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Curious about the latest in the world of freight and how it impacts you and your business? Dive into our exclusive Release of the U.S. bank Freight payment Index. Gain deep insights from the billions of transactions they handle each quarter. Visit usbank.com freight index to explore the release and sign up for quarterly updates for a dynamic take on this information and to learn what's happening now in the business world, stay in the loop by subscribing to Supply chain now on YouTube or wherever you get your podcasts. When we set up a process, we assume that it will never fail. But supply chains are bound to fail because the kind of vagaries which we see today, the kind of things which are changing every minute, supply chains are bound to fail. But do I have a process in place that I can get up soon and make it right? I think this is the first thing which I think a lot of companies are going wrong because they feel that it will run in an autopilot mode. It will never.
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Welcome to Supply Chain now the number one voice of supply chain. Join us as we share critical news, key insights and real supply chain leadership from across the globe, one conversation at a time. Hey, good morning, good afternoon, good evening wherever you may be. Scott Lewton with you right here on Supply Chain Now. Welcome to today's show folks. I am really looking forward to today's conversation. We're going to be exploring how organizations are finding clarity amongst all the chaos, especially in global supply chain. Doesn't it just sound good finding clarity across amongst all the chaos? In particular, we're going to be examining how leading companies are unlocking big gains when it comes to profitability, true resiliency and overall success despite all the endless disruption out there, trade related and otherwise. Plus, we're going to be highlighting a special supply chain tech event that we look forward to every year. So stay tuned for all of that and a whole bunch more. And you know folks, as always, we're going to be delivering a conversation that is full of tons and tons of actionable insights by the truckload. So I want to welcome in our esteemed guests here today. I want to start with Sandeep Chatterjee, growth leader with the Digital Business Solutions supply chain and sustainability pillar with our friends at infolab. And he's joined by one of our faves who rejoins us here today, Jorge Morales, Global COO with the iscea, which also stands for the International Supply Chain Education Alliance. Jorge, how you doing today?
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C
Great Scott. Thank you, thank you for inviting me and inviting Sandeep and thank you to to the audience for, for listening.
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B
No doubt. Jorge, great to have you back. And you bring, you bring super friends with you. So, Sandeep, welcome in. How you doing?
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A
Thank you so much. It's great to be here. Thank you for inviting me.
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B
You bet. Any friend of Jorge's is a friend of mine. And I look forward to learning from you both here today. All right, so let's do this. Jorge, you know, I like starting with a fun warm up question because while work dominates our weeks very often, we still take lots of time to, to pursue other, other important things in this life. Right? That's what makes it worth living. So, Sandeep, you're probably the first guest. I'm quickly cataloging the couple thousand shows that we've done over my lifetime and I think you're the first that not only enjoys travel, but you have ventured up to Mount Everest. Tell us more about that. Sandeep.
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A
I think I did this in 2017 when I was exploring that what I should do next. Then I thought that maybe I will make a trip to Mount Everest. And I think that changed my life. First of all, seeing Mount Everest from very close, I think there are no words to describe that. Second thing is if you look at the Sherpa community, I think they have not too many things in their lives, but I have seen them to be the happiest. I think, in fact, when you go to Mount Everest, I think the way you manage your supply chain with all the resources, bigger resources and how you plan it, I think, I think that's a playbook. If I say in supply chain, oh.
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B
Sandeep, I love it. And the first part of your response, I can only imagine, you know, Jorge and Sandeep, I bet y' all, both, much like Sandeep is describing, you've read about something, you've seen pictures from afar, and you finally get a chance to see it up, you know, close and in person and it almost takes your breath away. And pictures don't do it justice. You know, as, as far as where is my iPhone? As far as our iPhones have come, when I've taken pictures of big majestic things, it just doesn't do it justice. You've got to be there. And Cindy, that's what I heard there in your once of a lifetime life changing experience at Mount Everest. Now, Jorge, a little different for you because you and I were kind of empathizing with each other about kid logistics. You've got four, I've got three, and we stay on the go, fulfilling order orders, transporting them, you name It. So tell us more. You got. Two of your children are doing big things in industry and two are still kind of up and coming getting through school. Tell us more, Jorge.
