12 days of bricks matter
TRANSCRIPT
Supply Chain Insights LLC Copyright © 2012, p. 2
Panelists
Charlie Chase Lora Cecere
Jim Heatherington
BRICKS Matter The Role of Supply Chains
in Building Market-Driven
Differentiation
LORA M. CECERE
CHARLES W. CHASE JR.
Book
Publishes
December
2012
Bricks Matter ISBN: 978-1-1182-1831-0
By the Numbers.
290
1
98,000
75
36
18
Supply Chain Insights LLC Copyright © 2012, p. 5
Supply chain management processes have gradually shifted from a supply-driven focus to a demand-driven one in order to better synchronize demand and supply signals. Bricks Matter shows you how you can identify market risks and opportunities and translate these into winning tactics. Business case studies from 36 companies highlight how business leaders are winning through market-driven approaches. The no-nonsense approach in Bricks Matter, helps you understand how to apply the emerging world of predictive analytics for the better management of value networks.
As companies transition from a demand-driven to a market-driven approach, the focus in organizational shift needs to happen. It is a move from outside-in to inside one. It is a transition from vertical excellence to building strong market-to-market horizontal processes. This includes improving revenue by increasing market share, delivering high and reliable profit margins, meeting corporate social responsibility goals and maintaining high levels of customer service with the indispensable guidance found in Bricks Matter.
About Bricks Matter
Supply Chain Insights LLC Copyright © 2012, p. 6
Why did I Write this Book?
• Third decade of Supply Chain Management.
Passing of the baton by Supply Chain Pioneers.
Talent shortage and the need to train the next
generation.
• Excellence in Supply Chain is Driven by
Leadership. 36 case studies that tell the story.
• Void in the Market. Supply chain matters. Need
for clarity on the impact of two decades of
spending to true business results.
• Shift in technology capabilities that too few
understand. The power of analytics allows
companies to tackle new opportunities, but only if
they learn, to unlearn, to relearn.
Supply Chain Insights LLC Copyright © 2012, p. 7
Why Should you Care?
• Supply chain is a powerful road forward for your
career. By better understanding the past, you
can be a better leader for the future.
• Supply chain can save the world. Materials are
tight, and social responsibility pressures are
high. You can be a leader to make a change in
making the world a better place.
• Value is driven by those that make things. Supply
Chain leaders help to orchestrate value in
economies, in companies and in communities.
The shift from digital marketing to digital
business redefines value.
• Clicks and digital marketing are sexy; but in the
end, Bricks Matter.
Supply Chain Insights LLC Copyright © 2012, p. 8
This is the new bible for all supply chain executives. It provides an insider’s perspective that will prove incredibly valuable to even the most grizzled supply chain veteran. This is the next must-have business book.
--Bruce Richardson, Chief Enterprise Strategist, Salesforce.com
The journey to build the outside-in end-to-end value network happens in stages and can only be led from the top based on value-based outcomes. This is a guidebook for leaders driving the transformation.
--Roddy Martin, Senior Vice President, CCI Best Practice Research and Consulting
This book is like no other that has been written about supply chain management. It is a must read for the supply chain leadership team.
--Marty Kisliuk, Global Operations Director, Agricultural Products Group, FMC Corporation
Lora Cecere has been a key driver of supply chain strategies that force companies to think differently about how they work with their customers, partners, and cross-functionally within their own organizations. Here she teaches us to take a bold step to change our thinking and turn the supply chain around to focus on the consumer.
--Ann Dozier, Vice-President, Fresh Dairy Direct IT, Dean Foods Company
Today, the worlds of social business and supply chain management have many degrees of separation. I enjoyed working with Lora to understand what the future transformation of digital marketing to digital business could look like.
--Jeremiah Owyang, Research Director, Altimeter •
•
What Other’s are Saying
Supply Chain Insights LLC Copyright © 2012, p. 9
• Chapter 1: Meet the Pioneers
• Chapter 2: Creating Value Networks
• Chapter 3: The World of Demand
• Chapter 4: Redesigning Supply
• Chapter 5: Building Horizontal Connectors
• Chapter 6: Race for Supply Chain 2020
Bricks Matter
Right Use
of Assets
Expansion into
BRIC Countries
(Brazil, Russia,
India and China)
Supply Chain
Process
Knowledge
Supply Chain Insights LLC Copyright © 2012, p. 11
• Technologies were over-hyped and largely under-delivered.
