sourcing Archives

Why Digitalizing Sourcing is a Must for Supply Chain Resilience

Procurement | By Dr. Madhav Durbha • 11/08/2022

As global supply chains continue to tackle ongoing disruptions, one major headwind that most organizations are faced with is the inflationary environment we are living through. This is starting to mount cost pressures just at the time when additional investments are needed to build resilience. So, how can organizations tackle the inflationary environment by finding significant cost savings opportunities while improving resiliency?

The key to this lies with sourcing. Before diving further, let us define what sourcing is. Sourcing is the practice of finding and selecting suppliers for a range of services (e.g., transportation, warehousing) or materials – direct, indirect, MRO (Maintenance, Repair, and Operations), goods for resale. While unit cost of the product or service is an important attribute, organizations are increasingly blending additional attributes related to sustainability, diversity, and other such factors into sourcing decisions.

Traditional sourcing practices tend to be highly manual and are fraught with latencies and inefficiencies. Digitalizing sourcing (i.e., the use of advanced digital technologies to create sourcing events, receive bids online from suppliers, comparing bids, and down-selecting suppliers to lead to the contractual process) provides opportunities to establish additional sources of supply while encouraging healthy competition between potential suppliers to put together the best offers for the context.

Let us take the example of direct materials, i.e., materials that are used as components in making a finished product, such as a hard drive or RAM in a personal computer. Or say you are sourcing tomatoes to make tomato sauce, there are a large number of factors at play. Listed below are some attributes you may be looking for in supplier responses:

Total costs including unit cost, shipping cost, and any overhead costs
Order delivery lead time
Service level guarantee (and penalties for not complying)
Shelf life considerations
Incumbency and performance KPIs of the supplier (i.e., is the supplier currently serving the business?)
Sustainability ratings / carbon impact
Diversity / minority status of the supplier

These are just a small subset of a very wide range of attributes one may consider for sourcing.

Beyond this, the sourcing entity may have criteria it may employ such as:

Awarding business to a minimum of five suppliers with at least three of them being incumbents
Rewarding the best performing suppliers (e.g., at least 50% of the business awarded to suppliers with a five-star rating)
No supplier can bid for more than three different items included in the bid
Only award up to a maximum of 80% of a supplier’s capacity so that they aren’t struggling to reach 100% throughput to meet the demand. And vice versa – never allocate more than 80% of the demand to one supplier

…… and many more. These criteria become constraints on the bid.

Now, the suppliers themselves may get creative with offerings such as:

Volume discounts / tiered pricing
Bundled offers (if you buy X, Y, and Z from me, I can offer a 10% discount or in case of transportation, grouping of backhaul lanes at a discount along with inbound lanes)
Early pay discounts or extended payment terms
Alternate materials or specs that will still satisfy the need for the potential customer

Now you see how the permutations and combinations can get fairly complex. Trying to evaluate bids with such complexity is well beyond the realm of manual methods and Excel spreadsheets. They take far longer than needed and yield suboptimal results. Leading organizations are deploying cloud based technologies to launch sourcing events, invite bids, and employ sophisticated combinatorial optimization techniques to evaluate bids, and down select suppliers. Such technologies enable visibility, process enablement, and analytics while providing a user experience that is highly intuitive and comparable to consumer oriented apps to provide ease of interaction for the sourcing professionals and suppliers alike.

In our experience, by embracing digitalization of sourcing operations, organizations are able to uncover double digit percentage savings from sourcing events. A very large global company was able to realize savings to the tune of US$300 million from a single complex sourcing event with 400+ business rules, 300+ suppliers and 6,000+ items!

In a world where cost pressures are mounting and the outlook remains cloudy, organizations should consider sourcing digitalization as a competitive advantage and a significant value unlock. In a highly constrained world, the first mover with the lock on material and capacity in short supply comes out ahead. Digitalized sourcing brings additional benefits that go beyond significant cost savings by also affording an unparalleled level of transparency and speed of execution. When organizations have speed, visibility and transparency in sourcing and can achieve cost savings through digitalization, they become more resilient in the face of inflation and disruption.

