Reimagining demand forecasting in the supply chain

Summary

本集《大创意与供应链》节目中，主持人Ann Robinson和Angel Mendez邀请了Flex的首席供应链与采购官Lynn Terrell，共同探讨了供应链的演变以及半导体市场的现状。Lynn分享了自己在供应链领域的丰富经验，以及在COVID-19期间如何带领团队应对挑战，强调了供应链的弹性和区域化的重要性。此外，Lynn提出了一个名为“真实需求联盟”的创新概念，旨在通过第三方数据分析，更准确地预测需求，以减少供应链中断。节目最后，Lynn表示如果成为全球供应链首席官，她将优先推动“真实需求”计划，以改善全球供应链管理。

Takeaways

• 🌐 供应链的全球化和复杂性：Flex公司作为全球供应链的一部分，展示了供应链的复杂性和全球性，涉及24亿美元的支出和全球约9000名员工。
• 🛠️ 供应链中断的挑战：提到了关税、物流中断和短缺问题，特别是对汽车行业的影响，以及EV和自动驾驶技术的发展。
• 🔄 供应链的弹性和区域化：强调了在供应链中增强弹性的重要性，并讨论了区域化趋势，这可以减少物流中断并更接近最终客户。
• 📈 供应链管理的创新：Lynn Terrell介绍了“真实需求联盟”(True Demand Coalition)的概念，这是一个旨在通过共享数据和分析来改善供应链预测和决策的新倡议。
• 💼 Lynn Terrell的领导经验：作为Flex的首席供应链和采购官，Terrell分享了他在供应链管理方面的丰富经验，包括在Avnet的20多年职业生涯。
• 🤝 合作与协作的重要性：Terrell强调了在供应链中各个利益相关者之间合作的重要性，以及如何通过共享信息和资源来提高整个行业的效率。
• 🌟 供应链的透明度和数据驱动决策：讨论了Flex公司如何利用数字化供应链提供的数据来做出更好的决策，并在供应链中实现更高的透明度。
• 🚀 供应链中断后的快速适应：COVID-19大流行期间，Flex公司如何迅速适应远程工作环境，并保持供应链的运转。
• 💡 供应链中的创新解决方案：提出了一个独立第三方的概念，该第三方可以分析行业报告和宏观经济影响，以合理化供应链并提供更好的信息。
• 🌱 供应链中的人性化管理：Terrell分享了如何通过定期的团队会议和个人关怀来加强团队的凝聚力和支持。
• 🔮 供应链的未来展望：讨论了供应链管理的未来趋势，包括如何通过技术创新和更好的预测来减少未来的供应链中断。

Q & A

Lynn Terrell在Flex公司担任什么职位？

Lynn Terrell是Flex公司的首席供应链和采购官。

Lynn在加入Flex之前在哪家公司工作，并且担任什么职位？

Lynn在加入Flex之前在Avnet公司工作，担任的最后一职位是Avnet United和Velocity的总裁，负责全球业务单元，包括一级EMS和OEM客户、供应商战略以及创新供应链项目。

Lynn在Flex的主要职责有哪些？

Lynn在Flex的职责包括直接和间接采购、货运与物流、库存管理、战略供应链解决方案开发以及与客户的供应链项目。

Flex公司的供应链规模有多大？

Flex公司的供应链规模约为240亿美元，拥有约9000名员工，并且管理着大约一千家客户的供应链。

Lynn如何描述当前的供应链状态？

Lynn认为当前供应链状态复杂，存在战术问题如关税、物流中断或短缺，以及需要增强供应链的弹性和区域化的趋势。

Lynn认为如何提高供应链的弹性？

Lynn认为通过与客户紧密合作，了解他们的业务目标，并共同推动供应链的弹性是关键。这包括从材料清单开始，考虑潜在的挑战，以及制定合适的制造战略。

Lynn在COVID-19疫情期间学到了哪些领导经验？

Lynn学到了在远程环境中快速适应、团队合作、果断决策以及关心团队成员的个人和专业挑战的重要性。

Lynn如何描述True Demand Coalition的构想？

True Demand Coalition是一个独立的第三方构想，旨在通过分析行业报告和宏观经济影响来合理化供应链，提供更好的信息，帮助OEM、EMS、分销商和供应商做出更好的决策。