• We stumbled forward. The greatest advancements came through failure.
• The supply chain organization is both an accelerator and an inhibitor.
• No real change in the supply chain happens in less than three years. It takes hard work, and leadership to guide operations to navigate the trade-offs and make a conscious choice.
At a High Level
Supply Chain Insights LLC Copyright © 2012, p. 12
Inside-Out Inside-Out
Supply Chain Tipping Points
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999
S&OP
Evolution of
the PC
JIT
Theory of
Constraints
Supply Chain
Organization
Re-Engineering the
Organization
(Michael Hammer)
Internet/Email
eProcurement
Total Quality
Management
RFID
Vertical Silo
Excellence
Efficient Order to
Cash Processes +
Islands of
Excellence
Manufacturing
Excellence +
Supply Chain Excellence = Supply Chain Excellence =
Supply Chain Insights LLC Copyright © 2012, p. 13
Inside-Out Outside-In
Value-Based Outcomes
Delivered by Horizontal Processes +
Supply Chain Excellence = Supply Chain Excellence =
Supply Chain Tipping Points
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Y2K
Lean Six Sigma
.com
Demand Driven
Concepts
Vertical Silo
Excellence
Outsourcing
Effectiveness
Social
Responsibility
CSCO
Market-Driven
Value Networks
Supply Chain Insights LLC Copyright © 2012, p. 14
Evolution of Supply Chain Process
Excellence
Align:
Market
Driven
Building Horizontal Process Connectors
Continuous Testing
Learning Improving In Market
Orchestrate Demand and Supply
Resilient Reliable
Adapt:
Demand
Driven Efficient
Sense Demand
and Supply
Shape Demand and Supply based
on Market
Absorb Demand Volatility
Absorb Supply Volatility
Right Product
Right Place
Right Time
Right Cost
Cost
Procure to pay/order to
cash
Supply Chain Insights LLC Copyright © 2012, p. 15
An adaptive network focused on a value-
based outcome that senses and translates
market changes (buy and sell-side markets)
bi-directionally with near-real time data
latency to align sell, deliver, make and
sourcing operations.
What is a Market-driven Value Network?
Supply Chain Insights LLC Copyright © 2012, p. 16
Supply Network: When the supply chain is extended to a network of trading partners, it is termed a supply network.
Value Chain: When the emphasis of this extended supply chain shifts from cost to value, it is called a value chain.
Value Network: When it becomes more strategic to the company, focused outside-in to drive value-based outcomes, it is termed a value network.
Definitions
Supply Chain Insights LLC Copyright © 2012, p. 17
Leaders sensed Market Changes 5x
Faster
Supply Chain Insights LLC Copyright © 2012, p. 18
A Supply Chain
is a Complex System
with Complex Processes
with Increasing Complexity
Supply Chain Insights LLC Copyright © 2012, p. 19
Looking at the Supply Chain
as a Complex System
Profitable Growth
Revenue Cost of Goods
Working Capital
Corporate Social Responsibility
CorporateTrade-offs
R&D Strategy and Investment Asset Strategy and Investment
InvestmentTrade-offs
SalesPolicies
DistributionPolicies
ManufacturingPolicies
LogisticsPolicies
ProcurementPolicies
Returns Backorders First Pass Yield Empty Miles Material Yield
Supply ChainWaste
Forecast Accuracy Customer Service Inventory
Channel Strategy Product andService Portfolio
Supplier Strategy
Supply ChainTrade-offs
Supply Chain Insights LLC Copyright © 2012, p. 20
Growth Profitability Cycle Complexity
R&D Margin Cash on Hand C2C Cycle Altman Z
R&D to COGS Ratio Free Cash Flow Ratio Days of Finished
Goods Capital Turnover
SGA Margin Gross Margin Days of Inventory Current Ratio
SGA/COGS Net Profit Days of Payables
Outstanding Quick Ratio
COGS as Percent of
Net Sales Operating Margin
Days of Raw
Materials Return on Assets
Pretax Margin (EBIT) Days of Sales
Outstanding Return on Equity
YoY Sales Growth Days of Work in
Progress Return on Invested
Capital
Operating Margin DPO/DSO Return on Net Assets
Inventory Turns Revenue/Employee
Receivables Turns Cost of Sales
Useful Ratios
P&G Apple Dell Wal-Mart Toyota
38%
21%17%
4% 4%
SC Excellence
Who does it Best?