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C
Yeah, the, the grown ups, they manage their own logistics but the, the smaller ones, the little ones, they, they do require a lot of, they consume a lot of time. They have several activities. The youngest, they, they share a passion for rock and they have their guitars and okay, the one, the one that's nine. It's amazing how he plays guitar and, and does, plays many many songs and, and it's, it's really fun to, to watch them but you have to take them to the guitar lessons and go over their presentations and when in, in the, yeah, the, the, at the end of the summertime they they, they would have presentations and you have to manage that. But it's, it's really fun. It's what you work for to, to get those experiences and those kind of, that kind of satisfaction.
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B
Your kids, I'm with you. It is a, it is certainly a project and a, this might sound weird but a burden of love and it's an initiative and a project and, and logistics, I'll gladly manage every day of my life. And I heard that there in your response. And by the way, Sandeep and Jorge, we're gonna have to have your kids, your musicians come join us and show that we're to have a happy hour show and maybe your kids can, can show us their guitar talents. Jorge, how's that sound?
- [07:12]
C
Oh, that would be awesome.
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B
That would be awesome.
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A
Yeah.
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C
Yeah.
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B
All right, well Sandeep and Ori, as much as we could talk about Sandeep's travel and incredible travel exploits there and Jorge, we could exchange kids stories. We've got a lot of good stuff when it comes to leadership and supply chain and technology innovation to get to here today. Let's do this. I want to start with some level setting. So Sandeep, I'm so glad that you're here today with us. I'd love for our audience's benefit, those tuned in watching or listening. Tell us a little more about your role at Infolab as well as what the company does.
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A
Okay, so Infolab is into digital transformation. So I look after the supply chain pillar because right now as we look most of the supply chains are going a rewiring. So it's a mix of tech and business consulting what we do. But the thing is we are also looking at an outcome based engagement rather than just doing a recommendation. I think that's where I'm leading The supply chain and sustainability pillar for our businesses in US and Middle East.
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B
Outstanding. And I bet given your expertise and all your team's work in digital transformation, I bet you are staying busy, Sandeep, huh?
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A
Yes, I think for any supply chain professionals, I think every second is different and I'm loving it.
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B
Oh, I can tell, I can tell. And you know, I really appreciate what you shared there with. It sounds like a key part of your approach. Focus on the outcomes, not just the game plans. Right. Not just the strategies, but focused on helping companies and their hardworking leaders and teams get the outcomes that you could argue they deserve. Your quick response there, Sandeep.
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Absolutely. What happens is when we are saying that if you do this, your transportation cost will reduce by 10% and we have to show that we have to help them do that. Otherwise just doing a study, doing a recommendation doesn't help if it is not implementable. I think that's what I have seen in my life. So most of the engagements which I do, I always see that I see through the entire outcome because finally it's the tangible result which I am everybody is looking at.
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B
Sandeep. I love it. And the trust as you do that and fulfill that core approach of yours, the trust you build because you deliver exactly what you know we plan to do at the outset. So love that. Jorge. A little different, you know. So a lot of our audience I bet will remember your earlier appearances here and, and some of our other collaborations out at different shows and whatnot. But for our newer audience members, much like Sandeep, if you'd kind of share a little bit more about your role and at ISEA and what the company does.
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C
Well, ISEA is we were the first organization certifying supply chain managers globally. It's a supply chain is something that's not new. Of course in logistics it's been there for as long as humanity. So.
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B
That's right.
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C
But the concept of supply chain management really took shape by the end of the 20th century. So it's, we started certifying supply chain managers in, in the early 21st century, just at the turn of the century. And we were and we are still are very process oriented. Not focusing only on production or logistics or procurement or all the other parts that are essential to supply chain management, but mostly process oriented. All those functions contribute to processes that are key to providing value to customers and thus to generate profit for all these supply chain stakeholders. So it's very interesting. I myself, I got involved with ISEA 20 years ago. I don't know if you remember this RFID technology boom.
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B
Oh yeah.
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C
20 years ago, before I got my master's in business analysis and consulting, I have a bachelor degree in engineering and I was much into machines and robotics and electronics and I was one of one of the few RFID specialists in Latin America back then. So that's how I got involved with ioca, through technology. So that's why technology. I'm so passionate about technology and I've seen how all these technologies that help companies thrive, how they contribute to generate value.
