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Hey, good morning, Scott Luton, Greg White with you here on supply chain. Now welcome to today's livestream Gregory. How we doing?
I think we're doing quite well. How are we
Doing? Doing absolutely wonderful. We got some more rain here in the Metro Atlanta area, right?
Yeah. The sun went away, but I think we were ready for some, some moisture.
Well, I tell you, we've got so a jam packed episode here today, Greg and, and we had a lot of fun to warm up show talking football, talking, sailing, talking a little, little ball history, right.
Everything but supply chain. Cause that's what we're here for now. So right.
That is right. So today show Greg, you hit Nel in the head as always look, we all know about the endless obstacle course that global supply chain has been navigating for a couple of years now. Right. But Greg, you don't have to look far to find plenty of companies that been struggling. Yeah. Today we bring you good news and the story of a partnership that's produced, I popping growth, results, success, and get this bingo moments, tons of solid insights and key takeaways to be shared right here on supply chain now, today, right, Greg?
Yeah. I love that term bingo moments. So we're gonna learn a little bit more about that when we bring our guests in,
We sure are. I do too. Uh, you know, we love our Eureka moments around here, uh, and we're gonna find out exactly how they define a bingo moment. Who knows. We may have already had three or four today. Greg, who <laugh>, you know,
I can tell you the way my day started. I don't think I've had a bingo moment yet. <laugh>
All right. Fair enough. What y'all stay tuned for a great conversation, uh, as we're welcoming Tom and Jeff in just a minute. All right. So we're gonna stay low to a few folks in just a moment, but Greg, can you believe it is the 8th of December already? Where has a year gone? And by the way, where's my stuff.
Right? Right. I well, and where's ever anybody else's stuff. I don't know if you, I woke up this morning going, am I sure I'm done with everybody's gift getting <laugh> so, uh, I will be, uh, sharing some time with a spreadsheet later today. I can assure you of that
Really has your gift buying made as far as, as, as, uh, spreadsheet methodology. I need
To apply that because I'm not sure, you know, we try to be as equal as possible with everybody value wise and I wanna make sure that we're on track and that we've got the kind of impact gifts that we want everyone to get. Man.
I love that. Okay. So we're gonna have to do a, a key takeaways on Greg White's gift buying season. Look for it in 2022, but Hey, I've digress. We gotta say hello to a few folks and folks, as you chime in, as you say hello, we'd love to know where you're tuned in from. That'd be a wonderful thing. We'd love to connect the dots shut. That is from the Netherlands tuned in via LinkedIn. Great to have you here today. Look forward to your POV Lamont Hardy tuned in from San Diego via LinkedIn Lamont. I appreciate you being with us on one of our live streams last week. Greg, you ever been in San Diego?
Oh yeah. Yeah. My sister lives there and it's decidedly warmer than the Netherlands. This time mean you're also really San Diego weather. Castor is the easiest job on the planet. It's sunny in somewhere between 72 and 75, except June when we'll have a Marine inversion until about noon. <laugh> enjoy your day. San Diego.
<laugh> keep it classy. Right? Keep it classy. Great to have you here via LinkedIn. He says how from the lone star state, Hey, where are you? Uh, Santo. That is a, a big old state and, uh, would love to, we, we appreciate you being here. Looking forward to your perspective, Eric, uh, is with us as well. A year's gone by, by the way, Eric. No kidding. Yeah. Where has it gone? Appreciate you being here today, Patrick, uh, also from Texas, Kenny, Texas, you know where that has ever heard of that. Greg
I've heard of it, but I am embarrassed to say, I don't recall. It's near a, it's near a big city, but I can't remember which one. So Patrick I've, I've got a ton of relatives who live in Texas. I have no better really. I
Used to have, um, family and cousins, aunt and uncle lived in van, Austin in Texas, right outside of Dallas. And, but other than that in San Antonio or went for basic for the air force, there you
Go. Wow. That's a, that's a great
Spot. It is. It really is. And of course our, our Trek couple years ago, as we went cross country in the supply chain now van to Austin.
So Austin we'll save the, we hit the city limits,
But Patrick, great to have you here. Uh, let us know where McKinney is and what it's known for. And thanks so much for tuning in of
Course. Yeah. We also had some great barbecue in a little town. I cannot remember. We'll have to trace our path and see what that was. We are
Gonna have to do that big, thanks to clay and Amanda and Jade and all the folks behind the scenes is helping to make the production happen here today. Dmitri. Great to have you here via LinkedIn. I'm with you. I think we've got a outstanding story, uh, teed up here today, Samantha. Yeah. Hey, Samantha's tuned in, uh, via LinkedIn giving a shout out to, uh, clay diesel Phillips. Great to see you here, Samantha and finally yours. I bet. I wonder if the Jay is silent, the air, what do you think Greg?
Very soft J because that's a Dutch name. So,
Ah, well, regardless yours, great to have you here via LinkedIn and tuned in from Chicago. So, uh, looking forward to a great story. So on that note, welcome, everybody know we couldn't hit everybody. Look forward to hearing your comments throughout our live stream here today. Again, we've got a big story teed up, uh, with two companies on the mood and Greg, if you're good with it, I'm gonna go ahead and welcome in our guest today. You ready? Let me
Check the clock. I think we're go. Okay.
Go. Hey one quick. I gotta, I gotta close one loop. Patrick says he is not far from van Osteen. So McKinney. Yes. So McKinney must be in that DFW area.
Yes. The Dallas metroplex.
That's right. Dallas metroplex. Fort worth metroplex. Yes. Nice. Okay. So with all of that said, I wanna bring in, uh, welcome in Tom Zeis O with port X logistics and Jeff gro, VP of sales engineering with turbo. Hey, Hey gentlemen, how are we doing today?
Thank you. Doing very well welcome
Chance. I was half curious, Jeff, if you might be wearing your, uh, your novel head gear or when you came on camera,
But well, I'm not wearing it, but it's uh, never too far away. So not to bring it up. <laugh> cause cheese has always have to have this around. So it comes in handy when debating, if, uh, the green bay Packers are a team or it's a dynasty. So we can, we can have another session on that later if we need to. I
Love it. I love does that add to your credibility to wear of that when having that discussion
All depends on the week. <laugh>
Well, Hey, so we were talking pre-show, we've got three big pro football fans here, so everybody knows Greg is a big Kensey chief since he was a kid, Jeff gro, as he's already let out the, the, uh, cat outta the bag, big cheese head fan green bay hackers, and Tom fill, fill in everybody on where your allegiance is.