Dr. Madhav Durbha is the Vice President of Supply Chain Strategy Coupa Software, where his team helps customers and prospects solve various supply chain challenges. Prior to Coupa, Dr. Durbha held positions at LLamasoft, Kinaxis, JDA Software and i2 Technologies, Inc. With more than 20 years in the supply chain industry, Dr. Durbha has broad experience in strategy & process consulting, supply chain software, program management, software application development & deployment, machine learning and data science. He received his Ph.D. in chemical engineering from the University of Florida and his bachelor’s degree in chemical engineering from the Indian Institute of Technology at Madras.

Looking Ahead at Global Trade in 2019

Global Trade | By Gary M. Barraco • 01/10/2019

Supply chains are running at full steam as the economy is booming in parts of the world, while others are taking a hit from the obstacles hindering better open commerce and trade. Protectionist trade policies are leading to shifts in country sourcing practices and investments in automation and technology to help keep goods moving and visible. And there is no reason to believe that in the coming twelve months we will see a waning of geo-political posturing along the trade front. The issues of labor and transportation costs, along with capacity, will beleaguer everyone from the supply chain manager to the CFO. Through it all, the consumer will be the proverbial tail wagging the dog.

This is the state of our trade world and where we are called to continue to do business. As we move into 2019, there are six major areas of concern for anyone playing a part in global trade. They include:

#1 – Trade Policies Continue to Vacillate

Almost every major economy is building a “trade wall” along its borders – the US, EU, UK, and China. Concerns about the appropriate balance of trading between nations, consumer safety, protecting against terrorism, and of course generating revenue, are the root of the volumes of legal documentation and corps of agents at the borders enforcing them. It is critical to be tuned into the geo-political topics that are impacting the direction of global trade and the implementation of punitive and retaliatory tariffs. Companies should consider how to react to these developments and brace for more changes that might come down the road.

#2 – Sourcing Shifts or Not

With the upheaval of trade policies around the globe, companies are trying to keep pace by shifting their sourcing strategies to avoid being a trade war victim and to take advantage of new opportunities as they arise. As companies continue to look to foreign markets as a means to grow top line revenues and avoid increased duties, the number of borders crossed is increasing. Companies that get out in front of these changes can start by looking at the technologies and systems that will level-up their profits and efficiencies, all while innovating and keeping up with demand and lowering liability exposure.

#3 – The Consumer Rules the Supply Chain

Consumer demand is determining business practices and guiding supply chain movements more than ever before. No matter how fast a product moves from concept to consumer, if the cost is too high, the quality is lacking, or if it’s not truly innovative, the bottom line will suffer. To truly increase speed without compromising on other equally-important factors, a company must become both more efficient and more agile. While there are a few different methods to accomplish this, digitization is the only answer worth exploring. Digital technology will create a significant improvement in business outcomes, as long as businesses reinvent their supply chain strategies while concurrently reimagining their supply chains in the digital sphere.

#4 – Technology Investments to Make

Technology is advancing at an exponential rate, but the supply chain industry is often derided as slow to adopt and adapt. C-level executives realize that leveraging technology to improve supply chain operations is no longer a matter of “biting the bullet”, rather, it is an imperative to stay ahead of the competition and the fast-moving trade environment. So, they are spending, but wisely.

Today’s supply chain technology stack comprises of a varied range of systems and processes. Supply chain managers and their supportive CIOs need to focus on several key supply chain technology implementations or considerations which will impact cost, risk and agility – a recurring theme. There is no doubt the most important feature of any smooth-running supply chain is visibility; meaning full visibility with the capability to control the supply chain from your vantage point.

#5 – Transportation Woes

The wild upswing of online shopping has led to some positive modifications related to the economy, but the “cost to serve” and ability to meet customers’ demanding timeline is taking a hit. A strong economy, higher fuel rates, and ongoing driver shortage are keeping capacity tight for ocean, rail and truck shipments.

The ocean shipping industry might finally be righting itself, but shippers are still aggravated with issues. Following the carrier consolidation predicament that rattled the industry, the ebb and flow of demand is leading to capacity issues for some trade lanes. Once those goods make it out of the port, the rising transportation costs only continue. The US has been plagued by a truck driver shortage, recently made worse with new federal trucking regulations and higher fuel costs. Diesel sits at a 3-year high while trucking companies increase their prices, shrinking margins across all industries. Freight industry executives are cautioning their customers to expect even more price increases for shipping this year.

