Supply Professional October 2025

THE PROBLEM SOLVER

Gerald Ford on perseverance, helping others, and loving what you do Local versus global sourcing

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Ethical procurement Supply chain in the C-suite Sustainable manufacturing

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BUILDING THE SUPPLY CHAIN

It seems that the supply chain landscape has changed more this year than in the past decade. Tariffs, until recently a thing of the past, are once again a thing. CUSMA’S future is uncertain, as it comes up for review next year. Trade agreements are realigning, with Prime Minister Mark Carney recently declaring that our “old relationship” with the US “is over.”

That’s unsettling. Yet, it has given us a wake-up call and Canada has worked to deepen ties with other trading partners. We announced a strengthened partnership with the EU last summer. As well, during a recent meeting in Mexico City, Canada and Mexico agreed to deepen economic ties, while reaffirming the importance of the CUSMA deal.

Another important move has been working to relieve long-standing bottlenecks through upgrades to supply chain infrastructure. The $4.6 billion National Trade Corridors Fund (NTCF), for example, helps to fund infrastructure projects across Canada, including airports, ports, railways, road access and others. The $10-million rail siding extension to the Port of Vancouver, for example, will make freight trains and passenger rail to and from the port more reliable.

The Green Shipping Corridor Program (GSCP) provides funding for projects that help establish green shipping corridors and decarbonize the marine sector along the Great Lakes, the St. Lawrence Seaway, as well as Canada’s East and West Coasts. For example, $25 million from the program is going towards the Halifax Port to develop the Halifax-Hamburg green shipping corridor.

These and other projects are necessary upgrades. Growing volumes mean ports, roads, rail, and other infrastructure must keep up. There’s also global pressure to decarbonize, cut transport emissions, and green our shipping corridors. Tariffs and geopolitical unrest mean that we need resilient supply chain infrastructure.

It won’t happen overnight. Meanwhile, supply chain professionals work to prioritize risk by looking at where infrastructure bottlenecks cause delays and raise costs. They can also keep up to date with infrastructure planning and consultations. Look at which projects matter most to your operations, then advocate to see them improved.

Finally, keep on top of digital and technological developments. Going forward, digital tools may integrate with or complement infrastructure upgrades. For example, tools like transportation management systems (TMS) or IoT-enabled sensors can offer updates on location and status of goods. At the same time, Canadian ports may see upgrades like automated terminals, smart gate systems and digital customs platforms become more common. Companies can look to integrate their own technology with these infrastructure upgrades.

Global instability has placed supply chains at a turning point, pushing us to look for improvements to infrastructure and technology as we realign trade arrangements. We must keep up to reap the benefits.

EDITOR MICHAEL POWER 416-441-2085 x7 michael@supplypro.ca

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MICHAEL POWER, Editor

WISHFUL THINKING WHY INFRASTRUCTURE SPENDING WON’T FIX THE ECONOMY

A decade ago, I wrote a book called Stalled – Jump-starting the Canadian Economy. By the way, you can still find it on Amazon, and it is the perfect stocking stuffer! In Stalled, I argued that since approximately the year 2000 there hadn’t been any noticeable growth in the Canadian economy, and unless we changed direction this would continue.

It gives me no pleasure to say that I was 100 per cent correct. I believe that for average Canadians their economic lives are worse today than they were 25 years ago. Now I do have to stipulate something important: Your standard of living and quality of life aren’t everything. We do not live by bread alone. But they aren’t nothing, either.

INCOME GROWTH

Now that the shameless self-promotion is well behind us, I can get to the gist of this column. The 1950s and 60s were decades of spectacular economic growth. Real income grew annually by about five per cent. Consider how powerful this was. Imagine that your current salary is frozen, but everything you buy would be five per cent cheaper in 2026, then five per cent cheaper the year after that, then another five per cent cheaper, and so on. The tide was rising, and all boats were being lifted higher. During those two decades there was a great deal of infrastructure spending in North America. Let’s use the building of Toronto’s subway system as an example. Construction began in 1949 and by 1954, the city’s Line One ran from Eglinton Subway Station to Union Station. This unquestionably facilitated growth and efficiency. There

were skilled and talented people that lived at Yonge and Eglinton who logistically couldn’t find a way to get downtown, so they had to settle for work that was less value-added but more accessible. The subway changed that.

And here’s where so many people get infrastructure wrong. It was not the spending on the subway that super-charged Toronto’s economy. It was the result of the spending. This is a critical distinction. Unemployment currently stands at 7.1 per cent and an even bleaker statistic is that Canada’s participation rate is 65 per cent. What it means is that one-third of working-age Canadians are neither working nor actively seeking work. It is true that a number of young people are in school, upgrading their skills, but there is also a distressingly high number of young men in particular spending their days in their parents’ basement, playing video games.