Well, it's, it's a tough week. And, uh, you know, that's of course, because of Monday night football, I mean, we got beat by the team. That's been beating us up for 20 years and it's just, uh, it gets, it gets worse each time, especially now that Brady's not there, we still keep listening to him. <laugh>
Hey, we love those, those bill, the history, you know, Therman Thomas and Jim Kelly and, and so many great de uh, Bruce, uh, Bruce Smith, man, love watching him play back in the day. So we'll have to talk football again on an upcoming episode, Greg of supply chain, nerd talk sports coming. I'm kidding. A local theater. Hey, really quick. Before we, we're gonna dive into our story here today. Don't wanna give a quick shout out. Greg joiner is a fraternity brother of mine from way back in the day. He's tuned in for a few minutes during lunch from Summerville, South Carolina, home to many manufacturing companies I found has been on the move, bringing them in. So Greg hope this finds you and your beautiful family. Uh, well, okay, so Tom and Jeff and Greg are Y all ready to get started on today's.
All right. So as much as we'd love to talk football over the next hour, we've got a couple of movers and shakers in global business and global supply chain here with us. And I wanna start Tom. Yeah. Uh, we love that hat by the way. Thank you. Uh, we we're all signing up for port X swag today. <laugh> but Tom hitting aside, y'all got a really intriguing story there at port X. I wanna kind of walk through that on the front end to, to help level set with folks. Uh, the three folks, maybe in global business that hadn't heard, y'all, let's talk with all the growth that port X is seeing, including some of the core values that's powering that it,
Yeah, I, I I'll give you the, I'll give you the story. I'll give you, you know, how Portex came to be. And it was, uh, just over four years ago only where we started. And it was, uh, there was a group of us with, with various backgrounds in the transportation industry over the road, truckload, brokerage, LTL container, Dr. You name it. And we came together with the idea that there was, there's gotta be a better way. There's gotta be a better way, you know, to treat people, uh, not only internally, you know, your employees, but your vendors, your customers, right? You gotta make it exciting to come to work every day. I mean, the logistics industry trucking it's, it's not the most glamorous, you know, and <affirmative>, it's, it's a grind a lot of times. So we wanted to start a company, uh, that was not only gonna be successful, um, the company itself, but all the employees as well.
And we, we started with a number of success factors in order for, you know, everybody to be successful, delivering wow, through service te you know, tech adoption, being home, pursuing growth, and learn learning. And it's around these success factors, uh, that we've been successful as a company, as an individual, uh, every employee themselves as well. You know, our founder, Brian Kesty, he wanted to start an aspirational brand in the truck and industry. And when I first heard that, I said, I don't know what the heck you're talking about. <laugh> it took me a couple years to figure it out. But now I understand, man, because we're living it
Big, bold vision. It seems like he brings the table. Right.
I thought he was crazy at first. And, and
You know, Greg, what I'm also hearing there is, uh, a big, meaningful, deliberate change and how business and industry typically have, has been done for decades, right?
That's always healthy. You know, it's always good to look at what you've loved and hated and seen be successful and seen, be detrimental to companies and then to construct your own model going forward. But those core values are, are really the key to being able to, to center yourself, you know, around, around what you believe and what you're trying to accomplish and to guide you every day. So I think that's a really important aspect of what they've done at port X.
Agreed. All right. So Jeff, I'm gonna come to you get a quick observation on these success factors and the culture that Tom has mentioned, but before I do mm-hmm <affirmative> folks, we open up a can of worms talking football. We've got Tito who is a big pats fan. We've got Andrew's big bills. Fan John says co chiefs. We all know Patty gets his second super bowl this year. Hey, Hey, how about that? Patrick will, Walford's a great Buffalo bill and a big friend that is awesome to see. So y'all keep it coming, keep it coming folks. All right. So Jeff, we're gonna try to work through the port X story what's going on in the industry. The partnership y'all have got all the next hour, so we're gonna be moving pretty fast, but Jeff, what was one observation about the unique port X culture and what they're doing that, that, uh, you've noticed here recently?
You know, one of the things I, I guess, uh, I'll hit a couple of, 'em a couple that I've seen and Brian and Tom and the team there at Portex have done is they really put the customer first. And by doing that, they needed to be on task immediately with the information. And how did they do that? They're leveraging turbo. Uh, we're talking about the story of the two companies and when they started, they knew that there was a better way. Uh, my not, not, uh, unlike most of our other customers, they're also looking for something different. And when you look at what turbo is, and you look at the, the application, the architecture, it is different than a than ATMs. Yep. And we can get into it a little bit later, but really when you look at that partnership and what they wanted to bring to the table, they had a new, fresh service and they needed some new and fresh in supply chain technology. And that's where turbo came in. And really ever since, as we move this, uh, relationship forward, there is a relationship between, uh, port X and turbo, that that is saying, here's what we need to see in the technology. And then we're validating that with other customers. And they're part of that, that, that steerage of the product love
That. Okay. We're gonna touch on some, all of that, as you mentioned, uh, over the next, uh, 50 minutes or so. So Tom I'll circle back to you. Can you speak to whatever you can share about growth? You know, we've been, obviously it's been, uh, triple digit growth, but before we ask you about what bingo moments are, any comment around the growth y'all seen?
Well, I mean, I, I, I lived it a, over the past two years. I mean, it's been a crazy four years, but the past year and a half ever since the pandemic started, it has been, um, absolutely insane. You know, we specialize in expediting, containerized cargo, um, throughout the us and Canada. And so when there's a disruption in the supply chain, we usually get, you know, a lot of, uh, requests for that type of service. So as you can imagine with the current state of the supply chain and how it, you know, what has been the past year and a half, two years, we've been, uh, contacted quite often. And, uh, we've been assisting a lot of our cost, every one of our customers, a lot of companies out there with expediting that freight. So it's been a wild ride and we are just holding on for, to your life <laugh>
As well, you know, Hey, welcome, welcome to, uh, the crowd, but also you you're doing so success startup life. Yes. There you go. You're doing it successfully, you know, which, Hey, if you're gonna struggle and fight through these current, this current state, Hey, it's great to do it while, um, you're seeing lots of growth and success. So Greg, we're really curious as we've talked, uh, on the front end, you know, we love our Eureka moments here, but what just what Tom is a bingo moment. Yeah,
That's a, <laugh> a, bingo is a, a customer accolade. Okay. And so, you know, we don't, we don't manage by spreadsheet. We manage by bingos and, you know, the, the, the goal is to collect as many bingos as possible. You know, I, I, I'm part of the training process here and whenever we onboard a new employee, um, you know, I show 'em just a list of those bingos. And I say, this is, this is what we're going after. And those customer leads are, you know, you guys are making my life easier. Thank you so much. You guys save my day. Can I come work with, for, for port X? You know, I love you guys, things like that. And, uh, that's what it's all about.