#6 – Labor issues All Around

Growing consumer spending has led to an increase in manufacturing in many parts of the world. It is hitting especially hard in the US where demand for transportation and warehouse workers has reached high points. E-Commerce is at the root of the hiring surge. In the US, thousands of jobs are unfilled in the transportation, retail, and business-services sectors as workers become scarce in the fast-growing economy. The labor shortage doesn’t show signs of abating any time soon, so supply chain strategies for 2019 must consider ways to address this issue. Companies should be prepared for impacts up and down the supply chain, from warehousing to ports, from transportation to retail.

Resolutions

Managing global supply chains in an unpredictable trade environment is not easy, if it ever has been. But thanks to new digital supply chain tools, the job is getting easier – and smarter. For the first time, firms have access to a single, collective, non-siloed trade management solution that captures every kind of supply chain/trade data available, provides robust analytics capabilities that enable management to make better, faster decisions, enable collaboration on a scale not possible before, and automate tasks that previously consumed hours of valuable labor resources.

It’s all about doing a more intelligent job of managing risk, anticipating what’s likely to come at your supply chain from any source or direction, and having the ability to make better decisions on the fly. Most importantly, though, it’s not about just controlling or cutting costs. The whole point is to preserve and, better yet, build profitability.

To learn more, watch Amber Road’s on demand webinar where an esteemed panel of experts discuss The Top 6 Global Supply Chain Expectations for 2019.

Gary Barraco, Director of Global Product Marketing, is responsible for developing strategic product marketing direction and presenting the Amber Road brand and solutions worldwide. As the platform evangelist, Gary develops and launches customer insights, go-to-market plans, product messaging and content, and field marketing tactics which establish Amber Road’s solutions as a standard in the Global Trade Management space. Previously, Gary was VP, Industry Development for ecVision for 9 years prior to its acquisition by Amber Road. He has 20 years of active military service where his primary specialty was providing marketing support to Army National Guard recruiting and retention operations in New Jersey. Gary received a BS from the State University of New York and is currently pursuing a Master’s degree at Moravian College.

McDonald’s Risky Commitment to a Cage Free Eggs Supply Chain

Food & Beverage Industry | By Steve Banker • 09/06/2016

Fortune magazine recently published an article called Inside McDonald’s Bold Decision to Go Cage-Free. McDonald’s announced a 10-year plan to produce cage free eggs; chickens won’t be confined to their cages but can a more natural life. Earlier in their CEO’s tenure, McDonald’s had announced that they would stop using “antibiotics important to human medicine” in its chicken production. These are big changes. Chickens and eggs account for half of the items on their menu.

The Fortune article is mainly a turnaround story. “’The era of mass-produced and processed food that it helped create and came to embody was falling out of favor fast, especially with coveted millennial consumers. ‘There used to be a day when industrial food was viewed as safe and therefore better,’ says RBC Capital Markets analyst David Palmer. ‘The pendulum has swung pretty hard over to the other direction.’”

“When ‘healthy’ was popularly defined as ‘low in fat or calories,’” the world’s second largest restaurant chain “tended to flail. The McLean burger bombed, and salads never made up more than 10% of sales.”

Today things have changed. “‘Wellness has moved from calories, carbs, and salt,’ says Darren Tristano of industry tracker Technomic, ‘to ‘Where did the food come from?’ The terms that are important now are ‘antibiotic- and hormone-free,’ ‘natural,’ and ‘organic.’ ”

But this turnaround depends upon a supply chain transformation. Supply chain capabilities have long been a key driver for companies that want to differentiate themselves based upon cost or service. In the food industry, sustainable procurement is core to product differentiation.

Supply chains this big can’t be transformed overnight. Because of that the company has committed to getting to cage free egg sourcing within ten years. This is not foot dragging, the sheer scale of what McDonald’s is attempting to do is daunting. They currently purchase 2 billion eggs annually and only 13 million are cage free.

Today most eggs are produced at farms that house six hens per cage, leaving each bird with 80 square inches of floor space, “less than the dimensions of a standard sheet of paper.” Their goal is to move to a hen house where “hens are allotted 144 square inches each and can roam anywhere they want inside a complex decked out with perches, nest areas, and litter areas.”

A Cage Free Hen House

Further, hen houses have a life span of 30 years. To meet their goal, large numbers of egg suppliers will have to invest in new hen houses years before their current assets need to be replaced. “Constructing a cage-free henhouse costs two to three times as much as a caged version, according to estimates by United Egg Producers. All told, the transition could cost about $7 billion” which is about equal to the entire industry’s annual retail sales.