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B
Jorge, I love that. And clearly something you've got roots in and you're passionate about. And you know, based on what the is CEA is doing, they're really filling such an incredible a gap in industry because as Sandeep said, the constant rewiring and the transformation that's going on and the ever evolving market conditions, including how consumers, what they demand and service levels and delivery, you name it, is constantly evolving. We've got to be constantly learning and also helping our team members up, you know, learn new skill sets so they can find more and more success in these ever shifting sands. So I really appreciate the noble mission you and your team are on. And Cindy, really quick, we're going to talk about your book in just a second. But Cindy, if you would speak, especially given that you're neck deep in transformation, where all that change is taking place, speak to the importance of supply chain practitioners really staying up to date on their skill sets and their learning.
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A
I think if I look at it 20 years ago when I graduated, maybe everybody wanted to do a finance or a marketing because that was more glamorous. But I think I was the only person who wanted a care in supply chain. And today when I look, it's the reverse. Everybody wants to get into supply chain because it's ever dynamic, it has got a seat on the board and that's why it's very important. The way the field is changing, every day is new. So that's why you have to be updated. Because the technology is changing so fast, there are more complexities. So that's why it's very important to keep ourselves updated. Because while some of the older technologies have become obsolete, some of the older processes, because I remember just in time, I think or is a good concept. But if in today's world with a 10 minute delivery, I think just in time may not be enough, you still need to have buffers. I think this is where you have to look at the concepts, look at what is happening around. And what I say is as supply chain Practitioners, you have to be on the ground because while it looks fancy to sit in a room, but I think supply chains doesn't happen here. You have to be in the ground because have to observe, observe and observe and again, back it up with knowledge. And it is changing real fast.
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B
Sandeep, we could make a whole podcast, I think, around your last response. There's so much there to, to observe, as you say, the value of observation, but then explore, I mean, going back to inventory, which we're going to touch on in a second here, at least in, in North America, I was, I was looking at data of the day about inventory levels. It's a constant roller coaster based on know the changing conditions. One minute you want to have plenty on hand, next minute you want to go jit and then it's back. It is really, I tell you, it's back and forth, back and forth. But the undeniable thing that y' all both touched on, that we're all talking about is investing in yourself. And professional development is so important. And I would argue the more we do that, the more Sandeep and Jorge Sandeep talked about other functional areas were glamorous back in the day. Hey, I would argue that supply chain and supply chain practitioner roles are really becoming very glamorous. Right? And gosh, they're creating such value out in the marketplace. Okay, speaking of glamorous, Jorge, we are in company of a glamorous author of a wonderful great selling book called the Consulting Way. So Sandeep, I, I, I was lurking on some of your followers the other day and I came across one of really smart leader. And I'm, I'm going to take their quote, they spoke to your book the Consulting Way as a quote, framework that turns chaos into clarity. End quote. Love that. So tell us more about the Consulting Way. Cindy.
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A
Actually, the idea behind writing this book is when I went into consulting, I really struggled. I had no mentor to tell me what to do, but I think I wanted to make it easy for people who can make a conscious decision whether to get into consulting. So that's the idea behind the book. And it is more written from a practitioner's point view. It's more, if you say reality, it's more practical examples. And today's supply chain is all about chaos, all about ambiguity, and a lot of people are overwhelmed with that. So this book is trying to demystify some of the things like chaos, this will be there, but how you actually take something out of it, how you can give it some order. I think I have tried to address this from a practitioner's point of view because lot of people just get the struggle, just get lost in all these frameworks and all these loads of information. So basically there are bits and pieces of information here and there. But I thought that maybe will make it easy for people to make a conscious decision to do what they wanted to do in life.
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B
Sandeep, I love this. And quick follow up before I get Corey's Jorge's comment. It sounds like you were very practical. It really drew on your experiences, which is going to help a lot of folks. And it sounds like, and I hadn't read it yet, it's on my reading list. But it sounds like you, you were very transparent and vulnerable with what some of the challenges you experience to help others not experience the same challenges. Is that right?
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A
Absolutely. Because I struggled a lot because I had no mentor at that time. But I think if I would have gone back 20 years ago, I think I would have started with this book. That's what was the idea behind this book.