0
100
200
300
400
500
600
700
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Re
ve
nu
e/T
ho
us
an
ds
of
Em
plo
ye
e
Revenue/Employee for the Period of 2000-2011
P&G Colgate Unilever Kimberly-Clark Nestle Kraft
Supply Chain Insights LLC Copyright © 2012, p. 23
• Chapter 1: Meet the Pioneers
• Chapter 2: Creating Value Networks
• Chapter 3: The World of Demand
• Chapter 4: Redesigning Supply
• Chapter 5: Building Horizontal Connectors
• Chapter 6: Race for Supply Chain 2020
Bricks Matter
Supply Chain Insights LLC Copyright © 2012, p. 24
The Supply Chain of the Future
World
Population
Source: “The World at Six Billion” United Nations, 2004; The World UN Population Assessment 2006; “Unsustainable World,” 04/15/08, BBC
North America
2007 2020
339M 342M
Europe
2007 2020
731M 722M
Asia
2007 2020
4.0B 4.6B
L America
2007 2020
572M 660M Africa
2007 2020
965M 1.3B
Oceania
2007 2020
34M 40M
MARCO TRENDS
Supply Chain Insights LLC Copyright © 2012, p. 25
Supply Chain Management: Top 3 Elements of Pain for Respondent
Supply Chain Insights LLC Copyright © 2012, p. 26
Ease of Getting Total Supply Chain Costs: Manufacturers, Retailers & Distributors
___________________________________________________________
Source: Supply Chain Insights LLC, Transportation (Aug-Oct 2012)
Base: Transportation Users (Manufacturers, Retailers and Distributors) (n=34)
Q18. How easy is it for your company to get total supply chain costs for your operations?
12% 12% 24% 24% 29% Users
USERS: Ease of Getting Total Supply Chain Costs
Extremely/very easy 5 Neutral 3 Extremely/very difficult
24% EASY 53% DIFFICULT
Supply Chain Insights LLC Copyright © 2012, p. 27
Demand
Signal
Accurate
Weekly
Forecasting
is ...
Delay from
Purchase to
Signal
Data Latency and Distortion
Red Represents Emerging Economies with Distributor Trade
Retailer DC
Easy
3-10 Days
7-20 Days
Manufacturer DC
Difficult
10-20 Days
20-45 Days
Suppliers
Almost
Impossible
20-50 Days
45-80 Days
Store
Trivial
Instant
Variable
Supply Chain Insights LLC Copyright © 2012, p. 28
SHARED
VISION + SKILLS + INCENTIVE + RESOURCES + PLAN + LEADERSHIP = CHANGE
SKILLS + INCENTIVE + RESOURCES + PLAN = CONFUSION
SHARED
VISION + INCENTIVE + RESOURCES + PLAN + LEADERSHIP = ANXIETY
SHARED
VISION + SKILLS + INCENTIVE + RESOURCES + LEADERSHIP =
FALSE
STARTS
SHARED
VISION + SKILLS + INCENTIVE + PLAN + LEADERSHIP = FRUSTRATION
SHARED
VISION + SKILLS + RESOURCES + PLAN + LEADERSHIP =
GRADUAL
CHANGE
Source: J.P. Kotter
Collaboration: The Right Stuff
Supply Chain Insights LLC Copyright © 2012, p. 29
Value Network Strategy
Supply chain strategy
Business Strategy What are the right things to do to increase company value?
Value-network Supply Chain Strategy What are the right ways to support the business strategy?
What are the right trade-offs between value drivers for each value network?
Right product
platforms
Design the
supply
response
Build
organizational
systems and
manage talent
Align supply
relationships
Align demand
relationships
Effective Supply
Networks
Execution of buy-
side strategies
Continuous
Improvement
Capabilities Required
Supply Chain
Network Design
Design Networks
Innovation
Methodologies
Demand Networks
Joint Value Creation
Strategies
Business Process How do I do the right things right?