McDonald’s will essentially be creating a new supply chain from scratch as they are doing with their sustainable beef initiative (see Sustainable Procurement is Critical to McDonald’s Future). To support that initiative the company looked to work with test farms, asking big suppliers like Cargill to participate in the program, and collaborated with retailers like Wal-Mart to move the initiative along.

The cage free initiative will undoubtedly use a similar playbook. And in fact, Cargill is again a key supply chain partner in this journey. “In 2009, McDonald’s and agricultural giant Cargill, which obtains and manages the egg supply for the fast-food chain, became founding members of the Coalition for Sustainable Egg Supply.”

This journey is not without its risks. One of McDonald’s core differentiators is the affordability of their meals. McDonald’s will need to make these changes while continuing to provide affordable meals. That means getting large suppliers committed to the program and making substantial R&D investments into achieving highly productive farms that are based on a new design.

“We would always in the past say we can’t talk about it until it’s 100% finished and buttoned up,” says Francesca DeBiase, McDonald’s chief supply chain and sustainability officer, “or we’re going to get some backlash about it.” But now McDonalds announces stretch goals without quite knowing at present how those goals will be achieved, but with the firm commitment that the goals will be achieved. Or as their CEO says, “to give our team the confidence to put their foot on the accelerator.”

McDonald’s shows us that companies have a chance to do “good,” where “good” is defined in a way that resonates with their customer base, while doing well. In McDonald’s case, once their commitment to go cage free was made, nearly 200 other competitors said they would do the same.

Next Generation Supply Chain Risk Management: A Case Study

Procurement/Sourcing | By Steve Banker • 12/16/2015

We are entering an era where it is becoming possible to detect supply chain risks much more quickly. A case in point is offered by AGCO. AGCO is a global leader in the design, manufacture and distribution of a wide range of agricultural equipment. In a discussion with AGCO’s Jan Theissen, Director of Strategy and Methods, and Jake Stone, Manager of Supply Chain Risk and Contract Management, I learned about this public, Atlanta headquartered corporation’s journey to improve their sourcing and supply base risk management capabilities.

AGCO’s products are marketed under a number of well-known brands, including Challenger, Fendt, GSI, Massey Ferguson and Valtra. The manufacture and assembly of their products occurs at 34 locations worldwide and historically each of these brands was managed as a separate supply chain. Further, because the company had grown by acquisition, these different supply chains used more than 10 different enterprise resource planning (ERP) solutions for direct sourcing.

Beginning in 2012, Mr. Theissen, a newly appointed procurement leader, led a transformation of the sourcing organization. AGCO moved from a fragmented and decentralized procurement to a centralized commodity management structure in order to better leverage buying synergies and increase the overall maturity level of this organization. Implementation of standardized roles and responsibilities, and global policies and procedures, were supported by an extensive change management program. The company formed a School of Purchasing to further develop the capabilities of the organization.

The risks associated with sourcing became part of each category manager’s job; these managers became responsible for supplier risk management, not just savings. Mr. Stone was brought into establish new, systems, processes and capabilities to manage procurement risk. One thing Mr. Stone put in place was a clear communication and escalation process to deal with risks once detected.

To help support these changes, the company cleaned up their master data and then implemented a global instance of a supplier auditing solution. AGCO ended up selecting procurence, a small but highly capable Polish software supplier. The Procurence Meercat software is highly configurable and allows suppliers’ performance to be evaluated in areas such as collaboration (product innovation); risk, sustainability, delivery, and commercial performance.

The procurence Meercat software was complemented with various integrated third party data providers including a solution from riskmethods for quicker and more comprehensive risk notification. This software was described as “powerful and user friendly.” The solution created a graphical view of the AGCO supply chain across multiple supplier tiers. If a particular supplier’s continued existence becomes questionable, the way that supplier’s components flow to various factories and nodes in the supply chain is graphically illustrated and the appropriate category managers are automatically notified. Or, if there is a problem at a particular port, the components and raw materials that flow through that port to particular factories can be visualized.

The riskmethods Solution

The riskmethods solution was contrasted with only relying on financial reports. Financial reports have value,” Mr. Stone said. But if a company’s balance sheet starts to indicate that supplier is struggling financially, “it is a while before that is picked up by some of the more traditional solutions, as you are likely relying on a quarterly or annual statement.”