It seems that the federal government’s plan to turn the economy around is based, and I’m going to say almost entirely, on infrastructure spending. I tracked this expenditure over the past decade, and it has grown by about eight per cent annually. Over that same time period, the economy grew at two per cent, according to official statistics which by the way are inaccurate, and here’s why.

In an agricultural or manufacturing based economy, you can get an accurate handle on productivity and economic growth. Last year we harvested 1,000 bushels of wheat and this year we increased it to 1,060. Last year we produced 200 widgets and this year we made 212. We can agree that the econo-

my grew in real terms by six per cent. But there’s a very different calculus in a service-based economy.

My full-time vocation is that of a tenured professor at George Brown College. My contribution to GDP is measured by what I’m paid. This past year I received a wage increase of approximately three per cent. For the purposes of calculating GDP, this means I’ve contributed three per cent more to the economy than the year before. But that makes no sense. If I’m doing the same work, teaching the same number of sections and students, then this should be correctly understood as inflation.

INFRASTRUCTURE SPENDING

I digress. We have empirical data to tell us how ineffective that spending on infrastructure was in driving real economic growth. Look at the past decade. I’ll beat you to the punch before you accuse me of being simplistic. There could be a myriad of other factors that explain anemic growth and perhaps had the spending on infrastructure not been as high as it was, things would have been a heck of a lot worse.

What will all the future spending on infrastructure accomplish? In the short term, it will be positive for employment. Almost certainly the cohort of individuals that will benefit most will be labourers, which means the money will be put in the hands of the “middle class” rather that flowing to millionaires and billionaires. But once that spending is done, the longer-term implications are not quite so rosy. Canada will have an even bigger federal deficit to

“We have empirical data to tell us

how ineffective that spending on infrastructure was in driving real economic growth. Look at the past decade.”

deal with, which means higher interest payments for years to come. To think that the proposed infrastructure spending will be a panacea for the Canadian economy is simply wishful thinking. SP

Toronto-based Michael Hlinka is a tenured professor at George Brown College. His website is www. michaelhlinka.com

THE STRATEGY OF SITCOMS WHAT POP CULTURE TEACHES US ABOUT NEGOTIATIONS

I could list tips and tricks I’ve learned in my two decades in supply chain management, but that would be boring. A simple web search can provide lots of information and tips. Still, I do encourage you to ask an AI chatbot ‘what is negotiation?’ as the answer is robust. Instead, let’s take a more fun approach and look at popular culture and negotiations.

In the Netflix comedy Happy Gilmore 2, a rival offers Happy, the main character, 10 per cent of a company, but Happy replies with a robust “Hell no!” This shows that understanding the motivations of the other party is paramount. Figure out what the non-negotiables are. During business negotiations, understanding the macro- and micro-economic factors for your supplier will provide clear direction and enhance your negotiations.

Of course, you must understand your internal stakeholders’ requirements, spend data and other financials, capabilities, incumbent suppliers’ history, category and supplier pain points, marketplace, must-haves versus nice-to-haves, and the desired outcomes. Pay attention to cues like averting gaze, squirming, long pauses, body language and posture. Don’t forget, it’s a person across from you, not a robot. At least not yet.

IMPORTANCE OF RESEARCH

In the second episode of the AppleTV comedy-drama Your Friends And Neighbors, the main character sells a very expensive (and stolen) watch to a pawnbroker. He doesn’t know the value it would fetch in the second-hand market so is asking for retail pricing. He doesn’t get what he expects and hops for,

because the pawnbroker knows he’s not in this market.

This exchange shows the dynamic between buyer and seller. Both must understand the hidden drivers behind each party’s desired outcome. Bottom line, do your research. Don’t approach the negotiations with pre-conceived notions, and don’t just listen, actively listen. Particularly with the current trade and tariff impacts, negotiations must be agile, flexible, and mutually beneficial.

Netflix’s romantic comedy series Nobody Wants This has a funny story about meeting a ‘hostage negotiator’ and a technique called mirroring. Not to oversimplify, but often, talking less, and asking and listening more, can be an effective starting point in any negotiation. Asking and listening can yield unexpected, positive results. Often, a simple question, such as “how’s business?” or “if you land this account, where would it fall in your customer bases in terms of revenue, top 10, top five, top three?” might gain you invaluable insight and information. All those insights and information will help you and your team to shape your negotiations.