Awesome. Greg quick comment, before I go to Jeff.
Yeah. I mean, I think that's exactly what you're after. You're trying to create to go back to a book from the old days raving. Yeah. Right. And, and nothing is more important to a company than an enthusiastic reference. And particularly in this industry and particularly in this time, and if you're having those bingo moments, it sounds like you're creating that enthusiastic reference. I work for a com several companies where we would often hear, you know, you changed my, my career. You changed my life. You changed my company. Right. You can, I come work for you? Those, I mean, that is a good sign of, of doing the right thing for your clients. And, and it also means that when they go inevitably go somewhere else, they're gonna take you with 'em and that's exactly what you want to have
Happen. It's all about the, those relationships. Right.
All right. So now that we've, we've defined bingo moment. I was thinking cousin a Eddie in that moment where he says bingo and Christmas vacation, but it's not that. So I'm, I'm, I'm very, very glad to hear that. So. All right. So I got one more question, uh, for Tom and Jeff, I'm gonna come to you next as we start level setting what we're seeing out there, but, uh, a couple quick comments, Cindy Palmer core values are super important as SI X. We all agree with you here, and I appreciate you calling that out. And clearly, man, you can see how Tom talks about that. And, and, and how inherently is part of what they're doing at for, uh, Graham go packer. So Jeff, a fellow Packer's fan there via LinkedIn, uh,
Kava you're winning on fan count, right?
Yeah. <laugh> kaon is dropping all the hashtags less than drone load, less than train load, less than plane load. Hey, great to see you here. Kaon thanks. You so much, uh, Tempus welcome in from Texas. And Clay's posing a question and let's let this kind of be the question throughout the next, uh, 50 minutes or so anyone else had a big, big key bingo moments this year? Let, let us hear y'all drop 'em in the comments and we'll try to get to them as often as we can. Okay. So Tom, one final question, before we move it into kind of more broader level setting, and that's where, you know, Jeff talked about, uh, the partnership, so alluded to it, where did the partnership between Portex and turbo begin?
You know, that's, that's part of, of the Portex or, uh, origin story. Um, going back to the start, you know, we, we were looking for, you know, a system that was attractive, something that was user friendly, something that provided visibility and access, you know, there were legacy systems out there that were, you know, geared towards more of the, you know, management system of, of drayage or containers, you know, that we were interested in. But again, they didn't provide that visibility. They, they weren't really attractive. They looked more like an Excel spreadsheet than anything else. And, you know, our founder, Brian kep ran into the founder of turbo by chance, you know, and they talked and Brian was like, this is exactly what I'm looking for. And while, you know, turbo at the time, didn't have the multimodal capabilities that was on the roadmap, you know, and like Jeff has mentioned, and like, we're talking about today, we've up with Zervo and helped, you know, develop the multimodal capabilities and enhancements. And it's been a terrific relationship since day one and continues to be so mm-hmm
Outstanding. Okay. So using that, I'm gonna piggyback on Tom there, Jeff, feel free to elaborate, you know, add to what Tom shared there, and then we're gonna move into what we're all seeing across the industry. So, Jeff, what else would you add to that?
Okay, well, uh, what Tom said is, is spot on and really, um, that's where we're finding where we're succeeding with in those battles for, to earn a customer's business is to really align with where their strategy is. And, and then also where the trajectory is taking, taking turbo. Tom also touched on the multimodal cap abilities and they had the belief that we were gonna, we were gonna deliver it and what was on our roadmap. And sure enough, uh, a few short weeks ago we were released, um, our multimodal functionality. So through a partnership that we have with open track, we've got all the way from on the ocean. We've got the container coming in, hitting north America. Then we've got the port, port service operators, uh, feeding open, which is being ingested by turbo. And then we're able to then manage that ocean and then expedite whatever leg that you want, whether it's rail, whether it's over the road, transportation, all in one system, mm-hmm, <affirmative>, I've been doing this a number of years and that really seemed to be the, what was missing in the marketplace. And that's what, that's, what Portex was looking for. They wanted everything in one system. It, what we're seeing today is systems that are maybe a little bit more dated. Uh, they're doing the ocean injury in this, in this system, and they're doing over the road transportation in, in another system. And they're really not doing a good job of collaborating together and what it's doing. It's giving your customer, maybe not the freshest information. It's not giving them also the bill to easily collaborate and we've helped forte solve those
Love that. Okay, Greg, I know, I know that, uh, that brings a ton of thoughts to mind, but really quick, your take on that. Yeah,
It makes me think from my, from the segment of supply chain I worked in, which was largely forecasting and planning and, and inventory optimization. It makes me think of how ERPs were a mile wide and an inch deep. They did everything, but they did it all really superficially. And, and what I I see here is that there are areas where you need to go really deep. If you think about E R P it was kind of typically WMS, forecasting, planning, replenishment optimization, and you augmented the systems, the core systems that were out there with that. And you created a scenario where you managed an aspect of the business from beginning to end every single knit nook and cranny, uh, in a, in a single system. And that, I think that's a really valuable thing to do. And, you know, I don't know that I'd say that secret sauce, but it sure is a leap ahead for the industry to be able to do that and to respond to that. I mean, I think when I think about, when I think about a company requesting that and a, and a tech tech provider, responding to that that's, that shows a lot about their core values as well.
Excellent point, excellent point. I wanna add Louis comment here. It's all about providing a better customer experience delivered through your business' core values and the technology that compliments those values. That's why Portex has seen explosive growth, congrats to the port X team. And I said, Louis, probably Louis. Uh, thank you, Louis very much for Louis comment there. Louis Louise. Gosh, uh, it's been a long week already. Huh? All right. So what I wanna do next, I, I want to kind, uh, broaden out, right. Uh, we could spend the next 16 hours talking about some of the challenges we're seeing out in global business and industry, but let's call out a few of those. So Tom will start with you and bring you back into the conversation, you know, uh, as you survey global business global supply chain, what's one or two things that you're tracking right now.