True Demand Coalition目前有多少成员公司参与？

True Demand Coalition目前有25家成员公司参与。

如果Lynn是世界供应链官，她会优先考虑什么来改变世界供应链？

Lynn会优先考虑True Demand的理念，因为它不仅适用于电子行业，还可以应用于任何行业，帮助更好地预测需求，匹配供需，有效管理复杂的供应链。

Outlines

00:00

😀 供应链行业领袖对话

本段介绍了视频节目《Big Ideas and Supply Chain》的主持人Ann Robinson和Angel Mendez，以及嘉宾Lynn Terrell，Flex公司的首席供应链和采购官。讨论的主题集中在供应链的演变，尤其是半导体市场。Lynn Terrell分享了自己的职业背景，包括在Avnet的20年经历和在Flex的角色，他负责直接和间接采购、货运与物流、库存管理以及与客户共同开发的供应链解决方案。

05:03

🚀 疫情后的供应链挑战与机遇

Lynn Terrell讨论了疫情后供应链面临的挑战，包括关税、物流中断和半导体短缺等问题。他强调了供应链的复杂性，并提到了汽车行业在电动车和自动驾驶技术发展中的增长趋势。同时，Lynn提到了供应链的弹性和区域化的重要性，以及如何与客户合作提高供应链的弹性，包括材料清单的审查和制造策略的优化。

10:06

🌟 疫情对领导力和团队的影响

Lynn Terrell反思了疫情对个人、团队和Flex作为供应商的影响。他分享了如何迅速适应远程工作环境，并通过每日电话会议与团队保持沟通，确保供应链的决策和执行。他还提到了如何通过团队合作和个人关怀来支持团队成员，以及如何通过快速决策和调整来应对不断变化的市场条件。

15:09

🛠️ 供应链管理的创新与未来

Lynn Terrell讨论了供应链管理中的创新，特别是如何通过更好地预测需求和提供信息来应对半导体行业的挑战。他提到了供应链中的供需不匹配问题，以及如何通过数据和分析来改善决策。Lynn提出了一个独立第三方的概念，以帮助合理化供应链信息，从而为OEM、EMS、分销商和供应商提供更好的决策支持。

20:11

🌐 构建真正的需求联盟

Lynn Terrell分享了他发起的'True Demand Coalition'的构想，这是一个旨在通过分析数据来提供更准确的需求预测的联盟。他解释了这个联盟的目标是为供应链中的所有参与者提供一个非竞争性的、协作的环境，以便共享数据并作出更好的投资决策。目前，已有25家公司参与，旨在通过这个平台来减少未来的供应链中断。

🌍 作为世界供应链官的愿景

在视频的最后，Lynn Terrell被问及如果他是世界供应链官，他的首要任务会是什么。他回答说，他会推动'True Demand'的概念，因为它不仅适用于电子行业，还可以应用于任何行业，帮助更有效地管理复杂的供应链，从而对世界产生积极影响。他强调了合作和共享信息的重要性，以预测需求并平滑未来的供应链波动。

Keywords

💡供应链

供应链是指产品从原材料获取到最终用户手中的整个流程，包括生产、加工、运输、分销和销售等环节。在视频中，供应链是讨论的核心主题，特别是在半导体市场的背景下，供应链的复杂性和重要性被强调。例如，Lynn Terrell作为Flex公司的首席供应链和采购官，负责管理涉及约240亿美元支出的端到端供应链程序。

💡半导体市场

半导体市场是指涉及半导体的设计、生产和销售的行业，半导体是现代电子设备中不可或缺的组件。视频中提到，半导体市场近年来经历了重大的变革和挑战，特别是在COVID-19大流行期间，供应链中断和需求预测的困难成为行业关注的焦点。

