DHL, Kuehne & Nagel, Agility Logistics, NFI Logistics, GENCO, Nations Express, Raytrans, Echo Global, Dixie, Wilpak, and others. Prior to BGSA Holdings, Ben founded 3PLex, the Internet solution enabling third-party logistics companies to automate their business. Benjamin raised $28 million from blue-chip investors including Morgan Stanley, Goldman Sachs, BancBoston Ventures, CNF, and Ionian. 3PLex was then purchased by Maersk. Prior to 3PLex, Benjamin advised transportation and logistics clients at Mercer Management Consulting. Prior to Mercer, Benjamin worked in his family's transportation business, AMI, where he helped the company expand its logistics operations. Benjamin received a Master's in Business Administration from Harvard Business School and a Bachelor of Arts degree from Yale College. About Logistics Coalition The war on Ukraine has devastated an entire region. Since February 24, tens of thousands have been killed or seriously wounded. Millions of people (and counting) have become refugees or have been forced to leave their homes. There are dozens of NGOs actively working to provide support and resources, and millions of people around the world that want to help. There are also thousands of supply chain companies capable of providing truck, air, ocean and warehousing services. However, there is no efficient way for groups to connect with each other and deliver vital supplies into affected areas. As a result, while the Ukrainian people suffer, well-meaning donors are unable to provide vital resources to the right place at the right time. The Logistics Coalition was formed to build a lean, fast, humanitarian supply chain in order to save more lives. Our initial focus is to create an online marketplace that connects NGOs, suppliers, and transportation companies. As a result, we intend to identify top priorities on the ground, fulfill them, and transport them to the people in need, all on an ongoing real-time basis. The long-term vision of the Logistics Coalition is to create a scalable supply chain solution that can be utilized in future disaster and crisis response. Key Takeaways: Urgent - The Ukraine Logistics Coalition Ben Gordon is the Founder of the Ukraine Logistics Coalition, which has the mission to bring Ukrainians what they need when they need it. The Coalition is made up of leading logistics an supply chain companies that have come together to develop a supply chain solution to save more lives in the Ukraine and create a scalable model for future disaster relief. Ukrainian civilians and the Ukrainian Army are continuing to live and resist the Russian invasion, but face overwhelming odds - they need necessities: Medicine & medical products, Food PPE Protective gear The Coalition is newly formed, but already making big strides – $22 million in supplies and $2 million in funding The successes include: 7,500 boots sourced and delivered Created a centralized, preliminary database to match supply with demand Developed a network of suppliers, logistics/transportation companies and on-the-ground relief organizations ready to collaborate and get resources where they need to be Created a coalition of CEOs and companies that can help, including: NGOs on the ground, like ICRC, Red Cross, and JDC Suppliers that can provide vital resources, like Convoy of Care, Henry Schein, and iRemedy ∙ Transportation companies that can deliver and track shipments, like SEKO Worldwide, Project44, and MEEST The Ukrainians are still in desperate need. Individuals and their companies can help in the following ways: Donate logistics, transportation, warehousing, supply chain services Donate medicine, medical supplies, pharmaceuticals, food, etc. Donate technology services Donate money Spread the word – reach out to family, friends, work associates – especially individuals or companies that can donate the things listed above Learn More About Urgent - The Ukraine Logistics Coalition Ben Gordon Open letter to supply chain leaders: Ukraine needs humanitarian relief - FreightWaves Logistics Coalition Please Donate www.JDC.org www.projectdynamo.org The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube
Key Takeaways from the BGSA Conference with Ben Gordon Ben Gordon and Joe Lynch discuss key takeaways form BGSA Conference. Ben is the Founder and Managing Partner of Cambridge Capital, a private equity firm investing in the applied supply chain. About Ben Gordon Benjamin Gordon is the Founder and Managing Partner of Cambridge Capital. He draws on a career building, advising, and investing in supply chain companies. Benjamin has led investments in outstanding firms including XPO, Grand Junction, Bringg, Liftit, and others. As CEO of BGSA Holdings, Benjamin has spent his career investing in and helping to build supply chain and technology companies. Benjamin led the firm's efforts, advising on over $1 billion worth of supply chain transactions. Benjamin has worked with firms such as UPS, DHL, Kuehne & Nagel, Agility Logistics, NFI Logistics, GENCO, Nations Express, Raytrans, Echo Global, Dixie, Wilpak, and others. Prior to BGSA Holdings, Ben founded 3PLex, the Internet solution enabling third-party logistics companies to automate their business. Benjamin raised $28 million from blue-chip investors including Morgan Stanley, Goldman Sachs, BancBoston Ventures, CNF, and Ionian. 3PLex was then purchased by Maersk. Prior to 3PLex, Benjamin advised transportation and logistics clients at Mercer Management Consulting. Prior to Mercer, Benjamin worked in his family's transportation business, AMI, where he helped the company expand its logistics operations. Benjamin received a Master's in Business Administration from Harvard Business School and a Bachelor of Arts degree from Yale College. About Cambridge Capital Cambridge Capital is a private equity firm investing in the applied supply chain. The firm provides private equity to finance the expansion, recapitalization or acquisition of growth companies in our sectors. Our philosophy is to invest in companies where our operating expertise and in-depth supply chain knowledge can help our portfolio companies achieve outstanding value. Cambridge Capital was founded in 2009 as the investment affiliate of BG Strategic Advisors (www.bgsa.com), the advisor of choice for a large, growing number of supply chain CEOs. Cambridge Capital leverages BGSA's unique approach to strategy-led investment banking for the supply chain. BGSA is known for its work helping companies achieve outsized returns via targeted acquisitions and premium sales processes, and has worked with category leaders such as UPS, DHL, Agility Logistics, New Breed, NFI, Genco, Nations Express, Raytrans, and others. Our relationship with BGSA gives us deep market expertise, access to outstanding deal flow and people flow, transactional capabilities, additional resources, and a powerful core competency in the supply chain sector. The Partners and Advisory Board members of Cambridge Capital have diverse backgrounds with complementary technical, operating and financial expertise. The Cambridge Capital team has spent their careers building, growing, and advising outstanding companies in the supply chain sector. They include former leaders of UPS Logistics, Ryder Logistics, ATC Logistics, APL Logistics, Kuehne + Nagel, and other globally recognized firms. Cambridge Capital's professionals know what it takes to build great companies. Key Takeaways from the BGSA Conference Benjamin Gordon is the Founder and Managing Partner of Cambridge Capital, a private equity firm that invests in logistics and supply chain companies. For the 16th year, Ben and his firm hosted the BGSA Holdings Supply Chain Conference at the Palm Beach Breakers hotel. The conference was held from January 19-21. The BGSA Conference is the industry's only CEO-level conference focused on all segments of the supply chain. Over 300 of the top CEOs in the logistics and supply chain space attended this year's conference to discuss technology, strategy and deals. In fact, Uber's acquisition of Transplace began with a conversation between the respective CEOs at the BGSA conference a few years ago. In the podcast interview, Ben and Joe discussed 3 key takeaways from the BGSA conference: The first key takeaway is the increased awareness and growing importance of the supply chain space. As the pandemic and supply chain disruptions upended the economy, attention and investment money flowed to the logistics and supply chain space. Many logistics, transportation, warehousing, and freight tech companies have experienced explosive growth. The second key takeaway is the growth of ecommerce. It took ecommerce 10 years to become 15% of total retail sales. In the first quarter of the pandemic, ecommerce grew to become 33% of total retail sales. The staggering growth of ecommerce meant that last mile, ecommerce fulfillment, visibility solutions, returns software, and other supply chain services firms grew to meet the surging demand. The third and final key takeaway from the BGSA Conference was the huge amount of financial deal activity. There was an 84% growth in mergers and acquisitions (M&A) measured in dollars. The M&A deals included the following: 1.) industry consolidation, 2.)ecommerce companies buying logistics companies, 3.) logistics companies buying ecommerce companies, 4.) infrastructure companies buying logistics companies and 5.) retailers buying logistics companies. There was also a tremendous increase in supply chain technology investments, which is reflected in the growth of unicorns in the space – 25 unicorns in 2020 and 51 unicorns in 2021. Unicorn is a term used in the venture capital industry to describe a privately held startup company with a value of over $1 billion. BGSA Holdings specializes in providing strategy-led M&A advisory services for leading CEOs in the supply chain and technology sector. BGSA has a track record of executing over 50 deals for our clients, who rely on them for trusted and experienced transaction advice. Cambridge Capital is a private investment firm focused on investing in high-growth, tech-enabled supply chain companies, encompassing the logistics, transportation, distribution, and supply chain-related sectors. Learn More About the BGSA Conference Ben Gordon Cambridge Capital 2022 BGSA Holdings Supply Chain Conference 5 Trends Shaping Logistics with Ben Gordon Related Podcasts Faster, Better Freight Quotes with Dawn Salvucci-Favier The Ukraine Logistics Coalition with Ben Gordon The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube
What you'll learn in this podcast episode What does it look like to navigate and excel in today's business and legal worlds as a woman of color, and how does having an E&C background impact that experience? In this episode of the Principled Podcast, LRN Strategic Communications Director Jen Uner talks with Nadine Jones, General Counsel of Kuehne + Nagel USA and co-founder of The Initiative: Advancing the Blue and Black Partnership, an organization born in the weeks following the murder of George Floyd. Listen in as the two discuss Nadine's professional path, her productive approach to activism, the value of DEI programs in the workplace, and her advice for E&C professionals advancing their own careers. Additional resources: LRN's new DEI Program provides companies with a multi-faceted training solution—a ready-to-deploy learning campaign with curriculums, asset packs, and customizable courses, plus the option to add bespoke content, learner experiences, and communications campaigns developed in association with LRN's E&C experts. You can preview some of our most popular course content (just one piece of this program!) by clicking here. Principled Podcast shownotes [2:25] - How Nadine got her start in the law industry. [6:15] - Nadine's experience in ethics and compliance [13:13] - How Kuehne + Nagel shapes their DEI programs. [20:32] - Nadine's intentions as she enters her new leadership role. [23:55] - Nadine's opinions on the notion of breaking barriers. [28:25] - The genesis of The Initiative. [32:37] - How The Initiative's programs were received by police officers. [37:18] - Advice for the next generation of legal and ethics and compliance professionals. Featured guest: Nadine Jones Nadine Jones is a graduate of Howard University School of Law and a seasoned Vice President of a multibillion global logistics company. She is a collaborative leader, solutions-oriented, and has expertise in developing and maintaining a corporate ethics & compliance program for a multi-billion logistics company. As a graduate of Howard University School of Law, Nadine also has a strong sense of social justice and equity. In June 2020, she co-founded along with two other Howard Law alumni an organization called The Initiative: Advancing the Blue & Black Partnership (“The Initiative”). The Initiative was established to end systemic police violence and implement a collaborative approach to building healthy, scalable, community policing models. Featured Host: Jen Uner Jen Uner is the Strategic Communications Director for LRN, where she captains programs for both internal and external audiences. She has an insatiable curiosity and an overdeveloped sense of right and wrong which she challenges each day through her study of ethics, compliance, and the value of values-based behavior in corporate governance. Prior to joining LRN, Jen led marketing communications for innovative technology companies operating in Europe and the US, and for media and marketplaces in California. She has won recognition for her