In contrast, riskmethods works by continuously monitoring risks identified across more than 300,000 online and social media sources. After using riskmethods, AGCO found two bankruptcies that its other risk management tools absolutely did not report on in a timely manner, but which riskmethods picked up almost instantaneously. In one case, a supplier had been mired in litigation for over a decade. While this company’s financial metrics looked strong, they lost the law suit and filed for bankruptcy. AGCO knew right away that this supplier had lost the suit and began alternative sourcing.

But riskmethods is not solely focused on financial viability, it links to data sources focused on natural hazards, sanctions, macroeconomic and political developments, and corporate social reporting. In another instance, a supplier had major fire that burned down 2 of their warehouses. “This was a major supplier. We knew the same day.” The appropriate global commodity manager was notified and began working the problem.

In implementing the risk methods solution, the purchasing and logistics and material management teams needed to work with the implementation team in order that a component or raw material could be mapped from a supplier location, through trade lanes by carrier, to a particular factory. AGCO has mapped their top Tier 1 suppliers, and is currently doing a criticality analysis to map their risks appropriately down to Tiers 2 and 3.

Mr. Theissen says that AGCO will continue to work to enhance their supplier risk management capabilities. The company wants to develop more predictive analytics so they can discover, for example, whether a decrease in product quality combined with slower deliveries might be “a leading indicator of bigger problems to come.”

Finally, Mr. Theissen is hopeful that the community of current and future riskmethods customers can begin to collaborate on supplier issues more proactively. So, for example, if different customers in the community all are working to comply with e.g. conflict minerals legislations, and one company has vetted an African supplier as using a vetted smelter, other companies in the network won’t have to duplicate that effort. But the benefits of cross-organizational collaboration to better identify and manage supply chain risks go far beyond just compliance to new legislation. It offers a new way of working together to drive supply chain transparency within the entire value chain.

SCRM (Supply Chain Risk Management) is a relatively new supply chain software and content product category based on combining massive third party datasets, with graphical views into a company’s supply base, and role based alerting. The ability to map risks across multiple supplier tiers and trade lanes in near real time, gives companies a powerful new tool to manage their supply chains far more intelligently and proactively.

Best-Cost vs. Least-Cost Sourcing

Logistics Trends | By Adrian Gonzalez • 03/27/2013

The “reshoring” of manufacturing operations from China and elsewhere to the United States continues to make headlines. Back in December 2012, for example, Apple announced that it is investing $100 million to build some of its Mac products in the US. A month later, Walmart announced that it will increase its sourcing of US products by $50 billion over the next 10 years. And earlier this month, the Wall Street Journal published an article about how the toy maker K’Nex has moved most of its manufacturing operations from China to its factory in Pennsylvania.

What are some of the main supply chain factors that are fueling this reshoring trend?

I asked Kevin O’Meara that question last week on Talking Logistics. Kevin is currently the Senior Vice President for Supply Chain Effectiveness at Breakthrough Fuel, but prior to that he was the Senior Director of North America Logistics Operations at Whirlpool, another company that decided to invest in US manufacturing a couple of years ago (see “Whirlpool, On-Shore Production, and Employee Talent”). The short clip below highlights Kevin’s response.

Kevin discusses three factors that are helping to drive the reshoring trend, but the one that caught my attention the most was how companies are shifting their focus from least-cost sourcing to best-cost sourcing. Here is what he said:

[Reshoring] is happening, probably not as much as the hype has been happening, but it’s going on. A couple of things have changed. One is the thought process around best-cost sourcing versus least-cost sourcing. Now that’s a pretty dynamic change in thought process. I think the massive rush to offshore manufacturing was done at a time when people looked at a very small component of the overall supply chain — i.e., the manufacturing portion of it — and they said the cheapest place I can get this done is overseas and off they went. Now it’s much more about what is the most efficient and lowest-cost way I can get a product to market and get it on the shelf available for a consumer to buy it, and that’s best-cost sourcing. That means that some portion of the supply chain may actually have an increase in cost so that another portion can have a decrease in cost and [better] efficiency. So I think that is first and foremost [why reshoring is occurring]. More and more people that I talk to who are in the decision points of these types of things are thinking more about best-cost sourcing rather than least-cost.