💡合同制造

合同制造指的是一种业务模式，其中一家公司（通常是原始设备制造商或OEM）委托另一家公司（电子制造服务提供商或EMS）来生产其产品。在视频中，Lynn提到Flex公司作为全球最复杂和最精密的供应链之一，提供合同制造服务，并且正在应对后COVID时代的挑战。

💡COVID-19

COVID-19是指由SARS-CoV-2病毒引起的冠状病毒病，它在2019年底首次出现，并迅速成为全球大流行病。视频中讨论了COVID-19对全球供应链的影响，包括物流中断、需求预测的困难以及对供应链弹性的需求增加。

💡供应链弹性

供应链弹性指的是供应链在面对干扰和冲击时保持运作的能力。视频中强调了在当前不断变化的市场条件下，供应链弹性的重要性，以及如何通过区域化和与客户紧密合作来增强供应链的弹性。

💡区域化

区域化是指将生产和供应链活动集中在特定地理区域内，以减少物流干扰并更接近最终客户。在视频中，Lynn提到区域化是供应链管理中的一个趋势，它可以帮助企业应对全球供应链中的不确定性和风险。

💡需求预测

需求预测是指预测产品或服务在未来一段时间内的市场需求。在视频中，需求预测被强调为供应链管理中的一个关键挑战，尤其是在面对技术变革和市场波动时，准确预测需求对于避免过剩或短缺至关重要。

💡供应链中断

供应链中断指的是供应链中发生的任何事件，这些事件会阻碍或延迟产品或服务的流动。视频中提到，由于COVID-19和其他市场条件的变化，供应链中断已成为一个重要问题，需要通过创新的解决方案来解决。

💡供应链创新

供应链创新指的是在供应链管理中采用新的方法、技术和策略，以提高效率、降低成本和增强供应链的弹性。在视频中，Lynn提出了一个名为“真实需求联盟”的新倡议，旨在通过使用人工智能和机器学习来改善需求预测和供应链管理。

💡合作竞争

合作竞争是指企业之间在保持竞争关系的同时，也在某些领域进行合作，以实现共同的目标。在视频中，Lynn提到了通过合作竞争的环境来实现供应链的改进，即通过共享数据和信息来提高整个行业的供应链效率和弹性。

Highlights

Lynn Terrell作为Flex的首席供应链和采购官，分享了他在供应链领域的丰富经验。

Lynn在2019年加入Flex之前，在Avnet拥有超过20年的全球电子分销经验。

Flex面临的挑战包括关税、物流中断和半导体短缺等实际问题。

供应链领域正日益关注如何增强供应链的弹性和区域化。

Lynn强调与客户紧密合作，了解他们的目标，共同推动供应链的弹性。

Flex拥有全球规模和覆盖范围，支持客户的供应链决策。

COVID-19大流行期间，Lynn和团队如何迅速适应远程工作环境。

Lynn介绍了他们如何通过每日电话会议和决策制定来应对COVID-19带来的挑战。

团队如何通过每周的欢乐时光增强个人和专业层面的支持和团结。

Lynn分享了他在供应链中断期间学到的关键教训和Flex如何作为供应商伙伴发生变化。

讨论了电子行业中需求预测准确性的挑战以及如何应对。

Lynn提出了一个独立第三方的想法，以更合理化地预测和管理供应链。

介绍了“真实需求联盟”的成立，旨在通过分析数据来改善供应链预测。

Lynn对“真实需求联盟”的潜力感到兴奋，认为它可以改善整个电子行业的预测和决策。

作为世界供应链官，Lynn的首要任务将是推动“真实需求”倡议，以改善全球供应链。

讨论了如何通过协作和共享数据来减轻未来的供应链中断。

Transcripts

foreign

[Music]

