Five Megatrends Influencing Supply Chain Risk And Resilience with Bindiya Vakil

Summary

在这段播客脚本中，The Chain Reaction podcast 的主持人 Tony Hein 与 Resilink 的首席执行官兼创始人 Bindia 进行了深入对话。Bindia 是供应链风险管理领域的获奖专家，曾在 MIT 获得供应链管理硕士学位，并拥有金融 MBA 学位。她分享了自己在高科技行业供应链管理、采购和采购方面的经验，以及如何将供应链风险管理带入主流。Bindia 强调了数据在提高供应链韧性中的作用，而不是依赖昂贵的缓解策略，如库存持有或工厂回岸。她讨论了人工智能如何改变供应链，通过自然语言处理和大型语言模型快速处理数据，从而在几分钟内得到答案和行动方案。此外，Bindia 还探讨了五大宏观趋势对供应链的影响，包括地缘政治、气候变化、网络攻击、ESG（环境、社会和治理）以及劳动力危机。她鼓励人们采用新技术，并强调供应链领导者应被视为收入创造者而不仅仅是成本中心。最后，Bindia 鼓励对供应链感兴趣的人，尤其是女性，考虑这一职业道路，因为它提供了一个充满挑战和机遇的全球视角。

Takeaways

• 🎓 教育背景：Bindia拥有麻省理工学院供应链管理硕士学位和金融MBA学位，这为她在供应链领域的专业知识打下了坚实的基础。
• 🏆 行业认可：Bindia被《供应链与需求链执行》杂志评为2020年度女性，这是对她在供应链风险管理领域贡献的认可。
• 🌐 全球视野：Bindia在高科技行业有着丰富的经验，曾在CISCO等公司工作，她深刻理解全球供应链的复杂性和相互依赖性。
• 📈 风险管理：Bindia强调了通过数据和分析来预测和管理供应链中断的重要性，而不是仅仅依赖库存或工厂回岸等昂贵的缓解策略。
• 🤝 合作伙伴关系：她提倡与供应商建立信任和透明的关系，通过合作和数据共享来提高整个供应链的韧性。
• 💡 数据驱动：Bindia认为，利用数据代替库存可以显著提高财务影响，并增强对任何类型中断的韧性。
• 🚀 技术应用：她讨论了人工智能如何改变供应链，通过自然语言处理和大型语言模型快速处理大量数据，并在短时间内提供解决方案。
• 🌟 创新思维：Bindia鼓励采用新技术和自动化，以开放的心态接受技术变革，而不是因恐惧而抗拒。
• 🌱 可持续性：她提到了环境、社会和治理（ESG）作为供应链管理中的一个关键趋势，特别是随着合规性要求的增加。
• 👷 劳动力挑战：Bindia指出劳动力危机是当前时代的一个重要问题，包括老龄化劳动力和供应链所需的技能劳动力短缺。
• 📚 持续学习：她认为，未来供应链专业人士需要具备的技术之一是持续学习和适应新技术的能力。

Q & A

Bindia在供应链管理领域的背景是什么？

Bindia在高科技行业的供应链管理、采购和制造领域有着丰富的经验。她曾在像Cil和Flextronics这样的公司工作，这些公司涉及复杂的电子制造和半导体领域。此外，她在麻省理工学院获得了供应链管理硕士学位，并在财务方面拥有MBA学位。

Bindia为何决定成立Resilink公司？

Bindia在思科公司工作期间，经历了卡特里娜飓风后的供应链映射工作，意识到许多公司在全球供应链中缺乏主动性和透明度。她认为，通过数据驱动的方法而非仅仅依赖库存或工厂回岸等昂贵的缓解策略，可以显著提高公司的财务影响和弹性。基于这些经验，她创立了Resilink，旨在帮助其他公司采用这种实践。

Resilink如何帮助企业提高供应链的弹性？

Resilink通过提供一个平台，帮助企业映射其供应链，识别潜在的风险和中断。通过与供应商的合作、建立信任和透明度，Resilink使企业能够提前几个月预测可能的中断，并采取行动以减轻影响。