work in brand development and experiential design, earned placements in leading news publications, and hosted a closing bell ceremony of the NASDAQ in honor of the California fashion industry as founder of the LA Fashion Awards. Jen holds a B.A. degree from Claremont McKenna College. Transcription Intro: Welcome to the Principled Podcast, brought to you by LRN. The Principled podcast brings together the collective wisdom on ethics, business, and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategy from our community of business leaders and workplace change makers. Jen Üner: Hello, and welcome to another episode of LRN's Principled Podcast. I'm your host today Jen Üner, strategic communications director for LRN. Today, I'm joined by Nadine Jones, general counsel of Kuehne+Nagel USA, as of April 1st, actually, which is part of the 18 billion global logistics company. Nadine is also co-founder and associate executive director and immediate past director of the initiative, Advancing the Blue and Black Partnership. This is an organization she founded with friends from Howard University in the weeks following the murder of George Floyd. We are going to be talking about the initiative, but we're also going to be talking about her career, her advice for E&C professionals advancing their own careers, the unique challenges women of color face navigating business and legal worlds and her own, I must say hyper-productive approach to work and to activism. It's women's History Month in the US, and so I think it's a good time to reflect on where we are. Nadine, thank you for joining me on the Principled Podcast. Nadine Jones: Thank you, Jen. Thank you for having me. Jen Üner: Nadine, I have such admiration for what you do. I'm kind of amazed at how you actually do all the things that you do. You're one of those women who like slays dragons and leaps tall buildings in a single bound. I know this because we had the chance to work closely together for the launch of the initiative last summer, or at least the launch of the courses that we produced for you and are continuing to produce for the initiative. We're going to talk about that a little later though. I want to focus first on your career. You were just promoted to general counsel and congratulations on that, by the way. I think our audience of E&C professionals they'd really like to learn from your trajectory and your experience like how did you get where you are today? I mean, this is a very big job. I know about Howard University, but not much else. Can we start at the beginning? Can we start with your background? Like where did you grow up? How did you choose Howard? Get me started. Nadine Jones: I actually grew up in Montreal, Canada, working class parents, working class family. I did visit Howard, not as a student, we visited for homecoming. Howard's homecoming is the world renowned, practically. And I didn't really think anything else about it. I did always want to be a lawyer, but I never seen anyone in my family be a lawyer. And I didn't think I was smart enough to be a lawyer. And it was just, might be nice, but that's not for me. Get a good job and which I did. And it was Ama, who is one of the co-founders of the initiative and we'll talk more about later, she got into Howard Law. So we did undergrad together and she went on to Howard Law and I mentioned, I always wanted to be a lawyer, but I'm not smart enough. And she's like, "But we're the same. If I can do it, you can do it." And I thought, we actually are the same, right. Because we'd been friends for years by then, herding together. I don't think she'd mind if I shared that and whatever shenanigans we were getting into. And I had just never really thought about it in that way, that we are the same. And it was a great example of representation mattering. And I believed her when she said, if I can do it, you do it. And so I applied and I got in and I don't mind saying I did great. I was pretty good at it. But it took someone breaking down a barrier and showing me that it was possible. And somebody that I could relate to showing me that it was possible. And I then believed that it was possible and she was right, it was possible. So that's how I got my start at Howard. And I've been in the United States ever since then. It's my adopted home. I love it and we can talk about it's flaws, it's challenges. Jen Üner: Oh my God. Nadine Jones: I see it. But I... Jen Üner: We have so many. Nadine Jones: I love, I chose this country. I wasn't running from anywhere. Canada's pretty cool, if you've ever been there. Jen Üner: I got to ask you Montreal, do you speak French? Isn't it French based there? Nadine Jones: It is. It is French based there and I'm considered what they all Anglophone. So my parentage and so forth, I'm not Francophone and language is heavily politicized in Quebec. And it felt very oppressive as an English person. What is the point of that story? It's you can politicize anything people, anything it's not just race and ethnicity, it could be language, it could be geography. Jen Üner: I think you're absolutely right. You can politicize most anything. Nadine Jones: Most anything. Yep. Jen Üner: So you went to Howard. I think it's interesting you always knew you wanted to be a lawyer. Nadine Jones: I did. I always knew. My mother thought that I should be a teacher. She still does. She's accepted that I'm a lawyer, but I think in her heart of hearts, she always wanted me to be a teacher, but somehow I just always felt it. I always knew that this was what I wanted to do. I just thought it was out of reach. Jen Üner: Yeah. Well, I'm glad that Ama helped you see that wasn't necessarily the case and that you were able to apply to law school and get in. And of course now here we see you absolutely succeeding. A question for you about your E&C experience. That's your background now in law? Is that correct? I don't want to make an assumption. Nadine Jones: It's the reason why I joined can KN, Kuehne + Nagel was to head up their corporate ethics and compliance program. And I still wear that hat, which is something we can talk about, you might change roles, but you still have insights that you carry with you from whatever experiences that you've had. And it's a plus, it's not a minus. So yes, I'm still involved to some degree, particularly in areas of where I have some background like antitrust, for example, I'm still heavily involved in that, but it is no longer my full-time role. I moved out of ethics and compliance in December of 2017 and moved fully into the general counsel's office of the same company but supported compliance, supported the new officer and still continue to this day. I'm still seen as the go-to person for certain ethics and corporate compliance matters, certainly for DEI as well as a woman of color, as a black woman in a still heavily male dominated space. And I have a title to my name. I have a lot of visibility and a really good platform from which to speak. So I do speak as much as I'm invited to speak to help highlight certain issues for our women's International Women's Day. So it's a privilege. It's actually a great space and a comfortable space to be in. And I don't like to play the age card because I think it makes the younger folks feel uncomfortable, but it is so rewarding to see how they react act and how excited they are and just to hear their comments. And they'll come by my office, they don't know if they should come in, if they can't come in and just the enthusiasm that they have. So I consider it a privilege to be able to enter their space. They sometimes feel nervous to enter into my space, but I tell them my door is always open and I love it. I do love that part. Jen Üner: I think that's always a case as you move up in your career. I think you do find that happens where there's that... Somebody in the C-suite, for example, you're never going to just, even if they're really welcoming and saying like, "Come on in." You're always a little bit hesitant, right? Because there's a bit of that hierarchy, right? You don't want to overstep, you don't want to do something wrong. Nadine Jones: That's right. Yes. Jen Üner: That's how I see it. So the fact that you've been very visible in the company on topics of ethics and compliance and you hold this visible role and people do seek you out for your expertise for example in DEI, is that something that you're going to continue to do in your new role? Nadine Jones: Yes, it will be. If they will have me, it will be because one, I'm the only woman GC or only woman who will be holding that title in the next few weeks. I'm the only black person who was on the board ever. And the US company is about, I don't know, almost 70 years old. So it's a pretty big deal. And just by me being who I am, it has generated a strong reaction and it speaks to diversity and it speaks to equity and it speaks to inclusion. The fact that I'm homegrown in the sense that I joined, I'm in my 10th year at this company, and the fact that the company was able to develop me to the point where I would be even viable for this role speaks volumes to those who are here because it shows that the opportunities are in fact here. We didn't have to outsource, we didn't have to find somebody from Europe to come in to fill this role. We were able to find a person here who had received enough development and mentorship to be able to handle this role. So I think just by the very nature of the body I occupy, the history of the organization, I think DEI is going to be something that I contribute to and happily do. So one of the things I like to do is show them my own evolution, my own biases, my own effort to be more inclusive. And I think it helps because as a black woman, the presumption is, oh, you know how to do this? You have no biases. You are automatically inclusive and welcome diversity. We all have our biases. We all have our blind spots is what I would call them. So when I'm invited to speak, I share and I share my own evolution and my own challenges in whatever area. It's so far, it seems to be well received. Jen Üner: That's great. That's good to hear. And certainly we do all have our own blind spots. I think that's a great word. I have to say DEI is top of mind this month for us at LRN because we have big product news. We're releasing a new DEI program. It combines our customizable courses, which I'm not even sure if you're familiar with the coursework that we're producing now. We have a whole learn it work it prove it model. There are powerful videos included. And in fact, like the meaning maker video that we did for the initiative, we do similar kinds of assets for our DEI courses. But we're also now expanding that DEI program to include ready to go, out of the box, email templates, huddle guides, learning action plans. The idea is to create kind of a more meaningful multitouch program that sustains over time. And so like all those courses and all of those things come together to keep the momentum going through the year. And I would say it's like how you would communicate about sort of any kind of corporate values. It's something that you do with repetition over time, across channels and moments. You don't just have like a one and done like, oh, now we're trained. So I'm curious how Kuehne + Nagel shapes DEI programs presently. And I mean, I know you're not necessarily directly working with them right now, but do you have any highlights or insights you could share about the programs there? Nadine Jones: I want to say to give the company credit, KN credit, we started this, I can't give you the exact year, but I want to say 2018, 2019, the company invested, I believe millions of dollars in what it calls its Care Initiative. And from the highest to the lowest and everyone in between, we were in encouraged, strongly encouraged to participate in this program. And so we hired leadership to spearhead it, the head of DEI and so forth. And so we've been pounding this drum for years before, the upheaval in 2020 and the racial equity discussions that have since spawned or spurred from that. So I want to say 2018, we went full out into the Care Initiative, which is about inclusion, about hearing other voices. Internally, the focus was to start on internally with how we treat each other internally with an understanding that would spill over in terms of how we treat our customers. We're still a profit for profit corporation, we care about our customers, but we wanted to create an environment where we had the touches. So I love what you said about you can't do one and done. You can't pass a policy that we shall now all care about each other, right? Jen Üner: Right. Nadine Jones: You need to create the infrastructure where you have the touches and I'll share a quick a story. We still do our care, it was maintained even through the pandemic periods when we were not physically in the office. So it started out with like physically in the office group, team meetings from different pockets within the company so that we get to see and meet and develop relationships with folks outside of our departments, outside of our wheelhouse. And then during the pandemic, of course, like everyone else, mostly everyone else, we moved to conference calls, Zoom, and other platforms. And I wasn't always the best, I'll be honest. I wasn't always the best about joining, which is something that I've decided to stop doing, especially now with my new position I think it's more important that I make the effort to make those calls. But within my sub care team, I have one Ukrainian