good day and welcome to this edition of

big ideas and supply chain my name is

Ann Robinson and I'm the chief strategy

officer at canaxis today I'm joined by

my friend and co-host Angel Mendez a

supply chain innovator that many of you

will recognize that name and our guest

today is Lynn Terrell the chief supply

chain and procurement officer for Flex

Angel today it's a really important

conversation as we're looking at this

evolution of supply chain and everything

that's happened over the last few years

and and really talking about

markets particularly the semiconductor

Market today's guest really brings a

very important conversation to the table

absolutely and hello Lynn welcome to Big

Ideas and supply chain

um we're thrilled and get access to have

you uh and I know our audience will get

quite a bit out of our conversation

today

um you know we've been wanting to

feature great leaders uh folks who have

the chief in their title and and have

incredible experiences to share with the

audience and you're certainly at the top

of our list so thanks again for joining

um I want to start off by

um just asking you to introduce yourself

a little bit and tell the audience a

little bit about you know your

background and and uh and what you've

been able to do in your career to get to

this rule that's so important for the

industry well thank you Angel and Anne

and it's a pleasure to be with you today

so as you said I'm Chief procurement and

supply chain officer at Flex

I joined Flex in October of 2019 after

spending over 20 years at Avnet a global

Electronics distributor where he had

numerous roles at Avnet customer facing

supplier facing managing the supply

chain my last role at Avnet was

president of Avenue United and velocity

which was a global business unit that

looked after the tier one EMS and OEM

customers our supplier strategies and

our Innovative supply chain programs so

I had the benefit of being a supplier to

flex prior to joining the flex

organization

and when I joined him uh again October

of 2019 I thought my biggest challenge

at the time would be really going into

the manufacturing side of the equation

of the electronics ecosystem

obviously things changed a few months

later when covid hit but to tell you

first a little bit about my role I have

responsibility for direct and indirect

procurement

Freight and Logistics Inventory

management our strategic Supply Chain

Solutions development and our supply

chain programs with our customers so

that's really the end-to-end supply

chain program for Flex it's about a 24

billion dollar spent

we have about 9 000 employees in global

Pro German and supply chain across Flex

globally supporting our customers and we

have about a thousand customers whose

unique Supply chains we manage and so

you know Flex obviously uh one of the

most complex and sophisticated Global

Supply chains in the world so I was real

I was thrilled to join the company and

then bring that expertise and knowledge

I had through the distribution market

and calling on the EMS customers in the

Tier 1 oems and bringing that skill set

to the flex organization so Lynn what is

the state of its post covid ever

disruptive world what is the state of

contract manufacturing these things

well I'll say that it's never boring we

still have numerous challenges we're

addressing every day and it's a bit

complex I would say there's two aspects

right now affecting our supply chain

the first is what I would consider more

the Tactical issues when it comes to

tariffs or Logistics disruptions or you

know we're still experiencing a number

of shortages uh from kind of the larger

geometry nodes that are impacting a lot

of our our customers and especially you

know when you look at like in our

automotive industry with the growth in

EV and autonomous as well as other Mega

trends and then of course we're seeing

some excess inventory in some of our

other segments as a result of the

changing market conditions

and I would say if you look at the the

second aspect that we're seeing in you

know supply chain right now it's a more

increased focus on driving resiliency

into a supply chain and and you also

hear a lot about regionalization and

we're actually starting to see more

traction in that area there's a cost

when you're driving a resilient supply

chain uh in you I kind of look at it a

little bit like it's an insurance cost

you never hope you never have to use it

but there is a cost associated with

having it and so we want to really work

closely with our customers to understand

what their goals are for their business

and how you can how we can work together

to drive more resiliency into their

supply chain that starts with you know

the bill of materials where you're

looking at where you might have uh

challenges because you have a unique

technology or a sole source device

coming from a geography fee that has you

know potentially challenges as well as

what the manufacturing strategy should

be you know is it smart for a particular

industry to have a single manufacturing

strategy to take care to take advantage

of global scale and scope and the cost

associated with that and transport their

end products around the world or does a

more regionalized strategy make sense in

which case then you're reducing

Logistics disruptions and getting closer

to your end customers so we're we work

closely with our customers to understand