AI在供应链管理中扮演了什么角色？

AI在供应链管理中的作用日益重要，特别是在处理自然语言和跨不同语言和地区的数据方面。AI可以快速处理大量信息，提供早期预警系统，帮助企业在几分钟内得到答案并采取行动，这在人类团队中是难以实现的。

Bindia如何看待供应链中的五大趋势？

Bindia提到的五大趋势包括地缘政治、气候变化、网络攻击、可持续性和ESG（环境、社会和治理）问题以及劳动力危机。这些趋势正在加速发展，并在2023年变得更加显著，对全球供应链产生了深远的影响。

为什么供应链中的合作伙伴关系和多级供应商关系如此重要？

合作伙伴关系和多级供应商关系对于建立供应链的弹性至关重要。它们可以帮助企业更深入地了解供应链的每个环节，建立长期的信任关系，并找到双赢的解决方案。这种深度合作有助于企业在危机发生时快速响应，减少中断的影响。

Bindia认为未来供应链领域的人们需要哪些技能？

Bindia认为未来供应链领域的人们需要更加开放地接受和使用技术、自动化和人工智能。此外，他们需要具备判断力，能够在复杂的供应链管理中找到平衡点，并且拥有从多种不同情况中汲取经验的智慧。

为什么供应链领导者应该在公司决策中占有一席之地？

供应链领导者应该参与公司决策，因为他们在确保公司能够满足季度目标、管理风险以及推动收入增长方面发挥着关键作用。他们需要被视为收入促进者而不仅仅是成本中心，他们的工作对于整个公司的运营至关重要。

Bindia对于想要进入供应链领域的人有什么建议？

Bindia鼓励人们考虑供应链作为职业道路，因为它是一个充满激情和挑战的领域，可以让人们接触到全球视野，与世界各地的团队合作，并在日复一日的运营中发挥作用。

供应链中的可见性仅仅是开始吗？

是的，可见性是供应链管理的第一步，但更重要的是如何使用这些数据。企业需要将数据整合到实际的工作流程中，以便在事件发生时能够迅速得到通知，准确评估对供应链的潜在影响，并与各级供应商直接联系以解决问题。

Resilink如何帮助企业应对供应链中的危机？

Resilink通过监测和分析供应链数据，帮助企业深入了解其供应商的业务，并在危机发生时提供实时的洞察和建议。它还促进了企业与其直接和间接供应商之间的沟通和协作，以便在供应链的任何层级上都能快速响应。

Outlines

00:00

🎙️ 引言：供应链风险管理专家Bindia Anand访谈

本段落介绍了节目《Chain Reaction》的主持人Tony Hein，以及嘉宾Bindia Anand，她是Resilink的CEO和创始人，也是供应链风险管理领域的获奖专家。Bindia在2020年被《Supply & Demand Chain Executive》杂志评为年度女性，并在麻省理工学院获得供应链管理硕士学位，在金融领域拥有MBA学位。她专注于风险智能和缓解，并成功将供应链风险管理带入主流。

05:00

📈 供应链风险管理的演变与AI的影响

Bindia分享了她的职业背景，包括在高科技行业的供应链管理、采购和在思科公司的经历。她强调了在供应链中从被动反应到主动预测转变的重要性，并讨论了数据在提高供应链韧性中的作用。此外，她还探讨了AI如何通过自然语言处理和大型语言模型来加速供应链的智能化，以及AI在处理多语言环境和全球工厂运营中的优势。

10:01

🌐 地缘政治、气候和网络：供应链面临的三大挑战

讨论了影响供应链的五个关键宏观趋势，包括地缘政治紧张、气候变化、网络攻击、环境法律以及劳动力危机。Bindia提到了全球各地的政治冲突、极端天气事件、网络攻击对交易的影响、以及环境法律对供应链管理的挑战。她还强调了劳动力短缺对供应链运营的影响，并指出了这些问题的全球性和紧迫性。

15:03

💼 供应链的未来技能与劳动力发展

Bindia讨论了供应链领域所需的未来技能，强调了对技术的开放态度和适应性。她提到了疫情期间技术接受度的提高，并鼓励人们尝试新技术。她还提到了Resilink的创立初衷，即为企业提供一种更简单、更快速、更经济的方式来实现供应链的韧性。