Well, I mean, it's, it's been, it's been in the news, uh, quite, quite often over the last few years with the, the number of vessels sitting outside of, of LA long beach. Um, you know, they're breaking records every week earlier this week, it was, you know, 97, I think it was now, they, they pushed some of those vessels out, you know, to, to help with the air quality. And, and they're claiming that's decreasing the number of vessels, but that's simply not true. They're just more spread out. So it continues, you know, it's that added congestion, you know, that, that our infrastructure just can't keep up with for a number of reasons, one of, of which being the lack of space due to all the chassis, taking it up with E empty sitting on them with nowhere to go, you know, we have, you know, oddball steamship lines that are chartering vessels to LA long beach over the past year that never called on LA. And, you know, all of a sudden do, and don't have a great plan of taking back those empties or, you know, a return system it's just creating a complete mess. Those are easing back a little bit. So, I mean, I think it'll get better, but that's what we're looking at right now is that LA mess. Awesome.
And we're gonna, Hey, we're gonna give y'all ample opportunity to talk about what's the common twin 22 and beyond. So let's not lose track of that thought Jeff, same question. What's something you tracking out there. Challenge wise across industry. You
Know, I I'd say one of them is just tying to our, one of our core, uh, values that within the application within turbo itself is getting customers connected with their supply chain constituents. And really what that means is, is the driver talk, be able to communicate with the carriers, the carrier, able to communicate with our customer and is that our customer able to communicate in one platform with their customer. And that's really what we keep expanding on and being able to share and, and share and control that information. That's going back and forth between, uh, the user within the tur ecosystem. If you look at what Tom's, uh, customers have, uh, they have the ability to get as much information as Tom and his team want them to see, uh, all the way to real time information. And that's what we hear customers screaming for.
I think, uh, Scott earlier, you had said, uh, where's my stuff, right? And the Amazon effect triggered that starting two, three years ago. And that's really made mountains out of the, the value that we can provide. And that's really taking that. Where's my stuff from, you know, I just ordered a new, a new mug and it, and it's gonna come, I know it's gonna be here, but I want to know where it is now. Where is my stuff that I bought as an organization. And then the port co is really now controlling that, especially as we finish up the retail season, you know, we're seeing sales on things that are still sitting on ships, right? That are, that are parked offshore. So that information that Tom is using to, to feed to his customers is allow, is having them make various decisions, um, to be able to support their customers.
Excellent point. So, uh, Jeff, appreciate you sharing Greg. I'm gonna come to you next, but first I wanna share a couple quick comments here. Our, our all friend Bob Merlow is with us here today, says planning must be synchronized from design to manufacturing, logistics, and service. Bob hope. This finds you well. Great to have you here today. And, uh, Eric makes a, a good point here. What is needed by the market right now is the predictability that AI driven system that ports don't have. I wanna know when my cargo on ship number 86 and the port of LA will land via estimation. Bring it, Greg. Uh, Eric, keep preaching there. Mm-hmm <affirmative> okay. So Greg, based on what Tom has shared, Jeff has shared Bob and, you know, I know we're tracking a lot of things right now. What's one thing that comes to your mind.
Well, thing that immediately comes to my mind is remember the good old days when it was only long beach in LA that were stacking up ships outside their port. <laugh> right. As you know, Scott, just a few weeks ago, I was in, I was in Savannah and they had 30 plus ships stacked up outside there. They have the same problem at Houston. People are redirecting now to the Northwest ports. Um, New Jersey and New York ports have always been a disaster. So there's no real news there except for the number. Right. But I mean, this is a, a very widespread problem. And yet I just read an article. That's some huge percentage. I can't remember the number of containers that are going back on ships are empty. So, so this is creating an enormous trade deficit for the country, for the United States as well. So there are macro issues at play here, as well as the tactical things. And those will come around to create disruptions next year. So not to excellent point, not to foreshadow the what's happening in 2022, but I mean, they will. And I think we have to think about those things because I, I feel like so many people in supply chain want for these disrupt options to be over and they're not, and they're not going to be, and not soon. So,
So, so amen to that, Greg, and that means you gotta take action, right? This isn't, you can't just huddle and prays gonna go away. Uh, and it's gonna be easy street or, or never easy street, but you don't what I mean back to old, old days as Greg references
Got strategy, right? I mean you have, and that's why, I mean, that's why I think this relationship is so powerful and why it's so necessary is because you have to have technology to, to be able to, to keep up with the pace of movement, but also with the pace of change in supply chain and when, and to be able to respond effectively when the inevit dramatic disruption occurs, at least they'll be dramatic for the next few years. So
Excellent point. Okay. We're gonna keep moving. I, I wanna bring in Brian. Uh, so speaking of the devil, Bri Brian, a founder of, of Portex I believe, nice job, Tom, Tom Zeis, you helping to implement with all stakeholders in multiple cities and on multiple continents is huge. That's a bingo. That's a bingo. Uh, let's see here, Ken says, uh, and hello, Ken, welcome to a conversation. Just order 33 pounds of some decorative rock outta Kennedy. Gonna be neat to track the ups. Yeah, hopefully, uh, you might see that next, uh, uh, on the weeks months who knows and see what 10 references. And if I have to get back football in a minute, um, I wanna keep moving. <laugh> there's no shortage once you open up and let the genie outta the bottle when it comes to football TIS the season right now. Right. All right. So I wanna keep moving forward, Tom. I wanna come back to you here. Yeah. So I wanna circle back to specifically, uh, when you think of, uh, port X and some of the specific problems, growth, barriers, whatever that y'all encountered, if you could shed some light on that and just what you did about it, obviously turbo is part of that. What, what, what, what else would you add there?
Well, part of my job is, you know, my, my two big responsibilities here is, is driving adoption, uh, internally and externally driving turbo adoption. Okay. Uh, because tur, what turbo can do is, is, is make your, you know, our operator's jobs easier, our operators, our customers, operators, every, every party of the supply chain, their job would be easier, you know, if they were to utilize turbo. Right. And so, as we were growing so quickly, <laugh> I had to make my employees jobs easier or try to, you know, and, and part of that is, you know, managing turbo correctly and getting that work off of our desks, less keystrokes, reduce the email clutter, you know, and it's, it's the same with spreadsheets. Yeah, yeah, exactly. Exactly. Yeah, exactly. And, and for our customers as well, you know, making, making their job easier. So the communication can flow easier, you know, so we can provide better visibility, um, and, and take care of some of those, those issues that we we see in the supply chain even today. And, you know, that's, that's one way of bit doing it, relying on our, our tech, that's one of our pillars, culture, service tech, and trucks, and it's tech for that reason, you know, because we have to, we should rely on tech. I mean, everybody should, these days in order to grow successfully, you know, you have to, and, and get that work off of your desk. Right. <laugh> work more
Efficiently. I'm I'm Hey, I'm with you. I'm I'm with you, especially when you're, you're leveraging the right tech, right. Yeah. Rather than just leveraging the, the latest shiniest object, and then you, you implement it, your team's got a headache because, you know, they're not sure how to use it. And then it goes, you know, 10% utilized and just creates a lot of heartburn within the organization. So mm-hmm, <affirmative>, I love, uh, what your, your, uh, sentiment there, Tom. All right. So, Jeff, what would you add to what Tom was sharing there?