what those challenges can be we've got

some unique tools available to us that

we use to help our customers make those

decisions and of course at Flex we have

the benefit of the global scale and

scope and and our footprint that helps

us be able to support those decisions

when they're made Lynn we're going to go

look forward here in a moment uh you

know you mentioned the word Megatron so

I'm going to be really curious to you to

talk a little bit about what you see by

way of innovation but let's take a step

back and look at the last couple of

years

you join at the end of 2019 a few months

later the most significant widest most

Global the deepest supply chain crisis

of record arrives at our doorstep

um and and two years go by I'm sure you

have learned a ton I am super curious

um how are you different as a leader

having had that experience how is your

team different and how is flex different

as a supplier partner to the industry

can you spend a little time reflecting

for us on your key lessons and and what

what has come from all of that for you

yeah it's very interesting experience in

in thinking back on it you realize where

you learn the most and where you had the

most impact but for the majority of my

career I was traveling extensively you

know going to facilities around the

world meeting with customers meeting

with suppliers and all of a sudden

everything came to a halt you know from

one week to the next and what you know

we were very fortunate because of the

Technologies available to us to

immediately go into a remote meeting

environment and working with the teams

one of the things we did myself and my

leadership team as well as some of our

extended leaders when kovid first hit

and we started this actually in January

27th of 2020. we started daily calls

with our extended leadership team and I

like to point out it was 5 30 in the

morning my time time and I was not a

morning person at the time I've since

kind of transitioned to one but we'd

have a call with our extended teams and

and we would say okay what are you

hearing from the media what are you

hearing from local governments what are

you hearing from customers and suppliers

in in seeing as this is you know moving

forward and covid was you know moving

across the world because it's Flex our

facilities shut down and reopened you

know and we brought in PPE and changed

the the way in which we manufactured to

enable social distancing but our

suppliers were doing having the same as

were a customer so we were like

generating these ideas during these

daily calls to be able to understand how

we can manage our supply chain with less

information and being relatively new to

flex I wanted to make sure I was not

thinking like I would have as a

distributor but under standing some of

the potential consequences so we I

wanted to make sure everybody on the

team was heard because you know there

was this wasn't a math formula to solve

it was you know making the best

decisions we could under those

circumstances so we actually formed uh

we created a meeting agenda for the

meeting which was discuss debate decide

because we said early we did not want to

spend too much time admiring the problem

we needed to make decisions that we

could execute on for the next 24 hours

and we could have our 9 000 supply chain

Specialists know what actions to take

for the next 24 hours oh and by the way

if we learn something new and needed to

adjust course we would do so the next

day and I think that was a huge learning

in for the for our organization we kind

of really changed to make sure we're

very decisive in our decision making we

want to empower our teams to to make

those decisions because it has been you

know so many changes over the past three

years and I think that was a really good

learning how we could transition very

effectively into the remote environment

a second point when you say how did I

change

um

I certainly was humbled uh by the entire

organization and how hard people worked

and how we're working together to make

those decisions I also was uh concerned

especially you know throughout the

majority of you know 2020 just about

what everybody on my team was going

through personally and professionally as

we were dealing with such an impactful

event and flex being you know a critical

manufacturer we needed to keep our you

know our Lines Moving

but we also had to take care of our

families and our children and our pets

and our parents

um so we we started a weekly happy hour

as well with my team and it was once a

week we did it you know for many months

and it was kind of a a check-in how is

everybody doing what challenges are we

having

um and I I'd say I think we all got

closer and it was more personalized

because it was such a regular meeting as

opposed to you know a quarterly qbr

where we get together and have dinner

and so I think as a team we we came

together and really supported each other

both on the personal and the

professional basis

so huge takeaways there right you talk

about uh empathy you talk about humility

you talk also about agility really the

ability to get teams collaborating

faster uh and and my supposition is

you're going to carry those on even

though a lot of the covet effects are

beginning to to attenuate my sense that

would be that you're probably going to

have to use those muscles every day

because Supply chains never stop and