20:05

🔍 供应链的可见性与合作伙伴关系

强调了供应链可见性的重要性，并指出仅仅有可见性是不够的，关键是如何利用这些数据。Bindia讨论了如何通过解决方案如Resilink来监控和协作，以便在危机发生时能够迅速响应。她提到了与多级供应商建立长期伙伴关系和信任的重要性，并指出这可以作为企业的竞争优势。

25:06

🚀 供应链领导者的新角色和女性在供应链中的机会

Bindia讨论了供应链领导者在企业中的新角色，强调了他们不仅仅是成本中心，而是收入生成者和风险降低者。她还提到了供应链领导者应该在董事会中占有一席之地。此外，她鼓励更多女性进入供应链领域，并分享了自己在供应链中的经历和对这一领域的热情。

Keywords

💡供应链管理

供应链管理是指对商品和服务从生产到消费的整个流程进行规划、执行、监控和优化的过程。在视频中，Bindia作为Reslink的CEO，专注于供应链风险管理，帮助公司通过数据和合作来提高供应链的韧性和效率。

💡风险管理

风险管理是指识别、评估和优先处理风险，以及采取经济可行的措施来降低风险的过程。视频中提到，Bindia通过她在MIT获得的供应链管理硕士学位，专注于供应链风险和韧性，帮助企业提前预测潜在的供应链中断。

💡数据驱动

数据驱动的方法是指依赖数据和分析来做出决策的过程。视频强调了使用数据代替库存来提高供应链的韧性，通过分析数据来预测和应对供应链中的潜在问题。

💡人工智能

人工智能是指使计算机系统模拟人类智能的技术，包括自然语言处理和机器学习。视频中讨论了AI如何通过快速处理大量数据和跨语言信息，帮助提高供应链的效率和响应速度。

💡地缘政治

地缘政治是指国家之间的政治关系及其对全球事件的影响。视频中提到，地缘政治的变化，如俄罗斯与乌克兰的冲突、中美竞争等，对全球供应链产生了重大影响。

💡气候变化

气候变化是指由于全球温室气体排放增加导致的全球平均温度上升。视频提到，气候变化导致的极端天气事件，如干旱、洪水和飓风，对供应链产生了破坏性影响。

💡网络安全

网络安全是指保护计算机系统、网络和数据不受攻击、损害或未经授权访问的实践。视频中讨论了网络攻击如何通过中断交易和物流来关闭供应链。

💡可持续发展

可持续发展是指在不损害未来代际满足自身需求的能力的情况下满足当前需求的发展。视频中提到，ESG（环境、社会和治理）正成为合规问题，影响公司如何管理其供应链。

💡劳动力危机

劳动力危机是指由于人口老龄化、技能短缺或其他因素导致的工人短缺。视频指出，劳动力危机是供应链面临的一个重大问题，影响了供应链的连续性和效率。

💡供应链韧性

供应链韧性是指供应链能够承受、应对和从中断中恢复的能力。视频中强调，通过建立信任和透明度的合作伙伴关系，以及使用技术来提高供应链的韧性，可以在不增加成本的情况下提高其抵御中断的能力。