national and we were talking weeks ago, this was before the actual invasion. And these are my words. I know that other people might have different views, but that's how I'm seeing what happened. And she mentioned that her family was in Ukraine and I said, "Oh there's still there. They didn't leave." She said, "No, they didn't leave." And I said, "Okay, but you are seeing the buildup that's happening." She's like, "I see it. And they see it." But I said, "Well, look, we pray for the best and that everything will be okay." And a few weeks after that, we all know what happened. Putin invaded Ukraine. I woke up that morning, maybe it was a Friday morning. Anyway, at some point I woke up and saw what had happened. My first thought was to my care group and I logged on and I Zoom chatted her. And I said, "I'm just seeing what happened. And I want you to know that your family is in my prayers and I'm praying for their safety." Now, would that have been my first thought had I not had a relationship within my care group? I would've sympathized with Ukraine. I don't know if I would've had that level of empathy had I not known this person over the course of however many years, I've been in her care group four years, that human element where her family, I could almost transpose my family onto her family. And that's when you move from sympathy to empathy, I think for me anyway. So that's an example of the importance of continuous touches in seeing each other and being able to empathize with each other. If you're just in your silo or if it's just an academic exercise or if it's just a mandate from your CEO saying, thou shall care with nothing else behind it and no infrastructure to have those human interactions, then you just have what we all know in the E&C world. You just have a program on paper. You don't have it in reality. Jen Üner: Check the box. Nadine Jones: It's a check the box, right. Jen Üner: Yeah. I think that's a really interesting example and certainly a really poignant one with everything that's going on right now. And I think it does really speak to the company that you work for and the care that they take around care. And I think you're absolutely right, you might not have thought of that first, if you hadn't been involved in that program, which then it makes me think of something that I overheard the other day from one of my colleagues, she was talking to a VP of diversity and inclusion, who's like maybe 90 days into the job. And this person was saying that the real value of DEI programs is that most people aren't really going out there to read books or even know who Brené Brown is, for example. It's not something like you don't put it necessarily on your agenda, just like you wouldn't have necessarily put on your agenda connecting with this person from the Ukraine. It's because the company took the initiative to increase awareness and understanding and building a culture of respect in the organization that you guys were exposed to this, exposed to each other on a regular basis. So that became the first thing that you thought about. So in a way it's kind of the whole idea of this is really... Because if you don't find it outside the company, it really is kind of a tone from the top sort of thing, the company prioritizes it. And then there you are, it's actually shifted your perspective and your behavior, what you thought first. So that's a lot of words to just say, you're going to be at the top, right? You're going to be part of the group that is forming priorities going forward for the company as part of the leadership team. Are there any items that you're going to want to surface in your new role? Nadine Jones: I'll be the new kid on the block. So I will just be... I know most of them from my role in E&C ethics and corporate compliance, which is a great role actually, to expose you to people from all walks of the organization. It's a very high, should be anyway, a platform where you do have exposure to the board from the receptionist to the CEO, to the global CEO. And no one has told me this, but I can't help but think that exposure helped to launch me into this general council role because you make relationships and you keep them wherever you go. But that's a bit of an aside. I'm going to, they will now be my peers. And I will be the second woman on the board, first person of color. I don't know what their expectations are. I think they're watching me and I'm learning them in this new role. But here's the thing, I don't have to go in with an agenda in particular. I just see the world differently than they do, and I feel empowered enough to voice that. So for instance, even before being appointed the next GC, I sit on the investment committee. I was invited last year to sit on the investment committee, which is the fiduciary committee, right, from obligation for 401(k)s, and make sure that we are investing soundly and that things are in compliance with applicable law and so forth. First woman and one of the questions I had almost maybe the second meeting, like how are the women doing? Do we know if there is any gaps in terms of investment or use of the company's offerings between genders? And the response was we never really thought about it. And that's a great idea. That's an example of inclusion. It was quickly, quickly supported by the men. And I was just curious, I just wanted to see if there were any gaps, so I don't have a clear agenda. I'm just bringing my whole self into this role. Jen Üner: Yeah. I, that's a great way to put it. I had a boss once that would say, "You don't know what you don't know." And I think that's kind of a great example, right. You're in this group and they had never considered something. You're just there with you yourself in the room and realizing, hey, what about this? And no one had even considered that before. I think that really does speak to the extreme value of inclusivity and diversity in the workplace. So, I mean, clearly you're pioneering a bit, you're breaking barriers. You're the, I think you said the second woman on the board and the first black woman. This notion of breaking barriers, do you think that's a big deal, a small deal? Does it not really matter? Because it's the right thing to be happening anyway. I'm just curious your perspective on that. Nadine Jones: It matters, it's intimidating, but I'll separate the answer. It absolutely matters, right. Remember I told you it was Ama and my ability to relate to her and see myself in her that gave me the courage I needed to step out of my comfort zone and try law school. It absolutely matters. We have to see someone that is relatable break the barrier to know that it's possible for ourselves. So it does matter. It is encouraging, it brings hope, it's validating. When the announcement was made public, there were women, especially women of color, Latinx women who can see themselves in me that they were overjoyed, but also really emotional, really emotional. And that first day when the announcement went out, it was overwhelming for me to see the reaction of mostly the women, not just women of color, just women in general. And it confirms the importance of representation, of seeing what's possible even if it's through somebody else who was like you. It's intimidating in the sense that I feel, I'll speak for myself, I feel the magnitude this appointment, I feel the magnitude of being on the board, of looking like me and being a board member, the magnitude of it. That said my CEO, and I feel supported. So if I were in an environment where I had to claw my way to the top against people who were less than supportive, maybe even antagonistic, but doing it because it's the new social norm, maybe that's how they might look at it. It's the new trend and there's no real support, can you imagine what that must feel like? Actually, I can't imagine what that must feel like. But because I feel supported internally, even though it's a new role, a big role, it's a historic role, as one woman told me, this is a historical moment in our organization, I don't feel like I'm set up to fail. I feel like I'm set up to succeed because I know the board member or my CEO in particular, who I won't prefer to put words in his mouth, but at least how I perceive him, my interactions with him, so supportive, even the global parent who's light years away from the United States, incredibly supportive and encouraging. So it is important, you can't just plop a woman on the board or black person for the first time and say good luck and expect them to thrive. You need to support us. That is an element of inclusion. That is part of equity. That is part of diversity, if you really want it to work. And I do feel supported, I do. Jen Üner: That's so good to hear. And it is so important. And I think in any kind of environment where collaboration is going to be really key, you need to have that, you need to have that respect and appreciation for each other and what they bring to the table. And the skills, knowledge, experience, perspective, everything, those are all valuable inputs into whatever problem the team needs to solve. Nadine Jones: Absolutely, absolutely. Yeah. Jen Üner: Taking a whole turn, I would love to talk about the initiative. We worked together that on the initiative last year, it's continuing this year, I can't wait to catch up on what's been happening. But before we dive into that, can you share with us a little bit of the Genesis story of the initiative? Nadine Jones: Yes. So the initiative was launched in July of 2020, actually it was June of 2020, and it was birthed out of trauma, I guess is the right word. If we all recall, and some of us don't even want to look back to 2020, it's the year that she'll never be mentioned again, I get it, but let's look back a little bit of what was happening and there was incredible up rest or... Jen Üner: Unrest. Nadine Jones: ... Unrest. Jen Üner: Unrest, and uprising. Nadine Jones: Yeah. Unrest and uprising in the area of policing, police interactions with black and brown bodies. And being the mother of a black son myself, it was at the point where we really could not just sit back and do nothing, myself and the other two co-founders, black women, Howard alumni as well, mothers of black sons and daughters, I'm the only one which is a son. And we decided that we were going to use our corporate knowledge and experience in terms of building sustainable, scalable solutions, along with our Howard civil rights training, and we were going to enter this space. It was kind of a bit of woman arrogance, if you want it done right, just going to have to do it ourselves. And we were thinking about it in terms of the measures that we have taken generationally to protect our children, which is having the talk, what to do if encountered by the police, you're black, you can't do what your white friends do. You be respectful, make sure they see your hands, all of those things that we do, which basically just kind of steals and takes their innocence way too young. We decided it's not working and that we need something that's more sustainable. And we entered this space with the purpose of building something that lasts, and in order to do that, reconciling those two groups, the blue community, the black community in particular, but to do that, we knew we had to work collaboratively. And that's our corporate upbringing that's telling us that, you can't do anything in a silo and expect it to work and be sustainable, it's not. It's not going to work and it's not going to be sustainable. And you touched on this Jen earlier, just simply having something on paper and saying, go forth and prosper, so to speak, is not going to be enough. You need to have some touches there, you have to create some infrastructure to bridge divides, to create positive relationships. So that's why we got into the space. It was not just because of what we all witnessed with the George Floyd video, it was not just what we've witnessed with the Ahmaud Arbery being gunned down by civilian, but a former police officer and the handling of that murder, what we can now say is murder by that police department was shocking. And it wasn't the slew of others that we have seen, it was simply a point of decision that we're entering into the space and we're going to do it collaboratively. But we are emerging from this space with the fervent hope and belief to make everybody safer, the blue community, because now you've got members of the civilian community that have humanized them how the blue community views us, and the us is no longer just black folks. Jen Üner: One of the things that you started with, with the initiative was I think there were some dashboards for assessment of municipalities, and then of course, the courses that we are developing with you, the first one being on mindfulness, which are courses that police are offered to take. How is that going? What kind of adoptions have you been getting for the platform and the programs that you're doing? And what's next? I know that you were already working on ideas for the next courses that we can help you bring to the initiative. Nadine Jones: Well, the mindfulness training that LRN developed for us is just remarkable. And we didn't ex we didn't do it for the purpose of it serving as an icebreaker, but it turned out that when officers saw that we were concerned about their wellbeing, as well as our own, it opened a door. I don't know how to explain it. LRN did it for free, that was their contribution to the space. It's phenomenal, it's world class, it's incredible