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B
I love it. And reflection's powerful, as we all know. I can't wait to get my copy and read it. So, Jorge, there's so many different thoughts I've got turning through my brain right now about Sandeep's purpose behind publishing the consulting way. And I know it's on your reading list too, Jorge, but what'd you hear? What'd you appreciate about his wife for publishing that book?
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C
I think that's, it's wonderful and I love the Sandeep's approach to his experience because sometimes we'll learn and most of the times we learn a lot more from our mistakes and when things go wrong than when things go right. So I think it's great and, and I, I, I really look forward to, to reading your books, Sandeep.
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A
Thank you. Thank you.
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B
All right, I'm gonna get my copy soon and, and hopefully when I see you at SC Tech 2025, I'll get you to autograph it. We'll see more on that big event and that book here in a few minutes. Okay, let's do this. The kind of the center plate topic here today, we're going to be talking about some of the themes we've already kind of opened up with Yalls background, your passions, your expertise and some of the things you're doing. Because as we all know, business leaders out there are striving. They're working hard, them and their teams, to find that calm and that clarity amidst all the storm, the constant storm. It's all the chaos that comes with not only the current challenging trade landscape. Right. As one of the many sources of friction and disruption out there, because there's lots of them, but also all the change and the reconfiguration, the transformation that both of y' all were speaking to earlier, that continues to take place across industry and the velocity of change and innovation and disruption is daunting and it's not slowing down. So, Sandeep, I want to start with you. What are a few thoughts for those leaders out there that are looking to optimize profitability, kind of what we're talking about earlier. Profitability, real resilience, not the fake stuff, and really, overall success amongst all the chaos. What's your first observation there?
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A
I think, first thing, what I believe is when we set up a process, we assume that it will never fail, but supply chains are bound to fail because the kind of vagaries which we see today, the kind of things which are changing every minute, supply chains are bound to fail. But do I have a process in place that I can get up soon and make it right? I think this is the first thing which I think a lot of companies are going wrong because they feel that it will run in an autopilot mode. It will never. So I think some kind of a risk analysis or some kind of redundancy needs to be built in for your supply chain to be more resilient.
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B
Yes.
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A
The second observation.
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B
Really quick, Sandeep, can I. Can I put in just really quick? Because there's a story of the Titanic that we all know and the assumptions that they're builders and the pride because it was a majestic vessel. However, it was based on one fatal flaw that really. That really skewed probably the crew and factored into how they operated that vessel. Right. We all know the fateful story, so that is an excellent challenge to supply chain leaders out there. We got to operate as if it's going to break, it's going to fail, and where are we? Where's the biggest risks that we've got to manage? Is that right, Sandeep?
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A
Absolutely. Absolutely.
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B
Okay. All right. So number two, I bet we're talking inventory. Is that right?
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A
Inventory? I think a lot of people think that, no, I should have zero inventory. Zero inventory is a myth. And again, I have seen inventory fluctuating because we have not done a proper analysis. We have more of the bad inventory and less of the good inventory because you still need to have your inventory, how much, where, what type of inventory to meet those service levels. I think this is something people while have not really done it well, the proper analysis I think while there are loads of data, but as I said, there are stockouts, there is excess stock because we have not really done our homework. Well, again that's what my observation has been I like over the years.
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B
I like that Sandeep. And as we all know with stock outs, oftentimes those are opportunities, revenue generation opportunities you'll never get back. You'll never get back. And have you seen. Cindy, really quick question and then we're gonna get to your third observation. Have you seen the inventory levels, various data in some of the markets you're serving kind of the roller coaster effect there?
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A
Yes, very much. Because particularly in the FMCG business and with the quick commerce setting in, I think it's, it's just all over the place. I think there's a lot of things which have to be done here.
- [22:42]
B
Yes, a lot of factors in a very long equation. Hey, really quick, before we hit the Sandeep's third observation, Jorge, we've covered two big buckets here that, that never fail mentality that we can't have in supply chain leadership. And then of course inventory, which is a big part of conversations every day and always will be probably with supply chain. Quick comment there, Jorge.