💡多级供应商

多级供应商是指供应链中不同层级的供应商，从直接供应商到次级或更远的供应商。视频中提到，通过监控和管理多级供应商，可以提高供应链的可见性和风险管理能力。

Highlights

Bindia AiL是Resilink的首席执行官和创始人，是供应链风险管理领域的获奖专家。

Bindia在2020年被《供应链与需求链执行》杂志评为首届年度女性。

Bindia拥有麻省理工学院供应链管理硕士学位和金融MBA学位，并在供应链风险、智能和缓解方面引领市场。

Bindia在高科技行业拥有丰富的供应链管理、采购和采购经验。

在麻省理工学院的学习经历让Bindia深入了解了供应链风险和韧性。

Bindia在思科公司工作期间，参与了对1500家供应商和44000多个部件的全球供应链映射工作。

通过提前几个月预测潜在的供应链中断，Bindia帮助公司从被动反应转变为能够提前应对。

Bindia强调使用数据而非库存来提高供应链的弹性和财务影响。

Resilink通过建立供应商之间的信任和透明度，使用数据来改善供应链的韧性。

Bindia讨论了人工智能如何改变供应链，通过自然语言处理和大型语言模型快速处理数据。

Resilink的早期预警系统能够处理100多种语言中的信息，展示了AI在全球化运营中的强大能力。

Bindia提到了五个关键的宏观趋势：地缘政治、气候变化、网络、可持续性和劳动力危机，这些都对供应链产生了重大影响。

Bindia强调了供应链中未来技能的重要性，包括更开放地采用技术、自动化和人工智能。

Bindia认为供应链不仅是成本中心，更是收入生成功能，应被视为收入使能部门。

Bindia鼓励人们考虑从事供应链职业，特别是女性，因为供应链是一个充满激情和全球视野的领域。

Bindia分享了Resilink的创立故事，强调了在供应链风险管理中采用新技术和创新方法的重要性。

Bindia讨论了供应链领导者需要的新思维方式，包括与多层供应商建立合作伙伴关系和优化供应链。

Bindia强调了供应链领导者在组织中的重要性，他们应该被视为收入生成者而不仅仅是成本中心。

Transcripts

[Music]

hi Tony Hein here you're listening to

The Chain Reaction podcast all about

supply chain

Advantage well with me today I've got

bindia ail and bindia is the CEO and

founder of reslink and is an

award-winning expert in supply chain

risk

[Music]