quality, and we shared it with police communities for free, and there was no judgment in it. It was, this is brain science. We called it operation brain strategies because we were told by police, if you call it mindfulness, no self-respective officer is going to take a mindfulness training. So we called it operation brain strategies, there was no judgment. It was, this is just the human species, this is just how we function. So it was a great way, it was like an offering, here we care about you. And we developed that first after we got through the pain and the horror of what we saw, and crying, we were sobbing all the time. It was just a mess in the summer of 2020. But the more we spoke with officers, we saw them more, we said, "Hey, this is tough. We're going to come out with something that shows that we see what they're doing and that it's not easy." And there's nothing defective about an officer who has a moment, it's a tough, heartbreaking job. So that was a great way to come out. And the next one slated is to talk about, to show in the same similar image or format, how to actually engage with members of the community. And you're right, we did build two tools, one's called central, which is police agency facing, and the other is called central plus, which is community facing. And one assesses the police agency's readiness to engage in a collaborative, proactive type of policing with civilians, not all agencies are equipped to do that. They are equipped to be warriors, but they're not equipped to be collaborators. And so we help the agency self assess their readiness and maybe opportunities where they can make some changes to become a police agency that can engage in that caliber or that type of policing. And then we develop central plus, which is community facing, which is basically an intake, just success your community. And we do it across policing, certainly public safety and policing, but other areas like education, access to resources, health, these are all areas that if broken will intersect with the police industry, and policing is not response for some of these breakdowns. So it's a way for the police leadership in a particular precinct area, we did it at a zip code level, can see what the concerns are and the top concerns and challenges within his or her precinct area. Thank you for asking about that. We're very proud of those tools, by the way. Jen Üner: I continue to be impressed by it. And I know that we're all excited here to collaborate with you on building the next set of e-learning tools for this program. One of the things that I hear you say again and again, is about relationships, is about collaboration, is about empathy, kind of a last question for you here, I know we're like at time, past time, advice for those that are coming up behind you in the world, in the legal world, in the world of ethics and compliance, what advice do you have for the next generation on how to do those things? Nadine Jones: Gosh, there's so much, and I don't want to push you over time. But relationships are key and don't be transactional with your relationships. You don't know where somebody is going to be tomorrow, and that shouldn't be your only basis for wanting to develop a relationship. So don't be transactional about it, spend the time, invest the time. I know not every day you feel like asking, how was your weekend on the Monday, some Mondays are tougher than others. It doesn't really take a lot though to be interested or for the other person to perceive that you do have an interest in them. It could be less than five minutes and you are like, "Oh, I got to call. I got to go," and you may not see them again for another two weeks or so forth. But take the time, invest the time we are tied as a society. We are as you're basically creating an environment that's going to ultimately be better for you within the corporation, and I would add this, outside of the corporation. We are privileged to work for corporations that have invested in this space, take it with you into your spheres of influence outside of the corporation where others may not be privileged to have access to LRN teachings and resources and the like, and have some humility about it. Not everyone is exposed to this type of learning. So that's my advice, just invest, take time, care about people, doesn't have to be anything major, and take that with you in all of your environments. Don't compartmentalize it and use it only in the corporate world. It is your obligation, I think, as a human being in this world to take that with you. If you know better do better, that's what I said on the women's meeting speech on the eighth here, Jen, if you know better, do better. Jen Üner: If you know better, do better. That is a great note to end on Nadine. Thank you so much for joining me on this episode of The Principled Podcast. My name is Jen Üner, and I want to thank all of you listening for staying with us. We will be back next week with another LRN host and expert talking about ethics, culture, and compliance. Nadine Jones: Thank you, Jen. Outro: We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations, by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple podcasts, Stitcher, Google podcasts, or wherever you listen. And don't forget to leave us a review.
The Ukraine Logistics Coalition with Ben Gordon The situation in the Ukraine grows more desperate every minute and the need for humanitarian aid is enormous and growing. People who work in logistics and supply chain are in a unique position to help the people of the Ukraine. To assist the people of the Ukraine in their time of greatest need, The Ukraine Logistics Coalition was formed by Ben Gordon and leaders from some of the top logistics and supply chain companies in the world. If you can support The Ukraine Logistics Coalition with a donation of money, equipment, facilities, expertise, please contact Benjamin Gordon ben@bgsa.com. About Ben Gordon Benjamin Gordon is the Founder and Managing Partner of Cambridge Capital. He draws on a career building, advising, and investing in supply chain companies. Benjamin has led investments in outstanding firms including XPO, Grand Junction, Bringg, Liftit, and others. As CEO of BGSA Holdings, Benjamin has spent his career investing in and helping to build supply chain and technology companies. Benjamin led the firm's efforts, advising on over $1 billion worth of supply chain transactions. Benjamin has worked with firms such as UPS, DHL, Kuehne & Nagel, Agility Logistics, NFI Logistics, GENCO, Nations Express, Raytrans, Echo Global, Dixie, Wilpak, and others. Prior to BGSA Holdings, Ben founded 3PLex, the Internet solution enabling third-party logistics companies to automate their business. Benjamin raised $28 million from blue-chip investors including Morgan Stanley, Goldman Sachs, BancBoston Ventures, CNF, and Ionian. 3PLex was then purchased by Maersk. Prior to 3PLex, Benjamin advised transportation and logistics clients at Mercer Management Consulting. Prior to Mercer, Benjamin worked in his family's transportation business, AMI, where he helped the company expand its logistics operations. Benjamin received a Master's in Business Administration from Harvard Business School and a Bachelor of Arts degree from Yale College. A Letter From Ben Gordon Regarding The Ukraine Logistics Coalition The headlines coming out of Ukraine continue to get more horrifying. Russia shows no sign of halting its attack. Thousands of people have died and millions of Ukrainians have been driven from their homes. As grim as it looks, we can make a difference! YPOers are action oriented, and while many of us have offered traditional assistance I believe there is much we can do to help the supply chain. Ukraine has several major supply chain needs—including (a) buses to evacuate refugees; (b) donors to provide food, medicine, and supplies; (c) planes to airlift food, medicine, and supplies into neighboring countries like Poland, Hungary and Romania; (d) warehouses to act as cross-docks near the border to receive and transmit supplies into Ukraine; and (e) trucks to transport supplies from neighboring countries into Ukrainian cities including Kyiv, Odessa, Kharkiv, and Lviv. We need to supplement and enhance what currently exists. To do this, those of us in the supply chain industry must step up! We need to work together to get major supply chain companies to donate the desperately needed trucks, planes and warehouses. Time is precious, as innocent Ukrainians are being shelled and killed around the clock. In short, we need an Operation Warp Speed for the Ukraine supply chain. The Global Diplomacy Network (GDN) is launching the YPO Logistics Coalition for Ukraine. We are looking for: Leaders who will join the board and play a hands-on role – preferably with experience in humanitarian rescue/relief, supply chain, and global scope. Transportation/logistics companies who can commit air, ground, and warehousing capacity. This includes Trucking into major cities in Ukraine Trucking from Europe to the Ukraine border – particularly from Poland, Romania, and Hungary Warehousing in Europe close to the Ukraine border – e.g. cross-docks in Lublin and Rzeszow Poland, Balti Moldova, and Suceava Romania Air from US or elsewhere into Eastern Europe – as close as possible to Ukraine And the US ground legs too Suppliers who can provide food, medicine/medical equipment and other key resources. Someone to quickly build an online marketplace that includes (a) Ukraine government and key NGO needs on the ground; (b) suppliers that can meet these key needs; and (c) logistics companies that can deliver these supplies. Learn More About The Ukraine Logistics Coalition Ben Gordon Open letter to supply chain leaders: Ukraine needs humanitarian relief - FreightWaves Please Donate www.JDC.org www.projectdynamo.org The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube
Welcome to Work Rest Slay, the monthly podcast featuring honest interviews with inspirational guests. Work Rest Slay is the place to come to for stories about achievement, burnout, success and inspiration as well as tips to help us strive towards more balanced and fulfilling lives. Episode 7 features Pamela Quinn who shares incredible insights she's gained over her 20+ years at Kuehne + Nagel, including mastering time management, having regular self-audits, realising the power of delegation and how to have the hard (but necessary) conversations. This podcast is sponsored by One Nutrition, an Irish Brand which makes good nutrition easy with a range of supplements to support the demands of daily life. One Nutrition only use ethically sourced, premium pure ingredients with certified quality assurance. Find their colourful and sustainable packs on shelves in your local Health Store, Pharmacy or OneNutrition.ie. Follow them on Instagram at weareonenutrition / instagram.com/weareonenutrition
On this episode Leo interviews Heather. She helps top global leaders show up, speak up, and inspire action in a changing world. She focuses on fostering unmuted communication cultures where every voice is heard, resulting in greater inclusion, innovation and efficiency across remote and global teams.Her book “Unmuted – how to show up, speak up and inspire action” is coming out on 17.03.22 via Bloomsbury Publishing Plc.Link to order directly from the publisher in the UK Link to register for the Unmuted Experience launch event Website Heather is also an External Industry Expert for NUS Business School's Executive Education programs where she runs modules on communication, presentation, and storytelling skills.IN THE NEWSHeather is an outspoken advocate for global voices and her views on global communication have been featured in NPR (USA), ABC Radio National (Australia), Quartz (QZ.com) and multiple print and radio outlets in Singapore, including The Straits Times and CNA938. TEDxHer 2018 TEDx talk "2 Billion Voices: How to speak bad English perfectly" has over 100,000 views GLOBAL CLIENTSChevron, MasterCard, Bayer, Novartis, Amazon Web Services, BD, L'Oreal, Singtel, BNP Paribas, Lundbeck, Kuehne + Nagel, Singapore Airlines, Scoot, Kelly Services, INSEAD, Zain and many others across SE Asia, MENA, Europe and the US.Connect with Heather on LinkedIn Self-learning is of paramount importance in the business world, listen to your international peers and step up your game.Connect with the host Leonardo Marra on LinkedIn Follow the page on LinkedIn ***This episode is sponsored by International Expansion Explained. Are you looking to expand internationally, but you're not sure where to start? Or you export already but would like to venture further overseas? Reach out to arrange an international clarity session and learn more about growth plans here International Expansion StrategyPartners SearchOngoing sales and branding supportIndividual one on one support
In Episode 198, I converse with FIDE Master Carsten Hansen, Columnist at Chess Life Magazine, Seafreight Route Development Manager, UK & Ireland at Kuehne + Nagel, Columnist/Book Reviewer at American Chess Magazine. Learn more about his 37 books and career here. We speak about curiosity as a motivation, brainstorming for boooks, a preview of his upcoming Norwegian Rat book with Intermational Master Cyrus Lakdawala, opening books, misconceptions about Dvoretsky's Endgame Manual, the importance of endgame fundamentals, ways to transition from online chess to over-the board chess, chess applications in the business world, searching for low hanging fruit in sales and chess, fun and more.