others neither do risks right now those

disruptions

um that you spoke about not all of those

disruptions have dissipated and one of

the you know the luxuries of being in

the position of seeing multiple

different Supply chains similar to

yourself is that we do see that these

disruptions are are continuing in

certain industries or with certain types

uh

my understanding is in some

circumstances we're seeing A supplier

base that's still operating as they did

during covid but a customer expectation

that is now sort of that mentality is

shifted to a post-covered world and

there's really a mismatch between supply

and demand are you experiencing those

kinds of things yes we're still having

uh those challenges and I think you know

part of what we view is the difference

between you know what we many of us grew

up doing where our our supply chains

were built on low-cost inefficiencies

and they worked very well under Ideal

Market conditions and so that was the

the manner that so many people went to

Market

now you're having you know again

customers wanting a more resilient

supply chain in some cases being

hesitant about the additional cost but

you also look at this proliferation of

electronic content into uh or companies

and products that that didn't have it

before you know for example you have a

mattress company uh sold single Source

Product Company

yet their technology has advanced with

the mattresses where they can't sell a

single mattress without all of the

electronics around it and so you you

also have professionals who grew up in

different Industries who are who didn't

necessarily experience previous

semiconductor Cycles where Investments

made today create output 18 months from

now so that difference in the ability to

forecast demand and the fact that our

you know the oems still want to operate

with you know a lot of flexibility low

lead time competitive pricing but

suppliers are recognizing because of the

disruptions that took place they need

longer visibility they need you know the

the Investments to make sure that they

come through you know 18 months after

they they make an investment in in more

capacity that that meets meets the

demand and that's one of the the biggest

challenges I think we face in the

electron Linux industry is that ability

to forecast demand accurately

and provide information both upstream

and downstream about what constraints

could happen in the future based on the

technology changes taking place so

Celine playing on that theme even some

more many of our listeners are in fact

very concerned about geopolitical risks

as they might affect the semiconductor

industry they're concerned about the

shifts that are going on in geography in

order to get risk built into a risk

mitigation built into the semiconductor

supply chain uh your point about the

cycle taking time for capacity to come

online and alleviate some of the real

constraints particularly the higher

levels of Technology within the spectrum

of semiconductors from your experience

coming into this conversation with all

those years of of understanding the

dynamic of semiconductors in particular

by Electronics in general uh what do we

do about that when you say we need to

plan better what kinds of things come to

mind that our supply chain audience gets

think about in order to deal with with

that challenge

well it's it's really interesting

question uh I want to say about 18

months ago I was sitting on a Friday

afternoon in my office thinking about

all of the challenges we were facing

that they were very similar to the

challenges and the responses that we had

faced before when encountering you know

A disruption and supply and demand and

moving into a shortage Market

and typically you know it we we've seen

it right demand outstrip Supply

Investments are made to increase

capacity but while we're dealing with

shortages there's some over ordering

going on there's some you know companies

who are trying to hedge their bets

working with more than one supplier or

more than one EMS trying to get their

product

um and then Investments are made when

the when the the capacity comes

available and parts are more free then

we see the forecast decrease a little

bit and we deal with excess for you know

three or four quarters

in

you know at Flex We are so data Rich uh

we're very fortunate in our digitalized

supply chain that allows us such great

visibility and I was thinking at the

time how we weren't using our data any

differently than how we had historically

done so and I had an idea and it's in

its simplest form is why wouldn't we

look at using an independent third party

who could look at information such as

industry reports on growth targets or

macro in you know macroeconomic impacts

to be able to rationalize the supply

chain to provide better information both

upstream and downstream so people can

make better designed oems can make

better design decisions knowing what

potentially might be impactful in the in

the future semiconductor and ipd

suppliers can make better Investments

decisions no knowing what their their

true demand is so I had this idea and uh

and and one of the things you know all

of our data is a manufacture part number

connected to an oem part number that we

know what that is going into so that the

elements are there so I had an idea and

I thought it was a really good idea so I

spent a week and talking to my husband