management bindia was crowned supply and

demand chain executive inaugural Woman

of the Year in 2020 and bindia career

spends 20 years she holds a master's

degree in Supply Chain management from

MIT and an MBA in finance bindia

continues to lead the market in Risk

intelligence and mitigation and is

credited with bringing supply chain risk

management into the mainstream you can

find out all about reslink by going to

the website and I'll put the link in the

notes to the episode but right now we're

going to learn about binder's experience

and how she come to set up reslink in

the first place so stick around and find

out more

reaction now your company bindar is

really interesting and I'd like you to

tell us a little bit about your

background and how you come to set up

the whole business before we get into

the detail of the mega Trends and

everything going on in the world today

yeah absolutely uh I come from the uh

world of Supply Chain management

sourcing and procurement in the Hightech

industry I worked at companies like cill

Flextronics so very much that

Electronics manufacturing complex

manufacturing uh background and

semiconductor and high-tech and so I

always felt like I was playing that game

called whack andall right where you kind

of some crisis pops up and you are

chasing always reacting to it yeah and I

I did my masters in supply chain at MIT

where I really got immersed in the whole

Space of supply chain risk and

resilience

in 2005 um and so when I did that I came

back to Cisco and Cisco at the time you

know Hurricane Katrina had just happened

and we were um starting a really

interesting um team on uh really mapping

out our supply chain because we realized

that we don't really know where our

parts came from around the world

especially because a lot of our

procurement had been

outsourced and so I spent three four

years after that mapping it out for our

1500 suppliers our 44,000 plus parts to

about 35 countries that were involved in

our manufacturing across the world

multiple tiers deep and I saw us go from

being very reactive to actually being

able to anticipate where the next

disruption might come from sometimes

months ahead of time and then we had 10

things we can do when you know it early

to bypass the worst impact and I said

boy every company in the world today

whether they realize it or not they have

a global supply chain but they look for

expensive mitigation strategies like

holding inventory or reshoring factories

when data can make a massive Financial

impact to improving their resilience but

the challenge was getting to that data

um it requires a lot of influencing of

suppliers collaboration building trust

and I felt like I had learned a lot

about how to do it successfully um and

so I started wrestling to help other

companies kind of embrace um this type

of practice well that's fantastic isn't

it and and obviously it kind of lowers

the risk for everybody doesn't it in the

supply chain once you've got the data

and replacing inventory with data is a

really good idea exactly because really

I mean we say oh yeah let's ditch jit

and now we'll suddenly look at just in

case inventory but that's not even

economically viable and now you know

interest rates are so high that

companies can't afford to hold those

kinds of inventories so um data on the

other hand and influencing suppliers

building strong Partnerships creating

that environment of transparency and

Trust that's like simple change in how

we operate on a daily basis and there's

no incremental cost to it uh that is

hundreds of millions of dollars and it

gets you resiliency for just about any

type of disruption whether it's a

pandemic this year there are five

earthquakes 10 hurricanes some Factory

fires thrown in in the middle you know a

transportation or Logistics issue I mean

there are you know 50 different ways in

which Supply Chains Get disrupted every

year so inventory in this place might

not help with A disruption in that place

right so it's not a good strategy yeah I

mean that's it isn't it it's as you say

there's always something in Supply

chains if it's it's not one thing it's

something else these things just jump

about and once we've got the experience

of doing something we'll learn from the

past don't we and we bring our reflexive

attitude into the situation so that's

fantastic you know yeah what you said is

really important actually Tony it's the

muscle memory right of 10 Factory fires

you your team knows where to go how to

engage with suppliers who's doing what

what tools are in place the early

warning system has been implemented so

that when the big disruption happens

you're not suddenly reacting and

scrambling on that one you know there's

machine that's just executing in a very

structured way that's right that's right

that brings me to something else

thinking about machines in a structured

way AI how is AI changing the supply

chain can tell us something about that

it's very exciting I mean um you know

the way I would characterize it is that

the world of Supply chains is uh you see

that acceleration in the frequency with

which we get hit by supply chain

disruptions right a few years ago we

might alert our customers about 70 80 uh

extreme weather type events a year last

year it was more than 300 400 so it just

we're seeing across the board um

disruptions are increasing the type and

number of disruptions and countries um

all all are increasing so we have to

have access to new technologies data and

the ability to process all of that

quickly and get to answers without

having to put a lot of humans in the

process to do it all manually by the way

Supply Chains Don't all nicely operate

in the English language we have many

many languages in fact resink um our

early warning system processes

information across a hundred languages

wow suppliers operate factories in 200

countries on our platform yeah so all

this information any human team working

globally simply cannot operate that

quickly um whereas AI brings all that

natural language processing power into T

once you put all the data into a really

strong NLP system and now with all the

new technology with Chad GPT and large

language models the ability to

synthesize it get to answers get to

action is within minutes it's exciting

isn't it I mean it does open doors for