Source: Supply Chain Insights, LLC
Supply Chain Insights LLC Copyright © 2012, p. 30
• Chapter 1
• Chapter 2
• Chapter 3
• Chapter 4
• Chapter 5
• Chapter 6
Bricks Matter
Supply Chain Insights LLC Copyright © 2012, p. 31
Opportunity
at the Intersection
of the Social and Interest Graph(s)
Supply Chain Insights LLC Copyright © 2012, p. 32
More than Just “Like”
Supply Chain Insights LLC Copyright © 2012, p. 33
• Newell Rubbermaid
Newell Rubbermaid Gets IT!
#Future15SB @bwdumars
Supply Chain Insights LLC Copyright © 2012, p. 34
#Future15SB @bwdumars
Newell Rubbermaid Gets IT!
Supply Chain Insights LLC Copyright © 2012, p. 35
• Chapter 1: Meet the Pioneers
• Chapter 2: Creating Value Networks
• Chapter 3: The World of Demand
• Chapter 4: Redesigning Supply
• Chapter 5: Building Horizontal Connectors
• Chapter 6: Race for Supply Chain 2020
Bricks Matter
Supply Chain Insights LLC Copyright © 2012, p. 36
The Long Tail of the Supply Chain:
Growing Complexity
Volume
Level of Predictability Predictability based on forecast accuracy vs Actual Order Profiles
Commodity Price Index
Supply Chain Insights LLC Copyright © 2012, p. 38
Commodity Price Increases and Volatility
0.00
50.00
100.00
150.00
200.00
250.00
300.00
350.00
400.00
Corn (metric Ton)
Wheat (metric Ton)
Coffee, Robusta (Pound)
Sugar (Pound)
Beef (Pound)
Crude Oil (Barrel)
Source: Index Mundi
$/LB
Supply Chain Insights LLC Copyright © 2012, p. 39
Pull Push
Cu
stom
ers
an
d C
on
sum
ers
Channel
Demand
&
Demand
Management
Demand
Translation
Reliable,
Profitable
Response from
Supply Based
on Demand
Su
pp
liers
Demand Visibility Supply Visibility
Organizational Overview: Typical Consumer Products
Global Organization in 2005-2010
Regional
Team
Regional
Team
Regional
Team
Regional
Team
Regional
Team
Regional
Team
Regional
Team
Over 300 teams
One Face
to the
Supplier
C
u
s
t
o
m
e
r
T
e
a
m
S
u
p
p
o
r
t
AMR Research: 2007
Supply Chain Insights LLC Copyright © 2012, p. 40
Change in Wages in China
Supply Chain Insights LLC Copyright © 2012, p. 41
National
Pre-1945
Products manufactured and sold within companies within regions
Imported materials and products exported in trade routes
Vertical integration
Operations handled at headquarters
Multi-National 1945-2000
Protective trade
rules closed trade
routes of the past
Products
manufactured
and sold in
regions
Operation of
“mini-companies”
within regions
Local/regional
focus
Manufacturing Evolution
Global: 2000-
Present
• Free Trade
• Optimization of
manufacturing beyond
country borders into
Supply Networks
• Horizontal,
globally integrated
• Shift from “what to
make” to “how to make”
• Management of a
network
Supply Chain Insights LLC Copyright © 2012, p. 42
Source: Supply Chain Insights 2012
Average Days of Inventory by Year
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Consumer Packaged Goods 59.0 57.0 62.0 64.0 67.0 67.0 68.0 70.0 70.0 64.0 64.0 67.0
Chemical 71.5 71.9 78.2 75.1 62.0 70.3 68.1 64.3 64.3 78.6 72.9 72.8
Pharma 122.2 133.7 190.1 171.0 184.3 175.6 167.8 149.8 154.9 198.7 154.3 131.8
High Tech 93.1 57.6 46.5 48.5 35.9 37.3 43.8 36.8 34.6 41.3 34.8 30.4
Average 86.5 80.0 94.2 89.6 87.3 87.5 86.9 80.2 81.0 95.6 81.5 75.5
0.0
50.0
100.0
150.0
200.0
250.0
Days
of
Inve
nto
ry
Supply Chain Insights LLC Copyright © 2012, p. 43
Source: Supply Chain Insights 2012
Average Days of Working Capital by Industry
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Consumer Packaged Goods -20.0 -8.0 -12.0 -2.0 -21.0 -23.0 -8.0 -18.0 -11.0 -10.0 -12.0 -13.0
Chemical 37.3 44.7 61.7 71.9 64.8 64.1 63.8 57.0 51.7 74.8 85.6 77.0
Pharma 64.1 56.4 48.4 56.2 71.8 94.1 92.6 88.1 87.1 111.0 116.0 113.2
High Tech 231.5 290.3 283.5 243.5 173.5 138.9 109.4 103.0 92.4 131.9 138.9 140.9
Average 78.2 95.9 95.4 92.4 72.3 68.5 64.5 57.5 55.1 76.9 82.1 79.5
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
-50.0
0.0
50.0
100.0
150.0
200.0
250.0
300.0
350.0
Da
ys
of
Wo
rkin
g C
ap
ita
l
Supply Chain Insights LLC Copyright © 2012, p. 44
“Kellogg’s cereal primarily in the U.S. due to an
odor from waxy resins found in the package
liner. Total charges were $46 million with a
$.09 impact on earnings per diluted share.”