In the follow-up show to Sex and The City, called And Just Like That, the main character (Carrie) offers advice to her friend with the adage “Well, if you don’t ask, you don’t get.” The point here is, just that – ask! Ask for the must-haves. But ask for the nice-to-haves and the stretch goals. Because, you won’t know unless you ask and have those candid discussions with your supplier partners. Having bilateral, open, and candid communication often leads to a successful

negotiation. Additionally, keep your skill set updated: attend trade shows, seminars, webinars, classes, read industry publications and books (The Art and Science of Negotiation, Negotiation Analysis), and leverage your network.

LEVERAGE

Another example comes from the classic movie, The Godfather, the often-quoted line “I’ll make him an offer he can’t refuse.” In the business world we would never resort to such a tactic, but the stratagem holds: know your position, your leverage and levers, your bargaining chips, and your non-negotiables. More important, try to anticipate and determine the other party’s non-negotiables.

In business school, for our labour relations course, we had a mock negotiation whereby half the class – about 20 students – represented management and the other half represented the union. Each group went to separate rooms and received a sealed envelope, which had parameters, background of the mock situation, and objectives and desired outcomes. Each group had 20 minutes to devise a strategy.

I was in the management group. Our strategy was to present our opening offer, listen, ask questions, and then listen some more. All with the goal to determine the union group’s non-negotiables. We knew ours as spelled out in our package, so it would stand to reason that the other group’s package would have spelled out theirs.

Once time was up (30 minutes, 10 minutes to debrief and discuss as a class), both groups told the professor the outcome of the ‘col-

“Particularly with the current trade and tariff impacts, negotiations must be agile, flexible, and mutually beneficial.”

lective bargaining.’ He said that in all his years of running the mock labour dispute, he’d never seen such a lopsided outcome in favour of management. Not only did we achieve all our assigned non-negotiables, but we were able to negotiate into the ‘contract’ a lot of our assigned nice-to-have items, and even our assigned stretch targets.

The reason was, we figured out the other side’s non-negotiables, while they were focused on trying to get as many concessions as possible with their non-negotiables as outlined in their package.

For another example, please see my LinkedIn post for “Top 3 Supply Chain Lessons I learned from Star Wars – A New Hope.”

Like any business skill, negotiation skills can be honed over time with training and experience.

Thoughts on this? Email me at sohailbhattimba@gmail.com. SP

Sohail Bhatti is director, SCM development and property sourcing at Chartwell.

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DECARBONIZING LOGISTICS THE GLOBAL PUSH FOR GREENER TRANSPORT

Decarbonizing means switching from burning fossil fuels like oil, coal, or natural gas, to carbon-free, renewable sources of energy, to prevent further impact on our climate, rising temperatures, extreme weather, and the collapse of the earth’s fragile ecosystem. Where do our greenhouse emissions come from? Electricity and heat production are the largest contributors, followed by transport, industrial activity and manufacturing, construction, and agriculture. It’s not uniform everywhere though. In the US, transport is a larger contributor than the global average, whereas in Brazil, most emissions

come from agriculture and land use change. In China it’s mostly from power generation, vehicles and machines. While China is still the world’s factory, in India, its aspiring competitor, one-third of emissions come from coal-fired power plants.

In Canada, the latest statistics available reveal that oil and gas accounts for the largest part of greenhouse gas emissions (28 per cent), followed by transportation (22 per cent), buildings (13 per cent), industry (11 per cent), agriculture (10 per cent), electricity (7.7 per cent), waste and others (seven per cent).

In the US, transportation accounts for the largest portion of greenhouse gas emissions (28 per cent), followed by electricity generation and industry. The breakdown for the US transportation sector is interesting: light-duty vehicles represented 57 per cent, medium and heavy-duty trucks 23 per cent, aircraft 9 per cent, ships and boats three per cent, rail two per cent and others, whatever they may be, six per cent. A similar breakdown for Canada is not available, but we know our emissions come primarily from road transportation, and our trends mirror those south of the border, since our geographies are quite similar.