- [23:06]
C
Yeah, inventory of course is one big source of cost, but also the procurement process and the sources from where we are getting everything we need to operate nowadays. Supply chains nowadays, which are global and how they are being reconfigured and this is a very interesting time because we are seeing a lot of supply chain reconfiguration and finding new sources of supply is challenging and it requires a lot of long term decision making. And that's something that's very important nowadays because having the insights, the data that will make that decision making process effective is something we need to focus on. How can we use our resources in the best way possible given this new set of rules, this new configuration or these new configuration options we are able to choose from. So we're living in a very interesting time and we need to gather more knowledge, more information, more data, more insights. We need to network more, understand more what other people are doing, what are making them successful or what are making them fail. So it's a, I think it's, it's a very interesting time. And those who are looking for these kind of knowledge and questioning, like you said with the Titanic, questioning the assumptions and questioning their way or their own processes, those are the supply chain professionals that are going to thrive in this.
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B
Yes, and we're going to talk. I'm going to circle back to Sandeep in just a second. But decision making, man, all the micro decisions and the big decisions we've got to make throughout the day. And of course, there's tons of innovative technology that either helps teams and supply chain professionals around the world make better and faster and more confident decisions, or in some cases where we're finding ways to eliminate having to make the decision altogether, which is exciting, right? And frees up all kinds of time for our hardworking teams. Sandeep, before I move to your third observation, which we're going to talk about transportation in just a second, would you comment on Jorge's thoughts there about the immense imperative that we have in global supply chain to find ways to completely overhaul and enhance how our teams make decisions?
- [25:51]
A
Yeah, absolutely. Because the advantage today is today we have a lot of data. Today we have technology where it can mimic your physical world so you can actually look at a screen and see what is going wrong. So with this kind of data and the technology available, I think we should be able to make decision faster and correct decision. In fact, some of the things can also be done automatically if you configure the rules that way. But I think we are living in very exciting times because today any technology can talk to any other technology. And that's a big boom when we can actually look at a digital replica of the physical world and just see, yeah, hey, here it is going wrong. Maybe we can do something here.
- [26:36]
B
I love that interoperability, of course, and how we're making big gains and get all these technologies and apps, platforms, you name it, in the sandbox to get along. And who knows, maybe technologies can get along better than humans can. You know, we'll see. All right, so let's talk about your third observation around transportation and some of your observations there. Sandeep, Sandeep, tell us more.
- [27:02]
A
So transportation, historically, just because it has been done in this way doesn't mean it is the best way. For example, let's say when it comes to, say, trucks, typically when we move our trucks from our factory to the dealers, it's usually done by roadway. And roadway is one of the most expensive ways of looking at. But today I'm seeing that people are mounting these trucks on rails and then they're moving it. It works out to be cheaper. Same thing. We have waterways, we have countries which have huge coastal lines. I think just because it has been historically done that way doesn't mean that's the best way. So it's time that we look at a multimodal. Of course there's a whole lot of infrastructure which has to be supporting that thing. But I think it's important that we challenge those assumptions. And not many leaders are bold enough to make those for whatever, for multiple reasons because either the time span is too short or it's all the risks are very high. But I think somebody has to really make those calls and see because if you're talking about optimizing, I think we have to explore, I think and today we have technology today have data to actually simulate and see where it is.
- [28:15]
B
Samdeep so true. And it's amazing despite all that we have at our fingertips here in 2025, we all probably rub elbows with people that we love. But some of them are stuck in 1985 and doing business and doing supply chain like we're in 1985. And that kind of leads me to Jorge, your second and final observation here about how we've got to challenge assumptions because that's kind of what Sandeep is talking about there. Jorge, tell us more.
- [28:45]
C
Yes, I think I mentioned this a lot. Nowadays, unfortunately, some, some leaders all around the world who just listen at what they want to hear, they have their vision of the world and they don't question themselves or question the assumptions. These assumptions or information or insights that might be obsolete or might be wrong. It's very important for companies nowadays we can't afford the, the luxury of making bad decisions. Of course we will make some, it's unavoidable. But we must try to make the highest percentage of good decisions and to do that we must question ourselves, question the assumptions, gather insight, gather data and try to do best. Like Sandeep said, we have a lot of technology tools nowadays that are very powerful and that help this decision making process. But also we need to be willing to move across that barrier that holds us from getting into technology. Because sometimes we think, well, this is a technology topic, it's for the IT people and, or the systems or whatever the name of that area in the company is. But it is not, it's important. We don't need to understand how things work in order to use them, but we need to understand what those technology tools can do and can't do. So we need to understand the limits. We need to understand how they may help us and which ones are best suited to help us and to help our company to improve profitability, sustainability and all our overall processes.