Kellogg Annual Report
Kellogg 2010
Supply Chain Insights LLC Copyright © 2012, p. 45
• Chapter 1: Meet the Pioneers
• Chapter 2: Creating Value Networks
• Chapter 3: The World of Demand
• Chapter 4: Redesigning Supply
• Chapter 5: Building Horizontal Connectors
• Chapter 6: Race for Supply Chain 2020
Bricks Matter
Supply Chain Insights LLC Copyright © 2012, p. 46
• Revenue Management
• Sales and Operations Planning
• Supplier Development
• Corporate Social Responsibility
Horizontal Processes
Supply Chain Insights LLC Copyright © 2012, p. 47
S&OP Process Existence, Goals & Processes
Supply Chain Insights LLC Copyright © 2012, p. 48
S&OP Balance
Supply Chain Insights LLC Copyright © 2012, p. 49
S&OP Evolution
Manufacturing- Driven
Deliver a Feasible Plan for Operations
Match Demand with Supply
Sales Driven
Match Demand with Supply
Business- planning Driven
Maximize Profitability
Demand Driven
Maximize Opportunity Sense and
Shape Demand
Market Driven
Maximize Opportunity and
Mitigate Risk. Orchestrate
Demand Market to Market
Greater Benefit
• Growth
• Resilience
• Efficiency
Supply Chain Insights LLC Copyright © 2012, p. 50
Benefits Received from S&OP Processes
Source: Supply Chain Insights, 2012
What benefits have you received from your work with S&OP processes?
59%
57%
50%
42%
38%
36%
34%
32%
32%
30%
Increasing revenue
Improving forecast accuracy
Reduction of inventory
Improving asset utilization
Determining outsourced manufacturing
Determining procurement requirements
Improving new product launch
Transportation and warehouse management
Capital planning and asset management
Improvements in the perfect order
▲ 2%
▲ 5-7%
▲ 3-7%
▲ 3-6%
▲ 3-6%
▼ 10-15%
▼ 2-8%
Supply Chain Insights LLC Copyright © 2012, p. 51
S&OP Process Plan Execution
Supply Chain Insights LLC Copyright © 2012, p. 52
• Chapter 1: Meet the Pioneers
• Chapter 2: Creating Value Networks
• Chapter 3: The World of Demand
• Chapter 4: Redesigning Supply
• Chapter 5: Building Horizontal Connectors
• Chapter 6: Race for Supply Chain 2020
Bricks Matter
Supply Chain Insights LLC Copyright © 2012, p. 53
Outside-In
Value-Based Outcomes
Delivered by Value Networks
Supply Chain Excellence =
Supply Chain 2020 Tipping Points
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Talent
Shortage
Compliance on
Safe & Secure
Orchestration
Big Data
Supply Chains
Internet of Things
Learning
Supply Chains
Digital Manufacturing
Supply Chain Insights LLC Copyright © 2012, p. 54
Mobile & Social Presence Growing
Supply Chain Insights LLC Copyright © 2012, p. 55
Center of Excellence
Supply Chain Insights LLC Copyright © 2012, p. 56
Center of Excellence Importance vs. Performance
Supply Chain Insights LLC Copyright © 2012, p. 57
Supply Chain Talent Today vs. In Five Years
Supply Chain Insights LLC Copyright © 2012, p. 58
Getting Talent
Supply Chain Insights LLC Copyright © 2012, p. 59
Middle Management Challenge
Supply Chain Insights LLC Copyright © 2012, p. 60
Challenge by Position
Supply Chain Insights LLC Copyright © 2012, p. 62
Current State of Planning