Happy Valentine's Day It is that time of the year when love shines. But India's flower growers/exporters will hardly feel the warmth of love this Valentine's Day 2022. Cupid will once again bring tears – like last year – to flower growers/exporters. Many had hoped that exports would rise but that did not happen. Farewell Alfred Kuehlewind We were saddened to learn of the death of Alfred Kuehlewind this past weekend in Los Angeles. In 1974 Alfred opened Commodity Forwarders Inc. (CFI) as a one-man office in Los Angeles specializing in perishables products, especially strawberries to Europe by air. In 2017, CFI became part of Kuehne+Nagel. A Lunar New Year Story It is apparent to almost anyone traveling on business that there isn't enough time to enjoy authentic local scenery. Since no time for anything more than survival COVID business as usual has been unusual, to say the least. But now while the veil seems to be lifting here in the U.S. we can maybe get back and stick our toe in the water. --- Support this podcast: https://anchor.fm/geoffrey-arend/support
Kuehne + Nagel's Marcus Reimann, senior vice president of seafreight, North America, and Blume Global CEO Pervinder Johar joined JOC Senior Editor Alessandra Barrett for a conversation about the heightened call for cargo visibility in landside operations. Johar and Reimann discuss the affordability challenges that face trucking companies, designing with the end user - the driver - in mind, and the importance of resetting expectations to drive increased investment in trucking businesses.
In this special episode, we're joined by Dorothea von Boxberg, CEO of Lufthansa Cargo, Henrik Ambak, SVP Global Operations of Emirates Sky Cargo and Chairman of Cargo iQ, and Ufuk Sumerler, SVP, Global Head of Air Logistics Development at Kuehne & Nagel. We discuss the impact of the pandemic and rise of e-commerce on the logistics industry and what the future of air logistics looks like. For a traditionally pragmatic industry, the air logistics industry has had no choice but to quickly embrace change in the face of the pandemic. The question is, what's next for the industry in the years to come? Tune in to find out. About the Speakers Doretha von Boxberg Dorothea von Boxberg joined Lufthansa's strategy and subsidiaries division in 2007, assuming various customer experience and sales roles in her seven-year tenure. In 2015, Dorothea moved to Lufthansa Cargo AG to head up the global sales management division before her appointment to the Executive Board of Lufthansa Cargo AG as Chief Commercial Officer in 2018. Since March 2021, Dorothea has been the Chairperson of the Executive Board and CEO of Lufthansa Cargo AG with responsibilities in business development and cooperations, legal affairs, communications and corporate responsibility, information management, and digital transformation, as well as finance and controlling. Henrik Ambak Henrik Ambak has almost 40 years of experience in various roles in the logistics industry. Starting in the freight forwarding business before holding numerous leadership positions in cargo and airport ground handling companies, Henrik transitioned to the airline side of things in 2001, dedicating 13 years to Cargolux as the VP of Cargo Operations. In 2014 Henrik moved to Emirates SkyCargo and assumed the role of SVP Cargo Operations Worldwide, with responsibilities in managing the Dubai Hub, overseeing global service delivery and regulatory compliance, and coordinating the continued development of the IT systems supporting the SkyCargo business. Henrik leads with a perfection-driven approach and carries his unrelenting commitment to service excellence to the airfreight industry's service quality group, Cargo iQ, as Chairman. Ufuk Sumerler Following his undergraduate studies in International Economics at the University of Istanbul, in 1991, Ufuk Sumerler joined Kuehne + Nagel (KN) in Germany as a management trainee, working his way through the overland air freight and sea freight divisions. In 1994, Ufuk transferred to the US organization and held ocean freight sales and route development roles in New York. In 2002, Ufuk became the Global Key Account Director for the retail and consumer industry. In 2005, Ufuk was tasked with heading up KN's airfreight activities in the Middle East and Central Asia regions as Director of Airfreight and SVP Airfreight (2013). His next move saw him relocating to the Netherlands to take over the Western European Airfreight management position (2016) before joining the corporate management team in 2019 to head up Global Air Logistics Development.
On today's episode Dooner and The Dude are talking to HERBL founder and CEO Michael Beaudry about the logistics of distributing cannabis. We'll learn what operating in the marijuana market means for growers, retailers and distributors.Three daring team members from Kuehne+Nagel alongside Intermodal Director Kevin Cudby from Cargostore Worldwide are fearlessly taking on a 13,000-foot skydive with the Red Devils Army Parachute Display Team.Justin Smith, VP of sales, and Greg Finnerty, VP, operations, at Concept Logistics, are here to talk carrier contract negotiations and managing shipper expectations.Chris Clever, SVP LTL solutions, Nolan Transport, gives us an LTL market update and talks about the impacts of e-commerce.And Mark Dalla-Vicenza, sales director, Portage Transport, cooks it forward with a delicious poke bowl.Visit our sponsorSubscribe to the WTT newsletterApple PodcastsSpotifyMore FreightWaves Podcasts
On today's episode Dooner and The Dude are talking to HERBL founder and CEO Michael Beaudry about the logistics of distributing cannabis. We'll learn what operating in the marijuana market means for growers, retailers and distributors.Three daring team members from Kuehne+Nagel alongside Intermodal Director Kevin Cudby from Cargostore Worldwide are fearlessly taking on a 13,000-foot skydive with the Red Devils Army Parachute Display Team.Justin Smith, VP of sales, and Greg Finnerty, VP, operations, at Concept Logistics, are here to talk carrier contract negotiations and managing shipper expectations.Chris Clever, SVP LTL solutions, Nolan Transport, gives us an LTL market update and talks about the impacts of e-commerce.And Mark Dalla-Vicenza, sales director, Portage Transport, cooks it forward with a delicious poke bowl.Visit our sponsorSubscribe to the WTT newsletterApple PodcastsSpotifyMore FreightWaves Podcasts
In this episode, we're talking about the supply chain journey from working within Volvo, a multinational manufacturing company, to Kuehne + Nagel and Zencargo. In addition, we explore the challenges and rewards of completing an MBA while managing a busy business and personal life. Aswell as discussing how to align supply chain KPI's with the business goals.I am joined by Ian Powell, a critical thinker and solution architect in the supply chain world. Ian has worked in large multinationals to scale up disruptors with one vision in mind. Making supply chains a competitive advantage. Ian has 21 years of experience and has an MBA from Cranfield. We dive into:The changes in the supply chain over the past 21 years Completing an MBA while managing personal and professional life Supply chain KPI's and how to ensure they're not conflicting
Container shipping is not going to return to normal, according to Otto Schacht, the head of sea logistics at Kuehne+Nagel. The lines have a unique opportunity to permanently end the boom and bust cycles that have destroyed so much shareholder value over the years, and create an industry able to make decent money in bad times as well as good. Speaking of what happens next, the Lloyd's List mid-year Markets Outlook finds shipowners in a better place than they anticipated 12 months ago. While tankers will have to wait for a meaningful vaccine-led recovery, box and bulk are booming, with prospects of earnings stretching well into 2022. Our exclusive report examines all key sectors plus the regulation, insurance and finance outlook. Required reading for everyone in shipping! Check it out here: https://lloydslist.maritimeintelligence.informa.com/special-reports/2021/Special-report-Half-year-outlook-2021
Talking OTC Commodities is back with a brand-new season of episodes which will examine what's happening in commodities today.For the 1st episode of season 2, we're continuing the conversation which began in episode 10 of season 1 and delving deeper into the concept of decarbonization in shipping.As the shipping sector continues to deal with the “green shift” and with important decisions from the EU fast approaching, in this episode EEX' Richard Heath is joined by Kuehne + Nagel's Kai Miller as they discuss shipping's standing as a “green” mode of transport. Referencing specific examples from the container sector, the pair go on to examine who's ultimately going to pay the cost of CO2 reduction and explore the various methods the industry can utilize to manage that cost.If you have any questions relating to this episode or would like to know more about EEX Group's Sustainable Shipping initiative, please contact:Richard HeathEmail: richard.heath@eex.comLinkedin: https://www.linkedin.com/in/richardheatheex/Michael Mervyn-JonesEmail: michael.mervyn-jones@eex.comLinkedin: https://www.linkedin.com/in/michael-mervyn-jones-42407818b/ To view our latest complimentary webinar “Counting the Cost of Carbon in Shipping”, please click here: https://www.youtube.com/watch?v=ctG3n6NwH-EFor more details on the EEX Global Commodities portfolio, please visit: www.eex.com About Kuehne + NagelWith over 72,500 employees at 1,400 locations in over 100 countries, the Kuehne+Nagel Group is one of the world's leading logistics companies. Its strong market position lies in sea logistics, air logistics, road logistics, and contract logistics, with a clear focus on integrated logistics solutions. In 1890, August Kuehne and Friedrich Nagel founded the freight forwarding company in Bremen, Germany. Over the last 130 years, Kuehne+Nagel has evolved from a traditional shipping company to a global logistics partner that offers highly specialised solutions for major industries worldwide.www.kuehne-nagel.comIf you have any questions for Kai Miller or would like to know more about Kuehne + Nagel's offering, please contact:Kai MillerEmail: kai.miller@kuehne-nagel.comLinkedin: https://www.linkedin.com/in/kaimiller1/ See acast.com/privacy for privacy and opt-out information.
In part 1 of our two-part series, “FROM CLINICAL TRIALS TO COMMERCIALIZATION: THE PHARMA-HEALTHCARE GLOBAL SUPPLY CHAIN,” we discussed what's required to maintain a successful global supply chain—one that can include life-changing and life-saving shipments. In this episode of QuickConversations we're joined by a guest podcaster from our parent company, Kuehne+Nagel: Robert Coyle, Senior Vice President of Pharma & Healthcare Strategy. Also joining us again is QuickSTAT's Scott Ohanesian, Senior Vice President Operations, Clinical Trial Logistics. Together they represent the end-to-end planning and execution of the pharma product life cycle process. Now, in part 2 – “COMMUNICATIONS, EXPECTATIONS & HIDDEN HEROES” – we dig deeper into supply chain planning and strategy, specifically the critical role that clear, frequent communications plays. We'll also hear what it takes to move urgent, life-critical cell & gene therapies to and from patients – as well as to help manage some of the most important clinical drug trials of our time. One Quick ask before we begin this second of our two-part series with Rob and Scott. If this podcast inspires a question for Rob or Scott, please reach out to them! Go to quick.aero/podcasts and click on the “Ask The Podcasters” link. And if you'd like a transcript of the conversation, you also can download a copy on this page as well. Or visit Kuehne+Nagel's website at kuehne-nagel.com and search for “podcasts.”