- [30:54]
B
Jorge that is right and you brought at least three thoughts to my mind right off And Sandeep, I'm also going to get your reaction to what Jorge was just sharing there. Three things really quick. Number one, I think it was Jeff Bezos back in the early days of Amazon that challenged his leadership team to be right more often. I think I can attribute that to Jeff Bezos. That's one of the things you touched on, Jorge. Number two, keeping it real. You know, business leaders out there. I've been guilty of it in my journey for sure. I think I have an understanding of how it goes from day to day and how we, we deliver and how we make stuff and ship stuff. You got to go to the Gimba and learn from the experts and really get grounded in reality. Reality. And there's great tools have been around forever that can help you do that. I bet both of you are familiar with value stream mapping asa oldie but it's a goodie. It really helps deliver eureka moments. And then lastly one of my favorite things as being a resident non technologist Jorge and Sandeep, I started in engineering and computer engineering at that in college and I got out quick because that wasn't my calling. But one of my favorite things about this golden age of technology in this movement we're in is that we've been able to create technology where IT level sets and even the non technologists out there can lean into some really innovative cutting edge technologies and not they don't have to code right. As an example And I love the inclusive and the productive and the, the game changing dynamics that organizations can draw on there. Sandeep, whether it's anything Jorge said there your quick comments and then we're going to get some examples from you both.
- [32:32]
A
So I think particularly with the decision making I think but Jorge touched upon that I think now we have tools which can actually help us make those decisions. I think I don't know why people are sometimes reluctant they see it coming but I think there's some kind of resistance. But as I liked your thought that maybe do the technology talk to each other better than humans. I think supply chains are built on trust and I think this is where things are going wrong because I've seen I had the best process, I had the best technology but I think things failed because there was lack of trust among the supply chain partners. I think this is important because we should not treat a supplier as a supplier because they're an extended supply chain. I know it's easy to say that but finally what I have seen is today people have choices, people can go anywhere. But I think there have been cases. If you are true to your partners, I think your supply chains will work very well.
- [33:36]
B
Sandeep, you said the billion dollar word, maybe the trillion dollar word and that's trust and there's so many definitions of that. But across supply chain ecosystem where you've got all, all this multitude of, of interchanges, right? And trade offs, you know, building trust for all parties, that's how we can move faster and more profitably and with mutual benefit for all for a very healthy ecosystem where you know, as we all know, you're only as strong as your weakest supplier. Right. Anyway, that's a whole different series on a whole different show. Let's do this or I'm gonna come back to you. I want to get, I'd love to get an example or two from both of y' all in terms of leading organizations or supply chain leaders out there that are really lever leveraging supply chain tech to unlock the success, innovation. We're going to get to a big event here in a minute where folks can, can dive into a lot of these topics we're talking about. But Jorge, is there an example that comes to your mind of something we're talking about here? Our.
- [34:34]
C
Upcoming event, the AC Tech the Supply Chain technology event will showcase several, several cases brought by industry experts who have worked with these technology tools in order to improve their processes as tech is one of the two great events we have each year. Iuca as you know, our core business is education and certification and recognition. Those are the three words describing everything we do. And we have several certification programs including one in supply chain technology. And we have one big event for sustainable supply chain in April and one big event that's coming up in September, September 22 to 25. And we have those two events annually. Asetek, which is the supply chain technology event, focuses on how these technology tools can improve supply chain processes. And we have companies that bring their success stories, how they're using technology. We have consultancy firms, we have technology companies, of course, we have Google, Microsoft, Cisco. We have, for example, Sandip is wearing glasses. So we have the largest manufacturer of glasses globally which is Essilor, Luxottica, the manufacturers of Riven and many other brands. And they, they're bringing their knowledge, the insights, all these experience that they will share with us during essetec. So I think that's, that's a, it's a fantastic opportunity and it's an event that you can join virtually. So you, you, you have that opportunity to attend virtually and also watch the recordings after that. So which is great because our community is global. We have a really global community and we have people, certificate holders and members all around the world. And it's very, it's kind of difficult if you have a conference that in your time zone is at 3am in the morning. So that may be challenging to.