You know, I think, uh, admirable that Tom, when they're hiring a team, they're looking to build that team that they're looking for, people that want to, uh, in improve the way of life, the life, their customer, and how they're doing that was the technology and the technology that they sourced was easy to use. And I think you heard Tom say that early on in his, uh, in his delivery. Now, one of the things that we really try and do as we're working with customers to understand what the ease of use is, and some of the, some of the business segments that we service, it's all about how can you get that order into the, into turbo and how can you then execute it in as few clicks as possible. <affirmative>, and it's an extremely brisk process within tur. But then what I'm gonna also say is to train a user in turbo, you could measure in hours, not days or weeks.
And I worked at some technologies that depending how many super users we had to, to, uh, or assist Mads, we had to train, we'd be looking at well, how many weeks is that? Is, is that gonna add to the delivery? And, uh, and that was just a, you had some cumbersome systems that weren't built for scale. And if you look all the way back to the Genesis of turbo, we built it for scale. We didn't know where it was gonna go. We did not know seven years ago that multimodal was gonna be there, but there it is low and behold, and it's as easy to use as any other part within turbo. Mm. Okay.
It's Greg, I I'm coming to your next couple quick comments first though. Kaon he coined this, the new abnormal. Remember that Greg, when disruptions have become frequent? Yes. That's the word world we're living in now? Brian says, uh, hopium, <laugh> hashtag, hopium always have said hope is not a good strategy. I love that. Uh, Cindy says, sounds like it saves a lot of time, which is gonna save clients money. Uh, absolutely. And Patrick, Patrick from McKinney, Texas, we're very excited to start using turbo here at Cardinal. How about that? Uh, I'm assuming that's Cardinal health maybe or Cardinal logistics one.
Nope. It's Cardinal logistics and it's one of our newest customers. Uh, we earned their business and it
Was official, uh, two weeks ago. Very glad to have part of the
Team, Patrick. Great to have you here, man. I appreciate you showing up for the livestream and, and by the way, Patrick, you're not getting outta that question. Where's a good, what's the best barbecue place down McKinney, Texas. So you're gonna let us know. Yeah. All right. So Greg we're, we were touching it before we, um, kind of into, um, everyone wearing their futurist hat. Yes. What <laugh>, what you, what would you like to add to what you heard, Tom and Jeff talk about when obstacles and solutions?
Yeah, I think, um, you know, we've seen it over and over. There are tons of good mathematically program. These sound technologies out there that are impossible to use. And that's exactly what Jeff is talking about. I mean, if you think about probably everyone here is too young to remember green screens, but I remember when I first got into retail, the solution that we had was on what's called a green screen, which is really a black screen with green text <laugh>. And, and even in high school where right, we had, uh, max and we had, you know, beautiful UIs and ease of use and that sort of thing. And when I got there, I felt like I had been thrust into the sixties until I did a little studying and realized there were no computers in businesses in the sixties, but it still felt like the sixties.
So it, you know, I think that it's, it's critical that companies are so aware and so able to produce brisk. I like the word that Jeff used there a, a brisk usage experience, right? A frictionless usage experience that allows you to do the work because that's all the users really care about. They don't want to have to learn this click or this key or any of that stuff, if they just want to complete the work and in, and technology should be a gateway, not a hurdle to those sorts of things. So when you've built a technology that creates a gateway to ease, ease the workflow, that's when, you know, you're really onto something really, really successful. And, and I think companies have, and, and individuals have settled for a very, very long time and they're just not doing it anymore. Our generation gen, gen X and subsequent generations, I think we have been incredibly patient, but the, the subsequent generations were brought up with ease of use. They don't even know any better if you show them something that's clunky. They're gonna think they've been thrust back to the sixties. Mm-hmm <affirmative>
Just wanna, I just want to add, I mean, you know, I provide our customers with demos, you know, how to access their tenant, how to, you know, take advantage of the most popular features, document retrieval. I provide those demos in demos in 10 to 15 minutes. That's all takes. Yeah. And, and, and they can use it from there. It's amazing.
Love it. Okay. I gotta get some, some of these comments in what y'all three of y'all just have been sharing. It's been, uh, generating some stuff here. Mike avers says user ease probably is crucial. Uh, absolutely agree there. Tempest says I've left a company because of the green screen. It felt like I was in bedrock <laugh>
Sixties BC. Right. You know, when I was in air force, uh, Greg cams and go 81, which is, uh, used for a wide variety of things, including maintenance actions and reports, all green screens and gosh, being the non technologist. I struggled with learning how to, uh, navigate through all the different screens. So Tempest, I was feeling your pain a little bit there. Peter keys. Remember,
Remember when you had to hit F keys to access all kinds of things. Oh, I mean, you still do on a lot of the old
Systems y'all know the coaches. So football analogy here, you know, especially in these, these advanced college schemes where the offense is, is, is a thousands of audibles. You got coaches with big spreadsheets, you know, and they, they cover their mouth as they're covering, you know, calling the lace op op latest obstacle. We had those everywhere, the shortcuts plastered everywhere, trying to navigate through a very complicated and non-user intuitive system. Gosh, think of the hours we lose there. Peter Bole, good afternoon, uh, all night and all day, I should add to that know the dreaded green screen. And finally, Patrick answered our question, Hutchins, barbecue and McKee. We're all gonna have to check out Hutchins barbecues. I appreciate that, Patrick. Okay. So Tom, I'm gonna give you the last right of refusal before we move on to, uh, 20, 22, what to expect. And, and then we've got a, um, uh, a resource wanna put it from the folks, anything, I mean, y'all have got a, um, quite a remarkable story, this, this far, um, culture, uh, in terms of how you're doing things differently, uh, in terms of, uh, the obstacles you've encountered, how you smash through them and just hearing, you know, it's Greg, we love to hear from leaders that come from these innovative organizations that are doing things differently and finding success, you can see it just exude from how they talk about the company.