CLEANER TRUCKING

How to decarbonize trucking? The accepted solutions are to improve vehicle and fleet efficiency and transition to clean fuel and zero-emissions technologies. Efficiencies come from improved truck maintenance, optimizing load factors and fleet management. Using cleaner fuels refers to bio-based renewable diesel, like fuel produced from vegetable oils, animal fats or recycled cooking oil, while hydrogen and ammonia have potential. As to zero-emission technologies, they refer to electric vehicles, especially for high-density routes but require further innovations in battery technology and investments in charging infrastructure along truck routes. This takes us to the next step, contradictory to the spirit of our time: we need governments to lead the way, as infrastructure investments for charging stations are crucial to incentivize the trucking industry to shift from diesel to electric vehicles. An example of positive government action is a program launched by Transport Canada in 2022: the Incentives for Medium and Heavy-Duty Zero-Emission Vehicles (IMHZEV) program. It provides up to $200,000 for the purchase or lease (12 months or more) of qualified vehicles. There are also funds available to retrofit existing large trucks. We also have the Clean Fuel Regulations (CFR) incentives for the development of clean fuels, technologies and processes, whose goal is to significantly reduce pollution by making the fuels we use cleaner over time. The CFRs require gasoline and diesel suppliers to gradually reduce the carbon intensity of their fuels, decreasing it by 15 per cent by 2023.

A key to successful decarbonization of trucking in Canada will be bilateral cooperation with the US, including safety standards and regulatory harmonization, since our economies are closely integrated, though this may change if tariffs continue. In the US, there is also the so-called ‘’One Big Beautiful Bill Act’’ of July 4, which ends federal tax credits for EVs, eliminates zero-emission vehicle credits for manufacturers and ends fines for companies failing to meet average fuel economy

standards. Bilateral cooperation and harmonization between our two countries will not be easy.

Our railways on their side have developed a road map to rail decarbonization based on emerging low-carbon technologies and a trajectory to net zero unfolding in three waves: efficiency improvements, low-carbon fuels, and alternative propulsion. The latter refers to implementing alternative railway power supply systems, like the use of fuel cells, where hydrogen and oxygen combine to generate electricity. This remains years away from safe, full commercial viability though.

“Canadian port authorities are reducing carbon emissions by electrifying port operations and making it possible for ships to use shore power.”

and biofuels for port equipment.

On the seas, a different story is developing: the UN maritime branch, the London-headquartered International Maritime Organization, aims to introduce a net-zero framework to curb greenhouse gas emissions for the maritime sector, with fuel standards and levies on ships that fail to meet targets.

Port-side, looking at marine and inland waterways, Canadian port authorities are reducing carbon emissions by electrifying port operations and making it possible for ships to use shore power, instead of their diesel engines, to generate power when docked. This process called “cold ironing,” can save up to 30 per cent of carbon emissions. There is also increased use of low or zero-emission fuels like hydrogen 25_008969_Supply_Professional_OCT_CN

At the IMO’s Marine Environment Protection Committee’s last meeting in April, 63 member states including the UK, the European Union, Brazil, China, various countries in Southeast Asia, Latin America, and Africa, including South Africa, backed

the framework. Alas, 16 countries opposed, including the US, Russia, Saudi Arabia, and Iran. US negotiators even walked out of the talks, as they felt the measure would unfairly harm US maritime interests, branding it a “carbon tax on Americans.”

Environmental NGOs have condemned the US position, warning that further delays in regulating marine fuel emissions risk undermining the sector’s ability of meet climate targets. The US has since gone further, publicly threatening to take measures, including tariffs, and retaliate against countries that support the IMO Net-Zero Emissions Plan. Therefore, it’s not the end of the story on the high seas.

LOOK UP

In the air, all eyes are on Sustainable Aviation Fuel (SAF), an alternative aviation fuel derived from non-oil renewable sources like cooking oil or agricultural waste. It significantly reduces greenhouse gas emissions compared to traditional jet fuel, making it a good tool to

decarbonize the industry. The main challenge faced by SAF is its high production cost: it can be 10 times more costly, though as production increases and technologies improve, the gap will narrow. The second challenge, due to its cost, is its limited availability. The third issue is it competes with agriculture for food production and land-use.

Ultimately, the success of these initiatives may depend on market forces, on what customers want and on the law of supply and demand. SP

Christian Sivière is president at Solimpex.

BY MICHAEL POWER

MOTIVATED TO HELP GERALD FORD ON WORKING TO HELP

OTHERS SUCCEED

Gerald Ford’s decades-long career has been one full of diversity, change, and crossroads. Early on, for instance, he considered working in either HR or purchasing. Ultimately, he decided on the latter option.

That decision led to a protracted and varied career in the field. Ford now works with multiple companies, including QCsolver, which helps with managing suppliers. The company offers a way to track suppliers with various services, including a supplier control panel. They offer an independent third-party verification of the supplier data with a strategy for an implementation process. Another of his companies is Cambridge Solutions Inc., which provides services including project management, ERP software selection and implementation, along with procurement consulting, among others.