Supply Chain Insights LLC Copyright © 2012, p. 63
Future State of Planning
Supply Chain Insights LLC Copyright © 2012, p. 64
Scenario Planning
Supply Chain Insights LLC Copyright © 2012, p. 65
IT Trends Excited About (Top 3)
Supply Chain Insights LLC Copyright © 2012, p. 66
Definition
66
Challenges: • Transactional
• Time phased data
Structured
Data
• Social
• Channel
• Customer Service
• Warranty
• Temperature
• RFID
• QR codes
• GPS
• Mapping and GPS
• Video
• Voice
• Digital Images
Unstructured
Data
Sensor
Data
New
Data
Types
Volume
Velocity
Variability
Supply Chain Insights LLC Copyright © 2012, p. 67
Connecting the Extended Supply Chain
67
Supply Chain Insights LLC Copyright © 2012, p. 68
Connecting the Extended Supply Chain
Supply Chain Insights LLC Copyright © 2012, p. 69
• Tried to get precise on inaccurate data.
• Been sales-driven or marketing-driven not market-driven
• Believed that the most efficient supply chain is the most effective supply chain.
• Built efficient chains, but not effective networks.
• Focused inside-out, not outside-in.
• Rewarded the urgent, not the important.
Historically, We Have…
69
Supply Chain Insights LLC Copyright © 2012, p. 70
Where is Your Opportunity?
Supply Chain Insights LLC Copyright © 2012, p. 71
Upcoming Book Tour Dates
January 13-15, 2013
NRF 102nd Convention & Expo
Big Idea Session
New York City, NY
January 22, 2013
PROMAT
SupplyChainBrain Booth
Chicago, IL
January 30, 2013
Sam M. Walton College of Business
University of Arkansas
Bentonville Area, AR
February 6, 2013
APICS
Chapter meeting
Danbury, CT
February 12, 2013
Plan4Demand
Pittsburgh, PA
April 7-9, 2013
Informs
San Antonio, TX
June 18-20, 2013
3PL Summit &
CSCO Forum
Chicago, IL
Supply Chain Insights LLC Copyright © 2012, p. 72
• Continue the Discussion – Twitter #BricksMatter
• @lcecere
• @Plan4Demand
– LinkedIn • Bricks Matter Book Group
• Plan4Demand’s Leadership Exchange
• Keep an eye out for the 12 Winners! – One announced each day at Noon E.T.
Continue the Discussion
Supply Chain Insights LLC Copyright © 2012, p. 74
SCI Research Supply Chain Index Ask a Supply Chain Wizard Supply Chain Wiki
Blogs Videos, Webinars, and
Podcasts
Share Your Own
EDUCATE
Supply Chain Insights LLC Copyright © 2012, p. 75
Consulting Technology
ENRICH
NEW
Supply Chain Insights LLC Copyright © 2012, p. 76
Job Postings Events
Salary Information Help Board
EVOLVE
NEW
Supply Chain Insights LLC Copyright © 2012, p. 77
Who is Supply Chain Insights?
Supply Chain Insights is focused on delivering
actionable advice for supply chain leaders.
A company dedicated to research, turn to us
when you want the latest insights on supply
chain trends, technologies to know and metrics
that matter.
Supply Chain Insights LLC Copyright © 2012, p. 78
Where Do You Find Lora?
Contact Information:
Blog: www.supplychainshaman.com
(4000 pageviews/month)
Twitter: lcecere 3350 followers. Rated as the
top rated supply chain social network user.
LinkedIn: linkedin.com/pub/lora-
cecere/0/196/573 (2300 in the network)