And Tom he's been smiling throughout the last 37 minutes. He clearly loves what he does. Anything else you wanna add about looking back rear view mirror before we talk about 20, 22?
Um, <affirmative> yeah. I mean, it's, it's for us really. I mean, it's, it's easy, it's remembering the why it's, it's going back to why we started this and, and why we're doing this. And it's, it's that purpose of, of, you know, everybody, themselves, you know, creating that, that culture, providing that service, you know, with, with the tech that we have and, and, and being strategic with our trucks, our assets, uh, but again, it's, it's, it comes from, from leadership up, up to the top with Brian BK and remembering the why and, and why we're doing this. It's, that's crucial to our success.
Okay. BK every day. All right. So we'll have to reconnect with Brian soon. I wanna share all the green screen memories are coming back. Mike says 15 years ago, first logistics position. I had a printer with a line feed for every job we printed up. We had to remove the feed on each side before sending invoices. Oh, man, it sounds painful. Doesn't it? That's
Uh, yeah. That's tractor fed printing that remember the little dots on each side you had to fold 'em in and tear 'em
Off. Yes, I do remember that, uh, there was a certain, uh, name for those types of printers, those high breed printers, Peter Bo what's that tractor fed. Yeah. Tractor fed. That sounds good. To me. I'm a role res and
Reynolds was a big printing company that made forms. I, I remember that
Really? Yeah. Cindy says the why, which Tom just shed a light on is what keeps companies on track and helps with growth and moving forward. Excellent. Call out there, Cindy. I'm so glad you joined us here today. Okay. So let's move forward. Cause I wanna talk about what to expect in 2022. So Jeff, I wanna start with you this time. Mm-hmm <affirmative> and we'll go around the horn. So let's first start with, uh, in general, right? What, what do you see? What's maybe one thing you see business leaders, uh, that they can expect in 2022 and beyond,
You know, I think in supply chain, I, I I'd say this new normal that we're in right now. I don't know when it's gonna change next. Uh, the fact that we've got, uh, in the low nineties, uh, ships or vessels sitting off the coast of long beach, I don't know when that's gonna change. So I think what that's gonna also do is that's gonna continue our capacity, our, our, our kind constant drive for being able to secure capacity and manage that capacity. That's going to, uh, drive that well into this 20, 20, 22, and probably beyond the supply and demand of capacity has driven the cost up, which also makes, uh, cost visibility very, very important. Now you lump those two together. Uh, you've got capacity capacity, driving cost being to manage those two, two things. You're gonna have to have a technology that supports that, but then also it, we, we can't lose focus of that collaboration that, where is it now? You know, where's my stuff. That's not going away. Mm-hmm so the folks that are still the companies that are still operating at green screens or what I call Crans and spreadsheets, and it's still happens, we see it every day, those needs are going to have to migrate, or they're gonna lose market share.
Excellent point. Jeff, Tom, how about you, when you think of 20, 22 and beyond,
I mean, 20, 22, um, you know, like Jeff was saying more, more of the same. Um, I, I, I don't think it will be as, you know, as hectic as 21 was, you know, and beyond we're gonna come out of this better, you know, uh, with a better infrastructure than we had before, you know, and, and things, you know, as we learned, have to change and change takes time. I talked to my mom the other day, she said, why don't you just build more terminals and ports and, and start taking more ships and whatever. And I said, well, it's just not that easy. <laugh> dig a hole, Tom. Exactly. <laugh>
Everyone's a supply chain expert now aren't they
<laugh>. So to that end and, and frankly a, I know we're all laughing. I love that we're having these types of conversations with folks that aren't in the industry, but kinda
Along those lines, better than your mom's eyes glazing over at the dinner table, like they used to, when you told her you were in supply chain, right. That's true.
That's true. They didn't know what
I did for the past years, just this year for them to,
So one of my, one of my kids have a, has a friend that is an entrepreneur right in middle school. And, um, they make cups, right? Personalized cups. And we, we placed a small order for one cup, been about two months now. And as I was circling back to, to one of my kids, Hey, what's going on? Is that, is, are they still gonna give us the cup supply chain, dad supply chain, you know, have a hard time getting certain things it's Hey, it touches everybody. But I love that. That is on the tips of tongues, especially even in our middle school. Right. Okay. So Greg, you're not getting outta this. Uh, I love always getting your take on your latest take on what's you can expect, and we, what we all can expect next year. What would you add? I,
I, at the highest level, I don't think we can expect stability. So the disruptions will change. Uh, there won't be a, if, if there ever is a normal, it will definitely be a new normal, and it's not happening in 2022, but all of this hinges on the labor market. And whether people start to go back to work, even as go government subsidies and stimulus have, have ceased to have ceased to buffer people's income while sitting at home. Right. Uh, trading Bitcoin. Apparently the, the issue that we have is that 3 million more largely baby boomers, but 3 million more people left the workplace in the last 12 months than were expected to leave and recall the baby boomers were the largest generation in the history of the planet. So things are going to change. If people are going to come back into the workplace, they're not gonna workplaces.
They don't wanna work, and they're not going to do jobs that they don't want to do. So a lot of this will depend on, and a lot of the people will come back to the companies who adopt advanced technology, who adopt automation, right? We're gonna stop apologizing for automation and for computers and for robots doing jobs that people used to do. We can't, there's no one to apologize to anymore, cuz we're not taking jobs away from people for that. Mm-hmm <affirmative>. So this kind of automation and augmentation of the human aspect of the business is, is going to be much, much more prominent. And frankly expected of, of this new workforce as we transition dramatically and nearly as decade ahead of where we thought we would to a new generation being, being the largest, significantly, largest portion of the workforce.
Excellent point, Hey, on you said a robot. I love that guy co commercial with that robot sitting in the coffee shop have y'all seen that. Where gets no?
Oh, I missed the Geico commercial.