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B
That's right.
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C
But if you join us and you get your ticket, you can also watch the presentations after that recorded. So that's a nice thing to have. And also you get access to our knowledge base from the year before.
- [37:14]
B
Lots of value. Lots of value. And Sandeep, I'm coming to you for an example and then we're going to talk about your keynote that you're giving there. But folks, in the meantime, go to sctechshow.com to learn more about this September 22nd through the 25th event, which offers in person opportunities, virtual opportunities, and a lot of. You heard Jorge there describe all the different layers of value that it offers. And you know what I've learned a common theme in a lot of the leading supply chain events out there, such as Jorge, is you get leaders together that are exchanging their challenges, unique ones, common ones, and then they're exchanging how they're tackling them or not making as much progress. And there's so much power there in that market. Intel Exchange. Sandeep, I want to ask you about your, your keynote here in a second at the SC Tech event. But first, Jorge mentioned a lot of companies and of course we've talked about a lot of different examples of where supply chain leaders are finding breakthroughs. Is there one particular example that comes to your mind before we talk about your keynote? Sure.
- [38:20]
A
So maybe I will talk about two examples. Now. If you look at today's supply chain, the way I put it is supply chain starts from your customer. So every customer will want a personalized product. And as an organization, if I try to make a product for every customer, I think it's not financially viable. So what companies are trying to do is they're trying to postpone it closer to the customer. Let's take the example of Asian paints. Way back in 1990s, if I wanted a particular paint, if they didn't have it, they will say, sir, we don't have it, we will have to make it for you. That's another three months. Today you go to any of these retail outlets, they will mix and match and give you any color. So they have standardized the combination of colors using technology that any color can be created as a combination of multiple colors. So that's where you are, it's a make to stock for the company, but for the consumer, you are giving him a personalized product. The second example which I wanted to give is today, the way things are moving, as we are moving towards personalization, there are parts maybe, let's take the airline industry, you will make parts maybe once in your lifetime. And if you have to make a part, it's again, you have to create a mold, you have to have a die. It's a long process. But I think 3D printing promises a lot because it works where the fixed cost is low, but the variable cost is high. But for parts which you will make once you're on lifetime. And the 3D manufacturing has opened up a lot and particularly in the medical world where we are talking about artificial kidneys, artificial heart using 3D printing, I think these are the two very promising technologies which I've seen and it is going to be even more exciting.
- [40:10]
B
Sandeep, I couldn't agree with you more, especially on 3D printing or additive manufacturing, whatever you want. And then there might be some nuances between there. But I agree, I think, I think the massive returns and the upside of the impact, these technologies have been around forever and we've been promising gains from 3D 3D printing forever. But folks, it's coming. The best is yet to come, I believe. And I was just at Jorge and Cindy, I was just at a comic con convention with my son Ben, who's a massive fan, right? And we were walking the trade show floor and running into these incredible costumes and artists and you name it, and the best uniform we saw, it was Iron man and it was, it was like straight out of Hollywood and everything. Sandeep, to Your point, was 3D printed and it was pristine. It was the, it was almost as majestic as Mount Everest. And it might sound weird, but it was crazy. Sandeep and Jorge. So folks, the best is yet to come and those are great examples. So Sandeep, let's do this. You're going to be one of the great speakers at SC Tech 2025 that Jorge was talking about earlier. Folks, again, we want to encourage you. Go check out sctech show.com to register. Learn more Sponsored Network, you name it. What will you be keynoting about? Sandeep, if you had your, you know, your theme in a nutshell, what would that be?
- [41:31]
A
So I'm talking about quick commerce because now this space is really heating up because the customer tolerance time is reducing drastically. So everybody is getting into a 10 minute delivery, 8 minute delivery. But there's an economics behind that. There's a proper supply chain planning behind that. Because if you're Talking about a 10 minute delivery, you have to plan well in advance. The thing is people think that these are the delivery guys. It doesn't happen if you have to do a 10 minute delivery, you have to plan three, four years in advance. So I will talk about some of the nuances, what are the things which can go right, what can go wrong and I think that's an exciting space. I thought that maybe I will just touch upon that.