everybody I think you know we can do

things faster we can that faster leaner

smarter supply chain is within grasp

isn't it really very much so very much

so and I think the other challenge is

you know a lot of times we work as

humans across different time zones

people are kind of working some are from

home home working from office we're all

over the place sometimes we're traveling

but the AI is always watching it's

always working 247 nonstop and so I

think there are so many things in supply

chain that require that continuous

monitoring and continuous action so I

think it really gives us I think if we

have any company today that is still

saying let me throw more people at the

problem then they're already losing it's

a slow march to death they just don't

realize

it I couldn't agree more uh that's great

uh now in terms of your ideas on Mega

Trends I mean I was fascinated I mean as

you said you've given us some Clues you

said there could be 10 fires there could

be you know ship problems here I mean we

got them in the Panama Canal area with

the low draft for the ships MK going on

Rail trains and all that kind of stuff

and then we've got this you know trouble

around the Red Sea with hooty rebels in

the babal man Deb straight now this must

be a nightmare for everybody who has to

put shipping from Asia to Europe to the

United States and vice versa so what's

your experience in in in that area

presently yeah I mean we look at the

mega Trends in as five key Mega Trends

and you know even when we came up with

this last year or the year before when

we started talking about these five Mega

Trends I mean just look around you and

you see that trend has just accelerated

even within the last year in 2023

geopolitics I mean we were talking about

Russia Ukraine then we had the US and

China the whole competition around who

gets to be in the supply chain and and

how much now we have Israel and now we

have this whole Red Sea crisis right so

the geopolitics of the world align and

now we have Ally sharing we have rearing

reg globalizing whatever you want to

call

it the geopolitics of the world are

influencing supply chain as we never

have seen before yeah um so that's a

huge Trend and it shows no sign of of

slowing down um then we have climate

right I mean climate change we've I I

already gave you some numbers it's just

continuous acceleration we see droughts

in some parts of the world we see

extreme weather and flooding in other

parts of the world wind events

hurricanes I mean it's just across the

board tornado like you just look at the

F uh the warehouse destruction where

medicine had just one tornado hits a

warehouse and Medicine across um it's

scattered and strewn across the uh you

know region it's just crazy how much

climat related disruption we are seeing

and this is a worldwide phenomenon and

climate like if someone might think well

why is drought important right well one

is obviously Wildfire which can be

somewhat contained but more critical is

when you have hydro electric power

plants that don't have enough power to

operate and that results in staggered

power outages to factories which require

uninterrupted Power and Water to operate

and now you see the supply chain get

really disrupted and we've seen that

happen in Taiwan a very critical

semiconductor location where and and now

we have ured the supply chain to the us

where we have put it in Arizona and

Phoenix which are also drought stricken

areas so you see the drought situation

can be very very um uh

unpredictable then we see cyber I mean

the supply chain Works in cyberspace I

mean yes we have physical flows and of

goods and services around the world but

think about it if you cannot transact a

purchase order you've effectively shut

down and we've SE seen this in event

after event where there's ransomware

attacks whatever you know malware or

whatever and companies have to shut down

their systems while they go do that

assessment and all transactions stop in

the virtual world your supply chain has

shut down in the physical world hundreds

of millions in Impact right and we are

more vulnerable particularly on the

western you know in the Western World

across the US UK Europe because we're

more connected to the it right

absolutely yeah it I mean it's a real

problem isn't it the cyber attacks not

only we got the physical attacks but

we've got the cyber attacks and cyber

world and we want to operate in cyber

world because it's uh faster it's

effective and it's a means to actually

get that supply chain smarter so we're

going to have to learn stuff aren't we

about how to stop

it yeah yeah so and I mean the cost of

Entry is very low right

all you need is a internet connection

and computer and you can wreak havoc if

you attack the wrong place um that's a

key vulnerability and and with cyber you

know the other issue is that a lot of

companies their it departments are

really focusing on their own it systems

whereas if you have a supplier who has a

cyber incident it will still affect you

and there's not a whole lot of clarity

as to who owns the suppliers assessment

so that's one of the challenges where

it's getting better we're getting more

aware but cyber security is still

everyone everyone's problem and I don't

think we necessarily think about that in

procurement then you have sustainability

ESG as a big uh you know initiative

especially now with that becoming a

compliance issue you know companies have

past which I don't know if you've

covered past but huge change past are

forever chemicals they in the little

products we use every day our our

clothes have past our cooking

instruments have packaging material

everything has to be pass our medical

devices have it our cars have it and

there's a huge uh push against past by

European government the US government to

get those products out of our

environment yeah which is easier said

than done um so I think just in general

ESG I mean and under uh the the laws

like the you know European German

diligence act or the US uh

ufpa um we have com uh governments who

can now revoke your business license or

your export license or seiz your

shipments and the hus is on you to prove

that you've done the diligence so it's

created a lot of um change in how

companies manage and operate their

supply chain so this is another Mega