I'm gonna have to send it your way. Folks, Tom and Jeff, if you, if you know what I'm talking about, the, the robots sitting there and he's got an application that's asking or asking him to prove he's not a robot and he's getting really frustrated and he is in the coffee shop. And then, uh, the coffee, the barista comes up with, with uh, the robot order coffee and on the side of it, it's written Mr. Rob OT, Rob OT, and he gets real frustrated. He's shooting laser beans. It's just, it's so funny. Anyway. Um, quick comment here from Randy Smith, uh, Randy says, where is my stuff? Is the old question. When will I get my stuff? Is where we're at Randy. I would politely disagree because consumers want the visibility of where their stuff is. Right? We're getting it from pizza to deliveries, to you, name it, you can track anything. So they don't
Trust us to tell them the truth about when they'll get their stuff. And that I can tell you that as a consumer, I bet all of you as consumers probably feel the same. I don't trust. I'll get my stuff. When you say I will, I want to verify, right? Mm-hmm
<affirmative> trust, but verify there you, uh, smart person said
Trust, but verifying my case. Right. Usually trust, but verify, but
<laugh> so I'm not sure who this is. And, and folks just really quick, if you're tuned in via LinkedIn and it doesn't show who you are, you just have a privacy setting. I maybe Amanda Clay can let me know, but they suggest read your kids. Supply chain Carol from Megan Preston. Amazing book. We're gonna check that out. Okay. So we are in the fast and furious finish. Jeff and Tom and, and Jeff I'll circle back to you first here. We're gonna talk with Jeff about a cool resource in just a minute. Tom, wanna stick with you about out where the port X and turbo relationship and partnership is headed? So what's to come?
Yeah. I mean a lot of, a lot of exciting things, you know, um, it's, it's endless, you know, it's, it's, you know, the sky's limit with, with what is going to happen. I mean, we already have things with the integration with oh, open track, which is huge for us. Um, it's gonna create a lot of automation. It's gonna take even more work off of our operators desks. It's gonna provide even better visibility. So, you know, just, you know, more automation, more, uh, integrations with, with other platforms and, and partnerships that will enhance the platform. And, you know, I, I think we're gonna work together for forever and it's just, it's, it's never gonna stop because you know, I've really enjoyed my time. Working with everybody at turbo, they've been nothing but helpful. I mean, I went out to Silicon valley, I'm from Buffalo, New York and I'm, and I just couldn't believe it. It's just unbelievable. And it's it just been a great, great partnership. And I've, I've, I've created a lot of friendships along the way and I'm, I'm looking forward to more.
I love that despite this, this crazy time we're living in where the four of us aren't in the same place as we have this conversation, relationships still matter. Mm-hmm <affirmative> and I love kind of what, where your, uh, comment, uh, left us there, uh, left on, uh, there, um, let's see, Lamont says true statement, Greg, trust of verifying with companies own when and where your stuff is, can be frustrating if companies are not using updated technology along the lines of what we're talking about here today. Frustrating
Bordering on improv, depending on if they're still using green screen. Jeff. Right.
<laugh> that's right. Good, good stuff there. Lamont. Um, all right. So Jeff, Tom just said, can't stop. Won't stop. When it comes to port X turbo, what else would you add to where this, where this, uh, relationship's going?
Well, I also like the word he used forever. Yes. I know. I, I think that forever, you know, I think we, we love ourselves some pour out, so I, I like the forever. So I, the best way that I can position turbo with our customers is that we listen to our customers. We listen to the market and we look at those and bring those together as an opportunity to help enhance turbo as a tool in supply chain. If we were static and we were doing things the way we were seven years ago, we wouldn't have Tom as a customer. And as Tom's business grows, we need to be able to continue to support as their business changes and the market changes. And that's it, you know, this, that this past year has not proven. I don't know what else will. So we need to be able to then flex with the market and then really understand what those needs are and then bring those needs into the applications for our customers. And then new customers can use those
Outstanding. You never consider your laurels. And, and maybe that's always been the case, but man, we're, we're ramping that up where it's a hundred fold now, um, a couple quick at comments, and then I wanna make sure we drop a, a link to a resource where folks can learn more. Randy says, agree with visibility, but need the date so we can drive operations around predictable delivery dates. It does not help our operation to know our stuff as in Nashville, if we don't know when it is moving and expected that our site, Hey, Randy, that's a great point. I think probably the difference I'm, I'm speaking at it. And maybe Greg and I are speaking at it from a consumer standpoint, you're speaking at it as a kind of a supply chain standpoint. So, Hey, uh, I agree with you there, Randy. One other thing here.
Um, I wanted to call out that bear with me one minute. So as, uh, Amanda reminds us here, so Annabel Oliva, who's the author of book that we just mentioned. Supply chain, Carol. We just had Annabel on our latest supply chain is boring episode. So folks can check out, uh, more about her, um, uh, book there and maybe the story behind us, the great call out there. Uh, Amanda. Okay. So what we wanna do, uh, so folks, you know, we've been able to just scratch the surface on the relationship between Tom and Jeff and Portex and turbo. Uh, our friends at turbo have a case study that you can download for free. And the link to the case study is in the show notes, but also Amanda and clay and Jada, if we can drop that in the comments. So it's it make it even easier. Uh, you can check that out and you know, we've also beyond the case study. I've seen a couple comments here today that I couldn't share cause we're fast moving, but folks we signing up for, uh, turbo demos. So that's cool. We'll have to up, I keep our finger on the pulse about all the new relationships that Jeff and the team are opening. Okay. Wild, wild west here today, man, there it's, it's never an hour. Never does it justice does it Greg?
No. No. I mean, I mean, there's so much we could talk about here, but I mean, I guess that's, you know, that's why we want to know how folks can contact Tom and Jeff is because we can't have that in depth conversation here. Gotcha. That's great point. You can't because I'm hungry, man. <laugh>
I wonder why, why do we, so we're gonna make sure folks that I connect with Tom and Jeff, you're gonna want to there, uh, as we've learned between shows and stuff, really good guys, really good folks that you wanna hang out with and, uh, talk shop with. So we'll give folks that opportunity. Hey, I miss spoke. Uh, so we're just talking about that book. Megan Preston is the author of supply chain. Carol Annabel, uh, Annabel was who was asking the comments. So I apologies. I don't wanna get in trouble with any copyright attorney. So my mistake, Megan, press good stuff there. Okay. So, uh, Tom Zeis, how can folks learn more connect with you, but also learn more about Portex logistics?
Yeah. Connect with me on LinkedIn. Uh, follow me, connect with me, reach out to me, schedule a demo with me, um, can with on LinkedIn, uh, you know, follow as many Portex team members as, as possible. We're all, we're all into industry experts can help you out and, uh, you know, check out our webpage, uh, Portex logistics.com.