The Trueman Show #29 Dr. Reiner Fuellmich (English Below) Bezoek aub mijn website www.jornluka.com. Op mijn website kun je doneren. Alle content die ik maak is gratis en dat wil ik zo houden. Als je het tof vindt wat ik maak, doneer dan zodat we steeds meer en betere content kunnen maken. Abonneer je ook op mijn kanaal als je dat nog niet gedaan hebt en deel de video met zoveel mogelijk mensen. Voor deze 29ste aflevering ben ik afgereisd naar Duitsland naar Duits/Amerikaans advocaat Dr. Reiner Fuellmich. Reiner heeft erg grote zaken gedaan tegen corrupte grote bedrijven zoals Deutsche Bank, Volkswagen en Kuehne Nagel. Sinds vorig jaar maart doet met zijn internationale collega's ook veel internationale rechtszaken tegen overheden voor het nemen van onnodige en schadelijke ‘maatregelen'. Ik sprak met hem over waar hij op dit moment zich allemaal mee bezighoudt, over de theorie dat het ‘virus' uit een lab komt, wie er allemaal achter dit plan zitten, wat het plan nou echt inhoudt, hoe ze het ‘virus' in het leven hebben geroepen, de zogenaamde ‘vaccins', wat de toekomst ons brengt, wat we zelf kunnen doen, zijn komende rechtszaken en nog veel meer. Vond je het tof? Abonneer je dan op mijn kanaal en like de video en deel hem met je vrienden en op social media. Samen laten we het echte geluid groeien! English: The Trueman Show #29 Dr. Reiner Fuellmich Please visit my website www.jornluka.com. My content is free accessible for everyone. We are travelling through Europe to produce a lot of interesting podcasts. If you want to help us to be able to keep doing this, please visit my website and make a donation. Also please subscribe to my channel and like and share this video. This is the 29th episode of The Trueman Show. This time with no one other than German/American lawyer Dr. Reiner Fuellmich. Reiner did a lot of big cases against big corrupt companies like Volkswagen, Deutsche Bank and Kuehne Nagel. Since the Corona narrative has been pushed, he and his colleagues also do a lot of international cases against governments worldwide for taking ‘measures' against the spread of a so-called virus. We sat down in his office in Germany to talk about what he is up to at the moment, about the theory that the ‘virus' escaped a lab, about the so called vaccines, about who is behind all this, what we can do to create a better future and way more. Did you like the video? Please subscribe to my channel and share the video with as many people as possible. LOVE
The Pharma & Healthcare global supply chain is an extensive and urgent one. As we've all seen from the Covid-19 vaccine response, the line from clinical trials to final delivery of medicines and drugs into the marketplace, connecting scientific labs, patients, manufacturing sites, distribution centers and ultimately, patients requires careful planning, coordination, and execution. Any misstep in temperature controls, delivery times, aviation and ground transportation and more can cause delays and even lives. Of course, this vital supply chain existed before Covid – and it exists today outside of Covid, delivering myriad life-saving gene and cell therapies and drugs. So what is required to maintain this global lifeline? What planning and strategy are needed for it to endure? How should various players communicate and coordinate – and how can we be best prepared when unexpected events call for immediate shifts in plans? Helping to answer all of these questions —and more— are Robert Coyle, Senior Vice President of Pharma & Healthcare Strategy at Kuehne+Nagel and Scott Ohanesian, Senior VP Commercial Operations, Clinical Trial Logistics at QuickSTAT. Together, Rob and Scott's collective expertise covers the entire end-to-end planning and execution of the process. That's because in addition to QuickSTAT's 24/7 logistics and transportation solutions, Kuehne+Nagel covers more than 1,300 locations in over 100 countries, delivering Sea, Air, Road, and Contract Logistics – with a clear focus on integrated logistics solutions. One Quick ask before we begin our first of two episodes on the topic, this one addressing “Clinical Trials to Commercialization: The Pharma &Healthcare Global Supply Chain.” If this podcast inspires a question you might have for Rob or Scott, please reach out to them. Go to quick.aero/podcasts and click on the “Ask The Podcasters” link. And if you'd like a transcript of the conversation, you also can download a copy on this page as well. Or visit Kuehne+Nagel's website at kuehne-nagel.com and search for “podcasts.”
We speak with Jacques Jordaan, at VinLog, Kuehne+Nagel about the main points of interest in wine logistics. What are the main considerations when moving in bulk vs bottle? How much does a shipment cost and how quickly and easily can it be organised? What are the main geo-political factors affecting wine logistics? What does technology hold for the future? And much more!
PayCargo is an online payment platform for air cargo. Their platform is disrupting the air freight payment industry. This episode is with Lionel van der Walt, the Global Chief Commercial Officer of PayCargo. PayCargo has processed over $10 billion and is used by over 12,000 shippers globally. Customers include American Airlines Cargo, DHL, Kuehne + Nagel & Delta Cargo. In this episode we talk about: Lionel van der Walt's career Working for IATA in the Caribbean Why Lionel joined PayCargo Why Air Cargo payments needs disrupting How PayCargo is transforming global economies How the pandemic has changed the Air Cargo industry The US payment landscape How PayCargo has accelerated the movement of global cargo. The benefits of using PayCargo for shippers & carriers. Raising Venture Capital investment The challenges of air cargo payments Links:Email: nicheaviationpodcast@gmail.comLinkedin: https://www.linkedin.com/in/nick-smith01/PayCargo Website: https://web.paycargo.com/
Financial Forum | Finance & Digital Transformation | IL RUOLO DEI CFO NELLA TRASFORMAZIONE DIGITALE.Conduce Simone Tani, Docente di Leadership LUISS Libera Università Internazionale degli Studi Sociali Guido Carli.Intervengono:Fabio Locati, Sales Strategy & Planning Director Hewlett Packard Enterprise;Paolo Lualdi, Chief Financial Officer Cremonini;Maria Teresa Orlando, VP - Chief Financial Officer Endress+Hauser;Alberto Panariello, Head of Cards Sales & Partnerships - Cards & Digital Payments Nexi;Michele Panerio, Direttore finanziario Kuehne + Nagel;Nicola Pierallini, General Manager Italia Wolters Kluwer - CCH Tagetik;Michael Tesch, Head of Finance Services and Country Head Gruppo Clariant.Per collaborare come Speaker e Partner agli eventi di Comunicazione Italiana: marketing@comunicazioneitaliana.it
In this week's Business Insights Series Vodcast, our host Kim Winter is joined by Mark Parlane, SVP Contract Logistics Asia Pacific at Kuehne + Nagel. Together they discuss the strategic role of technology in the supply chain business, the big challenges and opportunities in the APAC contract logistics space moving forward for the rest of the year and their CSR initiative ‘Footsteps for Fido' walking 2391km, the distance from Singapore to Manila as a team. Follow Logistics Executive Group - https://www.linkedin.com/company/logisticsexecutive Connect with Mark on LinkedIn - https://www.linkedin.com/in/mark-parlane-432384/
5 Trends Shaping Logistics with Ben Gordon Ben Gordon and Joe Lynch discuss 5 trends shaping logistics and supply chain. In the interview, Ben reviews and discussed trends and interesting companies in ecommerce, final mile, cold chain, reverse logistics, and fulfillment. About Ben Gordon Benjamin Gordon is the Founder and Managing Partner of Cambridge Capital. He draws on a career building, advising, and investing in supply chain companies. Benjamin has led investments in outstanding firms including XPO, Grand Junction, Bringg, Liftit, and others. As CEO of BGSA Holdings, Benjamin has spent his career investing in and helping to build supply chain and technology companies. Benjamin led the firm’s efforts, advising on over $1 billion worth of supply chain transactions. Benjamin has worked with firms such as UPS, DHL, Kuehne & Nagel, Agility Logistics, NFI Logistics, GENCO, Nations Express, Raytrans, Echo Global, Dixie, Wilpak, and others. Prior to BGSA Holdings, Ben founded 3PLex, the Internet solution enabling third-party logistics companies to automate their business. Benjamin raised $28 million from blue-chip investors including Morgan Stanley, Goldman Sachs, BancBoston Ventures, CNF, and Ionian. 3PLex was then purchased by Maersk. Prior to 3PLex, Benjamin advised transportation and logistics clients at Mercer Management Consulting. Prior to Mercer, Benjamin worked in his family’s transportation business, AMI, where he helped the company expand its logistics operations. Benjamin received a Master’s in Business Administration from Harvard Business School and a Bachelor of Arts degree from Yale College. About Cambridge Capital Cambridge Capital is a private equity firm investing in the applied supply chain. The firm provides private equity to finance the expansion, recapitalization or acquisition of growth companies in our sectors. Our philosophy is to invest in companies where our operating expertise and in-depth supply chain knowledge can help our portfolio companies achieve outstanding value. Cambridge Capital was founded in 2009 as the investment affiliate of BG Strategic Advisors (www.bgsa.com), the advisor of choice for a large, growing number of supply chain CEOs. Cambridge Capital leverages BGSA’s unique approach to strategy-led investment banking for the supply chain. BGSA is known for its work helping companies achieve outsized returns via targeted acquisitions and premium sales processes, and has worked with category leaders such as UPS, DHL, Agility Logistics, New Breed, NFI, Genco, Nations Express, Raytrans, and others. Our relationship with BGSA gives us deep market expertise, access to outstanding deal flow and people flow, transactional capabilities, additional resources, and a powerful core competency in the supply chain sector. The Partners and Advisory Board members of Cambridge Capital have diverse backgrounds with complementary technical, operating and financial expertise. The Cambridge Capital team has spent their careers building, growing, and advising outstanding companies in the supply chain sector. They include former leaders of UPS Logistics, Ryder Logistics, ATC Logistics, APL Logistics, Kuehne + Nagel, and other globally recognized firms. Cambridge Capital’s professionals know what it takes to build great companies. Key Takeaways: 5 Trends Shaping Logistics with Ben Gordon In the podcast, Paige highlighted the following reasons that ecommerce companies fail: Poor understanding of their customer and market. Lack of marketing and product differentiation. Poor performing website. Inability to scale and drive traffic to the website (lack of investment). Poor fulfillment because they chose a fulfillment partner that lacks the DTC expertise and experience required to be successful. Paige’s company, Fulfyld is an ecommerce fulfillment and warehousing company that provides fulfillment, technology, and customer service required by direct-to-consumer brands. Learn More About the 5 Trends Shaping Logistics Ben Gordon Cambridge Capital 2021 BGSA Holdings Supply Chain Conference 2021 BGSA Holdings Supply Chain Conference – Welcome Remarks from Ben Gordon Related Podcasts Faster, Better Freight Quotes with Dawn Salvucci-Favier The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube
How the EAFE LC team is improving the overall process and a deeper look at holdings DSV, Kuehne+Nagel, and Anglo American.