Trend and we see more and more companies

coming out with more ESG and

environmental laws so we don't see any

any slowing Trend there and then the

last Mega Trend we really see is a huge

issue of our time is Labor uh crisis

yeah so we see labor disruptions as a

huge acceleration almost a 10x

acceleration in the last four or five

years compared to where we were uh in

the number of disruptions some of it is

like the Aging Workforce across many

countries not just the West I mean we

talk a lot about the west but even Japan

China South Korea have aging Workforce

and and we need supply chain needs

people skilled unskilled we need people

and so that's a huge crisis for

continuing continued supply chain opach

right yeah it is uh definitely while

we're on the M of of people I mean going

back to your p uh stuff I mean that's

interesting we can blame Dupont for that

of course can't we I mean they they were

the people who came up with that

particular chemical but uh perhaps we

ought to go back to them and ask them

what the solution is to the problem you

know maybe they'd help us out with that

one but going back to um the idea of

people what do you see as future skills

that people will actually need to come

into the supply chain and make a

contribution it varies across the board

I think in general we need to be more

open to leveraging and using technology

automation AI across the board right we

we we see our our hesitancy or our fear

of Technology change or new changes that

happen yeah as being one of the biggest

um uh areas where we we sort of resist

progress a little bit and it's the fear

right right and I think the forgive me

but the media does amplify that fear

instead of getting people more

comfortable with the tech we sort of

amplify the oh my God the tech is going

AI is going to kill Humanity or or

something right um so so just a simple

simple example right I always talk about

this like the teams or Zoom or you know

WebEx these texts have been around for

many years the ability to do a video

conference but we still used to jump on

planes for a one-hour meeting um whereas

now look at the amount of transformation

in our day-to-day operations and that

the pandemic basically forced us to

adopt that scill yeah it did so so what

I'm trying to say is there there are

these technologies that are continuously

available but without a forcing function

we typically tend to be afraid of them

so I think the biggest thing that I

would say is most um impactful is our

ability to try new technologies or new

things that are available to us and yes

sometimes we'll make a mistake some

things will work and other things will

not but if we don't even embrace it then

we we fall behind um our competitors who

might be a little bit more receptive to

new ideas right so I think that's a very

general idea but it's generally

applicable as well in supply chain

that's right Bindy I think I I think

what you said it's it's about being open

to the idea of the tech but not only

just being open we need a little push

sometimes it's the cause and effect and

something has to drive us to want to do

it that's the motivation to use it I

think isn't it yeah I mean just look at

reslink right we invented reslink a good

simple easier faster cheaper way to

achieve resiliency in 2010 yeah we'd

been around for for 13 years and 10

years before the pandemic right but a

lot of people didn't think supply chain

risk was important or they kept

reverting to the traditional ways of

managing supply chain risk like oh I'll

just build you know resore factories or

build inventory or oh let me Second

Source everything and look I come from

the direct material space that's a

that's a dream that's not achievable

there are certain things you cannot

Second Source no matter how much money

you throw at the problem yeah like like

semiconductors

hey you know what it can even be

something simple as a bolt or a nut or

like some it doesn't have to be the

complex stuff you know sometimes you

simply don't have it specialized you

need it like for an for an airplane you

need a very specific composition of a

simple screw so it's not like you can

just buy a million of them from some

other vendor you know it has to be very

very specific so what I'm saying is on

the direct material side transparency

you pick your supplier you go deep in

with them truly understand them and

their business build that long-term

partnership trust use Solutions like

reslink where we monitor everything we

help you dig into and collaborate not

just with that direct supplier but the

supplier supplier supplier yeah when a

crisis happens so that way you can be

single Source you can remain a global

supply chain

while still giving yourself the speed of

execution as your competitive Advantage

so I think that is the part A lot of

people don't understand that by more

bodies at the problem you are creating

more silos by throwing inventory at the

problem you're just adding creating a

really unhealthy balance sheet by trying

to reach your factories you're

introducing a whole host of new risk

into the supply chain not to mention the

cost might very well be hundreds of

millions or billions ions of dollars

right yeah I mean that's absolutely

right isn't it and I think this this

approach that you talked about you know

the tier one tier 2 tier three going to

different levels of supplier that's very

important and I think one of the things

that your company probably does quite

well is keep that visibility so to lower

that risk so it's um so yeah the

visibility right is thrown about as the

solution to the it's Sol thrown about as

the solution to the problem but

visibility is just the start of the

journey right you can get a lot of

visibility but if you don't use the data

in an actual workflow so an event

happens do you get early notification

are you able to quickly translate that

to exactly how your supply chain is

likely to be impacted are you able to

connect directly with a third tier

supplier understand how severe the

problem is work across the tiers to make

sure you're protected I I mean that's

that workflow which this visibility

Powers so having visibility is Step

number one but then training your team

to use this intelligence to manage

Supply chains differently and have them

executing faster event by event day by