It's just that easy, good stuff there. Tom. We'll have you back soon to talk, shop and football, uh, question for you, Jeff. How can folks connect with, uh, Jeff, Ron? Uh,
The easiest way is through LinkedIn and, uh, you can go right to my page and then there's a couple other resources there as well, but then also we can direct you to turbo and Turbo's got a huge resource center, also the ability to schedule a demo and a lot of great information there. Wonderful
And great looks like we've had a couple members of the turbo fan club, uh, into sky boxes here today. I love, love
To see that new teams, I think. Yeah,
Right. Uh, Ashley Smith says, Hey, new to the turbo team. It's very obvious already that we want to be an innovator in the TMS space. Passion, who to think that comments can bring passion, Greg, but Ashley, thank you for sharing that. Um, and, and clearly I bet my hunch is that both of you are, are probably hiring lots of opportunities in new year, too. That's my prediction for 2022. Yep.
Okay. Is anyone not hiring? That's a really good one.
I always go to safe one. Greg always go to safe one. All right. So huge. Uh, big thanks to our friends, uh, here at port X and turbo, Tom Zeis and Jeff, Ron. Big thanks. One more
Question. Before we, we, we show out bold fearless prediction. Who's gonna win the super bowl in February. And Tom start with you. I, I wish you would've asked me last week, uh, but I'm still gonna go with the bills. Bill's mafia all
The way. Bill's mafia all the way. I love that. Uh, big, thanks for your time, Jeff. What's your, thank you for your take. I should already know. Huh? Bill.
There's a lot of competition and I've got my money on the dynasty,
The package, the dynasty. All right. All right. Good stuff. And Greg, while we still have Tom and Jeff, what's your bold fearless protection.
<laugh> OK. Mine is anyone that, but the, but our poor hapless Falcons, uh, we'll see what happens. We all
Better be aware of Arizona because they are, for real, they can win if they, they have the tiniest quarterback in the NFL and they can still win a game with their second string. Quarterback's pretty impressive in this league.
That is right. Uh, we're hearing the jets. That's a, that's an unlikely answer. The pats, uh, Peter loves your cheese head, uh, and also really quick while I still have you Cindy, you know, so vets two industry is a veteran organization, nonprofit. So if y'all looking to hire to be a great resource, so thank you for sharing that, Cindy. Okay, big. Thanks again. Toms ice, uh, with port X, ex logistics and Jeff gro with turbo. We'll talk with you both soon, gentlemen.
All right, man. So much to get through. Uh, I love that, you know, kinder spirits and good vibes there. You can tell, uh, between that him into respective organizations, I gotta throw this out there. Greg Bob was talking about his Cowboys earlier, so I gotta give a shout to, uh, the Cowboys. Mike's a big bucks. Fan Tempus says who da and we know mm-hmm <affirmative>. We know who that is. All right, Orleans good old Saint that's right. And Bob agrees with the call Murray, uh, I guess from Allen, Texas, huh? UHS Lu stuff there. All right. So Greg, let's talk about Tom and Jeff as if they aren't with us here. What was your, yeah. You know, we talked about a lot of different things there, um, their journey, the partnership what's going on in the industry, look ahead, pro football. What's your, what was your favorite aspect of that conversation?
I think that the tightness of that relationship and one for, for Portex to have so much faith in turbo and BK and Jeff and the team to, to sign up when so much needed to be done in the technology. That's a, that's a critical early adopter strategy and you get huge benefit when that happens. Not every company has a culture to be able to do that. A lot of companies, um, won't take that risk. They'll still go back to the old guard and get old guard type results. I mean, you know, it's like anything, you have to take a risk to get big results. So, um, I think that was really, really admirable of Portex to do that. And frankly, it's a big deal that turbo delivered on that. I mean, you know, I work with tech companies all the time, adding that kind of capability to a technology.
Um, that's not easy to do and it's not like they did it yesterday. They already had an established technology. They saw a vision that included a broader, uh, approach to the marketplace and, you know, and they augmented their tech to help 'em get there. And, and then in addition to that, the recognition by port X and I think, gosh, when you're growing at triple digits, um, that'll create a lot of of recognition when you're going through a crisis. That'll create a lot of recognition, but when you're doing both at the same time, going through a global crisis and growing at triple digits, just imagine the chaos. Well, I don't think we, any of us have to imagine the chaos that that creates because we all know, and, and for them to recognize and, and to invest in and to capitalize on technology that can help them do that. It bodes very well for, for both of those companies, frankly. And I think it is a great example to other companies in the industry. And I would say that, um, Tom was polite to say the least to say that companies that don't step up to new technologies or sorry, that was Jeff, wasn't it we'll lose market share. <affirmative> Jeff has to be diplomatic. I don't companies that don't step up to new technology are dead. <laugh>
I love that. And they will be
Short order. That is right. Keeping it Frank. Uh, I love that. What a great, um, thought to finish on, uh, folks, thanks so much for tuning in. I know we couldn't get to all the comments and all the questions. Uh, we'll try it, all of that information, especially the questions over to, uh, the turbo and port X logistics team. We definitely would encourage you to connect with Jeff and Tom in particular, y'all saw them, uh, and, and they're the same way behind the scenes, right? Mm-hmm <affirmative> sometimes you never know, but they're great. Great, uh, uh, great folks to chat with supply chain now is already quoting at Greg companies that don't step up new technologies are dead. Uh, <laugh> coming to a, a movie theater, uh, near you soon. Well, Hey, uh, and thanks for a, uh, Rambi. I think I said that, right.
Uh, great to have you back. I know you had joined us for a couple liveries back in the day, uh, been away for a few months, connected from Zimbabwe. Great to see here all the best. Okay. So folks, whatever you do, clearly, I, I think one of the common themes in, in these conversations we've had for months is whatever you do, uh, you gotta take action, right? You gotta take action. This is an endless obstacle course. And, uh, we're never getting back, uh, as, uh, Keon says to the normal is gonna be the new abnormal moving forward, always different. And we've got some new challenges undoubtedly around the corner. If we think we've had it tough. No, no telling what's around the corner that will continue to test not just global supply chain, but global business. So on that note, on behalf of our entire team here, uh, Scott Luton and Greg white signing off for now challenging you do good. Give forward, be the change that's needed on that note. We'll see. Next time, right back here on supply chain. Now. Thanks for buddy.
Thanks for being a part of our supply chain. Now community check out a, all of our programming@supplychainnow.com and make sure you subscribe to supply chain. Now anywhere you listen to podcasts and follow us on Facebook, LinkedIn, Twitter, and Instagram. See you next time on supply chain. Now.