- [42:14]
B
I agree with you. I agree and I can't wait. I hope to catch your keynote in person. I hope to meet Jorge in person so I can, I got, I gotta steal some fashion tips from Jorge because I love that shirt he is, he's wearing today. And of course the networking, the networking's top notch. We've heard about it over the years and again I'll get you to sign my copy of the Consulting Way. So stay tuned. So folks, I want to make sure if you forget everything else and I sure hope you don't because Jorge and Sandeep has really offered some, some great powerful observations here today. But September 22nd through the 25th, when you venture over to sctechshow.com this is the screen, one of the screens you'll see and by the way, Jorge, down here in the left hand corner. 10 years of SC tech. So I should just say on behalf of all of your friends here at Supply Chain now, congratulations because I bet you could write a book on what you've experienced over the last 10 years. Is that right Jorge?
- [43:08]
C
Yeah, that is correct. It's, it's been the journey when, when we had the first SC tech, I, I, I had hair, I, I, I, I looked different.
- [43:22]
B
Hey, yeah, it changes us, these journeys change us. But y' all have been, hey, you've been building and building and building and helping lots of folks.
- [43:30]
C
But technology has also evolved at an amazing pace. We have, supply chains have evolved, the perception of the business environment has changed.
- [43:40]
B
Yes.
- [43:41]
C
So there are many things and yes, I agree with you. I can write a book about what's happened in the supply chain and the technology supporting the supply chain processes, no doubt throughout these 10 years. So it's been really interesting and we're still trying to deliver value by bringing to our global community these insights, this valuable knowledge that can help them make better decisions.
- [44:12]
B
I love it. And better careers and more success in their organizations and easier, more productive days. All of that and a whole bunch more really appreciate that let's make sure folks know how to connect with y' all both. So Sandeep Chatterjee, growth leader with the digital business solutions supply chain and sustainability pillar with Info Lab and also author of what I bet is going to be a bestseller, the Consulting Way. How can folks connect with you?
- [44:39]
A
Sandeep, I think you can connect me through LinkedIn. So there. So that's the easiest way. And once we exchange I think you can have access to my phone and email. So I think LinkedIn is the easiest way.
- [44:53]
B
All right Sandy, if you're teasing, more access to you. I like that. Connect with first at LinkedIn, he says and go find his book. Folks, we need more keep it real books these days that no fluff, you know, no folks that actually have lived it and they're willing to open up and share you with you the good, the bad and the toughest of days. So good stuff. Really appreciate you being here, Sandeep. And Jorge Morales, Global CEO with IS CEA and one of the great leaders of the SC Tech 2025 event. 10 year anniversary coming up. How can folks track you down? Jorge?
- [45:32]
C
They can reach out through LinkedIn as well and they can send me an email at. Jorge. Well it would be with a, with a J. Okay Jorge M dot com.
- [45:50]
B
All right. It's just that easy. And again folks, if you've got a short memory like mine, this is why we say it three times at least go check out learn more about this event, this 10 year anniversary event sc tech show.com and it's really easy to navigate and hopefully plug in and participate. September 22nd through 25th, 2025. Okay, big thanks again Sandeep and Jorge, thanks so much for being here. Really have enjoyed our conversation. We look forward to reconnecting soon. Folks, hope you've enjoyed this great episode. I can't wait to be at the event. I can't wait to get my copy of the Consulting Way. But let us know, let's know your take on today's conversation. We love to get feedback. Feedback's a blessing and we get, we're fortunate to get lots of it. Some of it more constructive than others, but we'll take it all. But folks, the challenge though is to take one thing you heard here today, great stuff from Jorge and Sandeep. Take one thing, put it into practice, share it with your team. It's all about deeds, not words. That's how we're going to keep transforming, rewiring, reinvigorating how global supply chain happens. Leaving no one behind. So with all that said, Scott Luden, challenging all you out here. Do good, give forward, be the change that's needed. We'll see next time right back here on Supply Chain Now. Thanks everybody. Join the Supply Chain now community. For more Supply Chain perspectives, perspectives, news and innovation, check out supply chain now dot com, subscribe to supply chain now on YouTube and follow and listen to Supply Chain now wherever you get your podcasts.