I agree that this shift in how companies think about cost is an important factor. But if the best cost isn’t necessarily the lowest cost, then what makes it best?

There are many ways to answer that question — and I discussed some of them last year in “Bring Manufacturing Back to US?” — but at the risk of oversimplifying, here is my quick litmus test: The best cost is the one that enables you to respond faster than the competition to shifts in demand and supply, and also lowers your overall supply chain risk profile.

Best cost, therefore, is proportional to increased responsiveness and reduced risk. Do you agree? Post a comment and share your thoughts.

Also, check out the rest of my conversation with Kevin for additional perspectives on this topic, as well as his thoughts on transportation management, sustainability, social media, and other industry topics. Kevin also wrote an interesting response to my recent posting “Forget Innovation, Just Execute Better” on his blog that’s worth reading.

Finally, if you’re interested in this topic, don’t miss my upcoming Talking Logistics episode with Chris O’Brien, Senior Vice President at C.H. Robinson, where we’ll discuss “Beyond the Calculation: How to Use Total Landed Cost for Supply Chain Benefits” on April 11th at 12 ET.

Guest Commentary: Transportation Sourcing Doesn’t Have to Be a Painful Process

Cloud/Software-as-a-Service | By Christopher Timmer • 01/12/2012

As the economic recovery continues, several things are certain: fuel costs will eventually rise, truck capacity will tighten, trucking fleets will decline, driver availability will be constrained and pricing control will begin to shift away from shippers.

With base rate increases and fuel surcharge fluctuations on the horizon, best-in-class companies understand the need to become carrier friendly and establish strong carrier relationships to mitigate these future challenges.

Since the majority of transportation expenditures are typically incurred through long-term carrier contracts, strategically sourcing transportation services is fundamental to successfully managing supply chain costs. But conducting a freight procurement event has traditionally been a tedious and time-consuming process. Many companies waste valuable time and resources sorting through spreadsheets or complex databases and wading through different bid formats or faxed submissions.

Advancements in technology, particularly the emergence of software-as-a-service (SaaS) e-sourcing procurement platforms, are making transportation sourcing a less painful process. These applications enable companies to source carriers and other transportation providers quickly and easily, even without a transportation management system. They allow companies to solicit and optimize carrier bids, as well as award freight rates and capacity, in an automated, streamlined, and repeatable manner.

So, how can your company streamline its procurement process with technology? Here are 5 reasons to move away from “spreadsheets and fax machines” and utilize technology to manage the entire transportation procurement process:

Efficiency – Streamline and shorten procurement cycles using repeatable and automated processes.
Metrics – Measure the effectiveness of procurement events by evaluating the financial impact of proposed rate changes before business is awarded.
Scalability – Invite all or only a few of your carriers to bid and react faster to changing business conditions.
Consistency – Bids are received in a uniform format from carriers of all sizes and sophistication. Receive faster, more accurate responses.
Cost-effective – Reduce time and cost by sourcing quickly and easily as often as needed. Also, with SaaS-based technology, there is no software to purchase.

Furthermore, companies can evaluate scenarios side-by-side using embedded dashboards, reports and benchmarks to make better award decisions. The simplicity of using web-based applications allows for initial or subsequent RFPs in addition to periodic benchmarking. A SaaS procurement solution also enables companies to:

Quickly solicit and contract rates, capacity and lanes
Monitor event activity in real-time
Run procurement events by lane, region or network – as often as required
Benchmark rates prior to event and during evaluation
Observe how bids are progressing and trending
Receive faster, more accurate responses with a carrier-friendly web app

From seasonal volume profiles to equipment requirements to incumbent carriers to lane-based shipper targets, SaaS-based procurement applications consider key business factors for greater evaluation into market rates. The results not only consider transportation costs, but also include available carrier capacity, carrier risk, and carrier partnerships.

Simply put, SaaS procurement applications enable companies to structure and execute sourcing events online that deliver real, measurable results without the substantial commitment of time, resources and financial investment.

Chris Timmer is Chief Operations Officer at LeanLogistics. Chris is responsible for overall strategy, positioning and growth of the LeanLogistics solutions, including SaaS platform development and deployment and the expansion of the company’s service footprint internationally. Chris has over 20 years of experience in transportation and logistics management and he regularly speaks at industry events and has been recognized as a leader in the SaaS solution space.

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