A Fireside Chat between Delta Cargo’s Vice President, Rob Walpole and customer Thomas Puglisi, Head of Global Logistics at Kuehne & Nagel. They take a look at how Delta Cargo’s innovative digital transformation is creating a more transparent and customer-centric experience across the globe.WatchApple PodcastSpotifyMore FreightWaves Podcasts
A Fireside Chat between Delta Cargo’s Vice President, Rob Walpole and customer Thomas Puglisi, Head of Global Logistics at Kuehne & Nagel. They take a look at how Delta Cargo’s innovative digital transformation is creating a more transparent and customer-centric experience across the globe.WatchApple PodcastSpotifyMore FreightWaves Podcasts
A SEAT at THE TABLE: Leadership, Innovation & Vision for a New Era
Logistics has moved from the backroom to the boardroom. The demand for tighter control over inventory as heightened awareness of the critical role that logistics is playing in creating more responsive and more resilient supply chains. That logistics is a lynchpin in top functioning supply chains has been made painfully clear during the past six to eight months as even the best service providers were stymied by various pandemic related impacts, a dramatic imbalance in global imports and exports, combined with labor shortages at key ports in Western nations that has driven ocean rates up by nearly 200% on key trade routes. The situation with air cargo has been just as bad. I'm Jane singer and today I'm speaking with Eric Williams, senior vice president global head of international supply chain at Kuehne + Nagel.Eric will be giving us a closer look at the current situation in shipping and his outlook for when we might see a correction. He'll also share his insights on some of the new developments that are enabling logistics to provide brands, retailers, and exporters' with better transparency, flexibility, and control over their global supply chains.Before we get started, if you're looking to develop knitwear collections that meet consumers demands for better design and higher quality than SPINEXPO is the place to go. It's the primary exhibition for yarns and knitwear. SPINEXPO provides well edited forums, featuring top quality products that are filled with creativity.To learn more about SPINEXPO: www. spinexpo.comAbout Kuehne + Nagel: https://home.kuehne-nagel.com/Contact us at A Seat at the Table: https://insidefashionlive.net/contact
Covid-19 vaccines developed by Pfizer, Moderna and AstraZeneca may soon be available for distribution. But how do you deliver billions of vials across the world? Rob Coyle, pharma head at freight giant Kuehne+Nagel joins Lisa Jucca to discuss how to meet the logistics challenge. See acast.com/privacy for privacy and opt-out information.
Esta semana tenemos a nuestro 1er invitado internacional, Francisco Lara, quien es el Gerente Regional de Hillebrand en Manila; nos contará de su trayectoria en México, desde sus inicios como becario en marketing y ventas hasta llegar a ser el vicepresidente de ventas en Kuehne Nagel hace un par de años. ¿Te imaginas hablarle a un cliente y decirle que vas tarde a una junta porque las vacas no te dejan salir? o ¿cual es el lobbing perfecto para cerrar negocios en CDMX? De estas y otras anécdotas nos contará Paco a lo largo del episodio.
Nuestro invitado de esta semana es oriundo de Argentina, Mauro Gonzalez es un líder revolucionario quien llegó por accidente a la logística y como a muchos ya no lo dejó escapar. Después de algunos empleos en la logística, nos contó que llegó a Kuehne Nagel donde desarrolló una carrera en múltiples áreas y donde alcanzó la Presidencia de la compañía a los 34 años, nos platicó los retos y la reinvención que tuvo que pasar para lograrlo.
Some would say the Logistics industry has been hit the most due to the corona virus pandemic, but for Kuehne + Nagel the world’s leading logistic company boasting 1,400 offices in over 100 countries with over 83,000 employees that couldn’t be further from the truth. So how has one of the leading logistics businesses in Asia Pacific navigated around one of the biggest disruptions of our time? In this exclusive conversation on Talent Talk Asia brought to you by The Career Establishment with Andrea Ross, Claudine Lewis, SVP Human Resources, Asia Pacific shares how 3 years into a 5 year strategy envisioning potential disruptions was at the forefront of the leadership teams mind, how remaining agile as a company has put them in good stead and how focusing on Customer, People & Technology has kept them on track with their core service offerings.
Kia ora,Welcome to Monday's Economy Watch where we follow the economic events and trends that affect New Zealand.I'm David Chaston and this is the International edition from Interest.co.nz.Today we lead with news Hong Kong's unique free status hangs in the balance today.But first up today, the OECD sees nothing but red ahead. It said the world's major economies will see their debt-to-GDP ratio rise to near 140% and will add US$17 tln in new debt to their public obligations as sharply declining tax revenues come when emergency borrowing zooms higher.Two weekend events illustrate the trouble. Hertz declared bankruptcy, and freight-forwarder Kuehne+Nagel said it will cut more than 20,000 jobs. And then there was a uniquely American coronavirus response: mass firings via Zoom by WeightWatchers.Today's focus is shifting to Hong Kong where Beijing is cracking down with a new security law. That will likely draw an American response by revoking the territory's "special status" under US law, a move that would have far-reaching trade and investment implications. A rapid de-camp to Singapore is the most likely result, one that might effectively weaken China's "Greater Bay Area" initiative. It also drew thousands on to the streets in protest, this time met with Beijing-style aggressive police tactics. Media reporting the protests are facing Beijing's heavy hand.The Hong Kong stock market closed -5.6% lower on Friday on the news. Shanghai took an almost -2% tumble too. Interestingly, the Singapore market got no bounce, also down by -2.1% yesterday. Messy separations help nobody, it seems.And China is no longer saying its efforts to unify Taiwan will be 'peaceful'.However, it looks like China is backing away from "iron ore inspections" that the Australian's were taking as a signal of China's displeasure with them. The sigh of Aussie relief masks the rising restrictions on Aussie agricultural exports to China.And, as expected, China isn't setting a GDP growth target this year.But it is rolling out more huge stimulus support. An extra NZ$650 bln will be delivered to local governments with specific instructions that the funds be spent on bolstering employment, upholding basic living standards and supporting private companies, through reductions in rental costs and subsidies for consumption. It will cut taxes and fees by NZ$800 bln. Local governments will raise vast amounts of new debt. They have already raised NZ$325 bln of pandemic related bonds. Now they are being told to raise another NZ$1.2 tln in special-purpose bonds, a level almost double what they raised last year which itself seemed eye-watering back then.In Japan, they have just rolled out a new NZ$1 tln plan to bolster struggling businesses. Commercial banks are set to receive a credit guarantee of up to 100% on zero-interest, no-security loans to small and medium-sized businesses hit by the pandemic, and backed by their central bank who will lend the banks the necessary funds.And Japan is about to lift quarantine restrictions in Tokyo and some other parts of Japan as the number of new cases there dives to near-zero.In a move that took markets by surprise, the Reserve Bank of India cut their benchmark repo rate by -40 basis points to 4.0%, the second cut this year. India is battling a huge surge in unemployment arising from the pandemic. More than 120 mln workers, most of them small traders and daily wage earners, lost jobs in April as economic activity all but ceased after a nationwide lockdown.In Europe, their car industry is facing mounting job losses. The French Government warned Renault could disappear if it didn't get help soon. And Nissan was considering 20,000 cuts, with many in Europe. And an Indian-owned British car maker is on its knees.It's coming up to the long Memorial Day weekend in the US, so markets will close until Wednesday our time.In Australia, there has been an arithmetic error of humourously large proportions - AU$60 bln. A "significant error" in the JobKeeper application form meant that instead of supporting 6.5 mln workers and costing AU$130 bln over six months, that job support program is now expected to support 3.5 mln people and cost AU$70 bln.The latest compilation of Covid-19 data is here. The global tally is now 5,360,800 and up +192,000 from this time Saturday, which is rising at a faster pace than recently. "Opening up" isn't helping.Now, just over 30% of all cases globally are in the US, which is up +43,000 since this time Saturday to 1,633,000. This is an unchanged rate of increase. US deaths are now exceed 97,000. Global deaths now exceed 344,000. Canada infection levels are now higher than China's. Brazil is now the second highest infected nation, passing Russia, but both are experiencing surges. The UK surge isn't abating either and it now has three times as many cases as China.In Australia, there are now 7109 cases (+13 since Saturday), 102 deaths (+1) and a recovery rate of just over 91% (unchanged). 36 people are in hospital there (-6) with 5 in ICU (unchanged). There are now 501 active cases in Australia (-9).There were no new local cases again yesterday, leaving the total at 1504 identified as either confirmed (1154) or probable (350). Twenty-one people have died here in total. There is still only one person left in hospital with the disease, and they are not in ICU. Our recovery rate is still just under 97%, with only 27 people known to be still fighting the infection here (-1).The UST 10yr yield will open the week at 0.66% and probably hold this level till Wednesday when Wall Street returns from its Memorial Day holiday weekend.The gold price is little-changed to start the week, down just -US$2 to US$1,733/oz.Oil prices are soft today, but only marginally. The US crude price is now just over US$33/bbl. The international oil price is just over US$35/bbl.The Kiwi dollar is a little firmer rising slightly to 61.1 USc and +160 bps higher than this time last week. On the cross rates we are holding at 93.5 AUc and a +100 bps weekly gain. Against the euro we are also holding at 56 euro cents. That means our TWI-5 is now at 67.1 but up +2.2% for the week.Bitcoin is opening the week softer, down -2.8% to US$8,939 since where we left it on Saturday, and down -7.7% over the past week.You can find links to the articles mentioned today in our show notes.Get more news affecting the economy in New Zealand from interest.co.nz.Tell your friends and email us a review - we welcome feedback.