about it and uh getting really excited

and he's a former hockey player so after

a few days he said maybe you should talk

to someone else that could help you with

my data

um so I called uh yossi chefi from MIT

who's a friend of mine and I talked to

him about the concept and after a few

meetings we had he said you know Lynn

the the technology is there there is the

artificial intelligence and machine

learning and security protocols to

enable that type of solution

uh you know the security everything the

challenges uh would be to getting people

to participate in a coopetition type of

environment or or more collaborative

let's say it that way and I said well I

know a lot of people so I spent

um you know about six eight months

talking to different constituents that I

know at oems EMS Distributors and

suppliers both semiconductor and ipe

and we we pulled together a group and to

just kind of talk about different ways

in which we could manage this and what I

found very interesting when we all got

together is there was just a strong

agreement that the historical ways in

which we were forecasting demand did not

work in today's environment and we

needed to do something different in fact

as supply chain professionals living

through such a disruptive environment

that have implications around the world

there's almost an obligation to you know

work together to try and come up with

new and innovative ideas so we had a few

meetings and actually just uh just last

week we uh Incorporated the true demand

Coalition as we're calling it and we are

going to start working on a proof of

concept to be able to analyze data and

see what different kind of results that

it would provide and ideally once we get

a work product defined we'll roll it out

to more companies right now we've got 25

member companies participating

with the idea that it will provide

better information and the intent would

be you know a second source of data for

suppliers for Ems for Distributors for

oems the the original data would

continue to transact so you get the raw

data but then you'd get a rationalized

information through true demand and then

be able to make uh more informed

Decisions by having you know a greater

source of data so I'm

I'm pretty excited that we've been able

to get to this point in this initiative

and hopefully it'll be a way in which we

can bring leaders across the industry

together to share that Collective genius

to come up with better ways to forecast

demand and hopefully mitigate future

supply chain disruptions

well that's a big idea uh which is the

whole the whole point of this

conversation congratulations on the

progress thus far you're touching on

something that's very near and dear to

my personal heart in terms of the value

of contextualized data and Community

data uh that you can then apply

analytics and AI on top of to really

bring real insights and if we could find

a way to share to your point in a

collaborative way a non-competing way of

course but in a collaborative way

um we're all going to be a lot smarter

and hopefully we can mitigate those big

Peaks and valleys that are so disruptive

uh in in many ways as you put it

predictable right these things have

happened for as long as the we've all

been in the electronics business for all

the time you see these every four or

five years and then when you have a big

disruption of course Kobe and a bit of a

Black Swan event

um even more Amplified so so thank you

for your leadership there

um and should we uh ask uh our our

favorite question of lit I'll let you do

that as we come to the tail end of our

discussion yeah absolutely no this is

fantastic and and I agree with Angel you

know the contribution of of a Global

Perspective and that being a really

leading indicator to the success of the

global electronics Industry is really an

important key moving forward well

there's one question we'd like to ask of

everyone as we're coming to an end and I

certainly hope your Communications lead

there prepped you for this question

um if you were the chief supply chain

officer of the world and I know that's a

lofty vision

what would be your first priority for

transforming the world supply chain

I would have to say true demand because

I get so excited about the potential

application for that

um because we're trying to solve it for

the electronics Industry which is you

know a very complex industry but the

principles that we're we're looking at

could be applied to any industry If

energy industry food industry Lumber

industry and the ability to try and

match supply and demand and be able to

manage complex Supply chains more

effectively would just have such a

positive impact on the world so my uh my

if I could be in charge of everything

I'd say we want everybody to participate

we want people to come together we got

this started and I'm super excited about

what we're hopefully we'll be achieving

in the next six to 12 months but that

would absolutely be my answer that

everybody starts thinking about how we

can work together to better forecast

demand because it'll just make better

decisions for investment in the future

that would smooth it out so that's my

answer perfect thank you so much and

thank you for joining us today Lynn and

angel thank you once again for being a

stellar co-host and that's a wrap on

this episode of Big Ideas and supply

chain

thank you foreign