day is where the competitive Advantage

comes from absolutely couldn't agree

more that's

wonderful talking to the

converted I hope a lot of folks who are

going to listen are also going to be

converts and you know perhaps come along

your way to talk to resink a little bit

more about what their needs might be uh

let's just kind of turn our attention to

perhaps some some other ongoing issues

in Supply chains that you know from your

experience and from your point of view

that you see are going to be really

important in the next say three to five

years yeah so I think one thing is um

Supply chains um uh have typically

supply chain leaders and procurement

functions have been sort of set aside if

you will oh you're the cost center you

know reduce inventory and and keep the

cost down and that's your job I think um

when you start thinking about resilience

and building supply chain Partnerships

with multiple tiers of suppliers it's a

very different skill set it requires a

whole new mindset of what we consider

our kpis our metrics the tools and

Technologies the type of people we hire

can't be the people who just suck the

blood out of the supplier ask for cost

savings but like truly extend their

partnership into the suppliers

understand their business and build

long-term um you know relationships find

those win-win Solutions so it requires a

transformation across people process

technology incentive structures bonuses

how we operate so the new this new

thinking I I what I really want people

who are listening to walk away with is

if you're the CEO or a board member your

supply chain leader deserves a seat at

the table Yeah they should not be

thought of as a cost center this is

incred this is an incredibly important

Revenue generating function because if

your supply procurement leader can

acquire Parts you're not going to me

meet your quarterly objective simple as

that so you've got to achieve think of

them as Revenue enabling and not just a

cost center absolutely right I think

that's a really important point it's

about the revenue that they can generate

for you uh and it's about the risk that

they can reduce they can see things more

clearly because they're on the on the

ball if you know if they're on the ball

and they can see through and they have

that visibility that we talked about a

few moments ago and they can see the

future they got that future window then

that creates a very powerful person in

the organization and they definitely

should be on the board so I'm with you

now your background from where you came

from it must encourage a lot of people

who are thinking about careers in Supply

chains particularly female entrance who

perhaps don't see Supply chains as you

know something that they ought to be

doing but they really all to shouldn't

they yeah they should actually supply

chain is very exciting I mean I I've

done a little bit of Marketing sales

I've done Finance I've my background

because I I'm I always say that I'm very

jealous of you know those people who

know what their life's path is and they

they're on it I I I wasn't one of them

um I sort of did a little of multiple

things and somehow landed in supply

chain yeah um and ended up falling in

love with it because it's just exciting

I mean you're interacting on one day

with customers on this side suppliers on

that side I mean you really are in the

middle enabling the business and making

things happen on a day-to-day basis and

it's incredibly complex because there's

no real one good answer you know you you

can hold a lot of inventory you can have

not enough inventory you really have to

optimize you can do too much second

sourcing not enough you have to optimize

so so you really need judgment in a lot

of places and the wisdom that comes from

just having lived through so many

different types of bad things that can

happen to kind of get you to that right

place of balance so I think for me and

it's exciting every day because one day

you're dealing with a crisis here

another day there's a factory fire next

thing you're reading all about p a

pandemic or researching the chiland

Basin and why flooding happens on those

planes near Bangkok and it's just really

really interesting because I think you

get to experience a really Global um you

know M Embrace a global mindset work

with teams around the world I mean and

we never worked with people in just the

us we had suppliers in China Japan you

know so you just exposed to a lot of

different things and cultures and I just

I just loved it I loved it I really

encourage people to think about that I

can tell you love it it's

fantastic I I I think if you want to

understand business and you want to

understand people and you want to see it

from different perspectives around the

globe it's the place to be and it

provides opportunities and it does all

kinds of stuff so I absolutely so I

think that's great so I think we're at

the end of our time early bindia time's

gone so fast it always flies when you're

enjoying yourself doesn't it anyway

we've got um just time to tell the folks

out there about uh how they can make

contact with you beyond the show if they

want to find out what rling can do for

them yeah I'm acting on LinkedIn have a

kill on LinkedIn just reach out and

connect with me it's been fantastic to

have you on the Chain Reaction podcast

today and I do hope you'll come back and

speak to us again on the Chain Reaction

podcast to share some of your great

ideas and to tell us more about what's

going on as you develop things at

resling further I'm sure people will

have enjoyed the discussion as much as I

have I would love that thank you so much

for having me today it's been a pleasure

thanks bindia thanks very much thank you

Tony and of course you can find out more

about wrestling and what they do by

going to rink.com the link is in the

show notes

don't forget to pick up any episodes

that you've missed and also tune in for

the business catchup Edition every week

reaction well I hope you enjoyed that

episode as much as I did talking to

bindia Vil CEO of rling now there's a

smart company so that's it for this week

hope you've enjoyed the show and I'll be

back next time with another episode of

chain reaction all about Supply CH

Advantage I'm Tony Hines I'm signing off

I'll see you next time bye for

now