Jason works at Kuehne + Nagel, one of the largest logistics companies worldwide and has been heavily involved in a company-wide automation project. We are speaking about how automation projects are being handled at larger firms and dive into his experience working on this project in a corporate setting and touch some of the strategic aspects as well as how to get people to join in on such a project on an operational level. If you have questions or feedback, feel free to directly reach out to me through one of our channels. You can also connect with Jason via LinkedIn (in/connerjason) if you want to discuss topics in more detail.
Amazon kommer troligtvis att etablera svensk sajt och lager i Eskilstuna till sommaren. Och svensk handel måste räkna med ökad utländsk konkurrens när kinesiska fabriker och andra etablerade Amazon-säljare använder svenska Amazon för att nå svenska konsumenter. Mycket tyder på att Amazon kommer att etablera sig med svenskt lager i Eskilstuna med hjälp av det tyska logistikföretagen Kuehne Nagel, kanske redan till Primeday i sommar. Amazon har dessutom registrerat en svensk filial till företaget hos Bolagsverket. I avsnitt 144 av podden Ehandelstrender samtalar programledaren Urban Lindstedt med Carl Helgesson, grundare och vd av Amazon-konsulterna Rankona Mazon. Vi går till botten med de senaste tecknen på svensk etablering av Amazon. Amazon är en av de stora vinnarna i Coronapandemin och nu verkar det som e-handelsjätten kommer till Sverige. Vi kommer med konkreta råd för de företag som nu vill komma ut på Amazon. Registreringsprocessen kan vara en mardröm. Men eftersom många företag är sparsamma med marknadsföring under pandemin har det aldrig varit lättare att för nya säljare att ranka på Amazon. Dessutom diskuterar vi möjligheterna att bli influencer med Amazon som plattform.
Factories that used to make tee shirts are now making PPE. Products we used to be able to ship to ourselves same day are now on back order for weeks. Much of this is the result of supply chains buckling under the weight of Covid-19. As the dust settles, enterprises will have the opportunity to go back to the drawing board for the first time in years to rebuild supply chains from the ground up. The result will be more robust and modular global production and sourcing. In this conversation with Marc Dragon, Managing Director of Reefknot Investments, and BSV investor John Mannes, we discuss the valuable data enterprises need to vet new suppliers while ensuring products can get to consumers as fast as possible. Reefknot is a venture firm backed by Singaporian sovereign wealth fund, Temasek and global logistics company Kuehne + Nagel.
Robert McKeel, the new CEO of automation, engineering services, and software company Fortna, talks about how customers' priorities are shifting during the Covid-19 crisis, and which changes he thinks will stay around after the pandemic ends. Also: An update on demand for cold storage, which has been accelerated by the coronavirus.A roundup of logistics companies' efforts to help out during the crisis.Stories and resources mentioned in this episodeFortna website"Cool solutions for cold environments""Covid-19 to accelerate demand for cold storage""Covid-19 roundup for April 15: Kuehne + Nagel upgrades portal listing canceled containership sailings; logistics efforts by Ware2Go, UPS, Cummins, 3M, Fortai, Brother""Covid-19 roundup for April 16: Convoy to pay trucking costs for any business donating truckloads to food banks, plus coronavirus efforts by TraceLink, Inspectorio, ShipChain"DC VELOCITY's list of Covid-19 resources for the supply chainDC VELOCITY's Covid-19 coverage Send feedback about this podcast to podcast@dcvelocity.com.Other linksAbout DC VELOCITYSubscribe to DC VELOCITYSign up for our FREE newslettersAdvertise with DC VELOCITY
Marc Dragon is the Managing Director of Reefknot Investments. Reefknot Investments is a joint partership between Temasek, Singapore’s state owned fund, and the global logistics company Kuehne + Nagel.Discover more details here.Some of the highlights of the episode:How Temasek and Kuehne + Nagel’s partnership startedThree main focus areas: Artificial Intelligence, Digital Logistics, and Trade Finance. Why Marc invested in the AI startup, Prowler.ioReefknot’s ecosystem in five yearsThe shortage of data scientists“Follow your passion and build your capabilities and ecosystem around your passion.”Follow us on:Instagram: http://bit.ly/2Wba8v7Twitter: http://bit.ly/2WeulzXLinkedin: http://bit.ly/2w9YSQXFacebook: http://bit.ly/2HtryLd
Dans le studio de Radio Taiwan International, nous accueillons cette semaine un conseiller en logistique venant de l'actuel leader mondial du transport : Kuehne Nagel. Antoine Sylvestre va nous parler pour ce dossier spécial d'un gros sujet : les incoterms, cette chose que tout le monde utilise dans le commerce international mais souvent à mal ou du moins sans savoir les risques et les responsabilités encourus qui se cachent derrière un incoterm. A l'approche de 2020 nous parlerons également des nouveaux incoterms 2020 qui vont être mis en place. 19 Pour tout autre information vous pouvez contacter Antoine Sylvestre : antoine.sylvestre@kuehne-nagel.com
How do you change an industry as old as trade itself?Listen to my conversation with Carl Hemus, COO of Yojee, a logistics software provider. Unlike most tech executives, Carl grew up in the industry with over 20 years with behemoths such as DHL and Kuehne + Nagel. He shares his journey from the world of logistics and jumping head first into the world of tech. He wants to bring technological change to the world of logistics and bring brands to hands. Find out how he learns on the go and bridge different knowledge and experience to create impact.
Richard Harry was a key member of the Australian National Rugby Union team, the Wallabies, and won 37 Australian caps over a five-year period. He was an integral part of the Wallabies during a golden era, which included clinching the Bledisloe Cup in 1998 and retaining it for the next three years, Richard enjoyed World Cup glory in 1999, and Tri Nations triumph in 2000.In this interview with our host Oliver Freer, Richard discusses topics ranging from technology, the future of industrial property, working in business with his team mates, the keys to business success, the differences in doing business in the USA, philosophy and offers sage advice for the next generation.Previously Richard was the General Manager, Australia, Industrial Development for Goodman and was the Group General Manager Business Development, where he established strategic global partnerships with Amazon, Walmart, Kuehne + Nagel, Kellogg’s, Decathlon, DHL, and DB Schenker.Richard possesses a Bachelor of Economics, he is an Ambassador for the Black Dog Institute and has been invited as a keynote speaker at events both locally and internationally. Richard is currently involved in ground breaking real estate technology; delivering cloud-based asset management services. He balances this with running the local pub, actively operating the family farm whilst finding time for his wife and four children. He is a man who takes his destiny in his own hands.
Restardis on külas Mart Ambur, kes on karjääri jooksul pidanud mitmeid olulisi ameteid, kuid on nüüd tõusnud ühe maailma suurima logistikafirma Kuehne + Nagel tippjuhtkonda. Mis toimub logistikas ehk milline IT peab olema selle taga, et üks pakk jõuaks Ameerikast Eestisse ja miks seal endiselt nii palju asju katki on? Mida Mart ja mitusada inimest Ülemistel teevad, et need üldse kunagi korda saaksid? Saatejuhid Henrik Roonemaa uudisteportaalist Geenius.ee ja Taavi Kotka.
My guest on the podcast is Patrik Berglund, co-founder and CEO of Oslo-based Xeneta, a company that’s created a price comparison platform for containerized freight in order to transform the way the shipping and logistics industry are buying and selling. Patrick is a logistics and tech-enthusiast and possesses a true passion for modernizing business processes related to logistics procurement and the supply chain. His experience came from working several years at Kuehne + Nagel and from his work as Co-Founder of Nordilog, a logistics consultancy firm. Xeneta was founded in 2012 and has grown in the meantime to be the top worldwide source to compare shipping rates against the market average, market highs and lows. The way Xeneta has achieved this is through the concepts of crowd-sourcing, thereby turning negotiation powers from sellers to buyers, hence transforming the way the industry operates. This inspired me, hence I invited Patrik to my podcast. We explore what it requires to completely turn the dynamics of a market –turning the power from the supply side to the buy side – and beyond that giving both sides exponential value back in return. In the light of this we discuss the role of creating momentum, the essence of data, and the impact technology can make. Here are some of Patric’s quotes: To make a very long, complex story short, both of us found it very tricky too, peculiar and inefficient that so many container boxes delivering 70 percent of global trade were traded, bought, and sold with almost no visibility, almost no transparencyas it became technologically possible to make it transparent, the incentives for doing so haven't been there.it's two problems. There's a lack of transparency in the market that's highly volatile. Secondly, the way they're buying and selling is absolutely crazy inefficient.In order to solve anything about the second problem, we have to provide visibility and transparency.What we're doing is that we're delivering data and insights that allows them to reflect and think differently.The biggest thing is that a lot of our customers will see now over the next couple of years, is that transition of being an online information platform, to also allowing them to change the way they buy and sell.By listening to this interview, you will learn three things:How solving massive market problems can be achieved by looking in the other direction Why even with the most advanced technologies available a lack of something as simple as relevant data can break all your ambitions That overcoming inertia can be the biggest hurdle to introduce the most brilliant products into the market See acast.com/privacy for privacy and opt-out information.
“If the high street is dying then why is it that Amazon and Missguided…and others are opening high street shops?” That's Professor Neil Ashworth. He leads the debate in episode 2 around the life and death and life of the high street. We also talk about the collapse of ToysRus with former director of distribution Chris Howes. SHD hits its local high street and interviews shoppers Chelsea and Amanda who add their shopping habits into the mix. Stuart Higgins, Director – Retail at BearingPoint, explains why consumers like Chelsea and Amanda have all the power and what this means for retail logistics. The skills challenge is a major concern for logistics operators. In episode 2 we discuss how the Business on the Move Board game is taking logistics into the classroom with classroom teacher Lorna Clifford and Claire Piotrowski, Future Talent Manager at Kuehne + Nagel.
In this episode, George Muha interviews Chris Baumann, a lifelong expert in the area of 3rd party logistics outsourcing of warehouse operations. He gives real-world insights on the benefits of outsourcing part or all of the warehouse operations to an outside provider, what kinds of things to look for an in a 3PL, the difference between a 3PL and a 4PL and what a company can do to make sure a 3PL partnership is successful. Chris grew up providing outsourced operations services by doing big stints with USCO Logistics and Kuehne + Nagel and ultimately owning his own 4PL called Transport Systems, Inc.
IN A MARKET LIKE CHINA, price is always going to be an issue. That is unless you can shift the conversation away from price, and focus on bringing value – or in other words, uncovering the client’s true needs. So says Dennis Wong, Central China District Sales Manager at Kuehne + Nagel, a global logistics company.… The post Overcome Zero Customer Loyalty by Uncovering needs – Dennis Wong appeared first on ClarkMorgan.
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