“Back then, and still now, people don’t say, ‘I want to grow up and be a purchasing agent,’” says Ford. “I just liked the variety, and I liked the challenge. I’m really good at numbers and figuring stuff out. I like talking to people, so I ticked all the boxes. Everybody laughs about, ‘well you fell into purchasing.’

But I really fell into purchasing. It wasn’t a master plan or anything. It just sort of happened. And it allowed me to continue to learn

and get exposed to new things. The variety of people was always interesting. This is why I’m still doing it. I still love what I do. That’s not going to change. I love solving problems, and purchasing is about solving problems.”

THE UNICORN

Ford notes that people have described him as a ‘unicorn’ in terms of what he does for a living. It’s not easy to describe, he says. He’s also worked for several companies over his decades-long purchasing career, weaving in his own projects and starting his own companies along the way.

His involvement with the field began early. Ford was born in Kirkland Lake in Northern Ontario and grew up in Haileybury, now renamed Temiskaming Shores. After university, the Cambridge, Ontario-based Ford landed a job as a shipper-receiver for a small electronics firm. Before long, he moved up to purchasing agent at the company.

At the same time, he started studying at Conestoga College in Cambridge and working at the University of Waterloo as a buyer while also going to school at Wilfred Laurier. Shortly after, he applied to a director position at the City of Cambridge.

“I applied and people said, ‘you’re not going to get it.’ I said ‘well, if you don’t apply, you’re not going to get it,’” Ford says. “So, I applied anyhow. I was the youngest of 220 applicants and I got the job. I was there for four years, so my responsibilities were all the purchasing, inventory, warehousing, real estate – all that stuff.”

Yet Ford considers himself someone who, after fixing or improving things, likes to move on to a new challenge. Before long he got a new job at IBM Canada as a demand planning advisory analyst, with responsibility for forecasting. Although he had no experience in that specific field, he learned on the job quickly and worked at the company from 1988 to 1993.

“They were offering a package to leave, and I was commuting from Cambridge to Markham every day, so I said, ‘pick me, pick me!’” Ford says with a laugh. “I was tired of commuting. They had to get special consideration to let me go, because they didn’t want me to go. I had to actually negotiate leaving. I wanted the severance package; I just didn’t want to quit.”

From there, Ford started Cambridge Solutions, the first company he founded. He also owns another company called Sustento Collaborative Hub Inc. in 2012, which works to connect people to promote and leverage their skills, talent, and resources. The company focuses on supply chain, processes, distribution, education, and construction.

“I like something new, something challenging, something I’ve never done before but I believe I have the aptitude to do,” he notes.

That drive pushed Ford into teaching, which he started as a side career in 1984 at Conestoga College while working for the City of Cambridge. Ford taught about 35 different courses there, including supply chain, as well as all eight of the required courses for the Ontario Management Development Program (OMDP). He also instructed students in HR, business, consulting, and multiple courses related to IT, which has long been one of his passions. He ended his time there in 2018, when he became too busy to continue.

Yet Ford still spends a lot of time mentoring procurement professionals. He speaks to them about job hunting, how to network, communication skills, and so on.

A WINDING PATH

The road to creating his current companies, QCsolver and Cambridge Solutions, were meandering. While working for the software company OpenText as their national supply chain manager from 2001 to 2006, Ford created a database for managing contracts. He had also previously worked with PMAC, the purchasing

association, with their contracts and membership database. This, Ford says, was the first iteration of the two companies.

Yet QCsolver was often a side project, he says, with his focus often more on Cambridge Solutions. That company has completed nine ERP installations. He also spent time working for Kinetic GPO, a group purchasing organization that hired him in 2023. He still works there as Canadian analytic and strategic advisor on a part-time, contract basis.

“It’s been an evolutionary thing,” he says. “My main role right now is president of QCsolver. I mostly soundboard or talk to clients about the challenges they have and how we can improve.”

Ford studied at Western University, intent on becoming a history teacher after graduation. Yet a lack of jobs forced him towards other options. He took courses at Conestoga College in supply chain, and also got a diploma in business administration from Wilfred Laurier Uni-

versity. By 1986, he had earned his designation from the Purchasing Management Association of Canada (PMAC).

“At one time, I was considering whether I was going to the HR side or a purchasing side,” he says. “I decided I was going to do the purchasing side more than anything else. But I still utilized the HR skills in the purchasing role.”

Compared to the myriad roles he’s had in purchasing, procurement, and related fields, Ford says he now has a very “toned-down” workday. He has an excellent staff that run his day-to-day operations, he notes, including several update sessions each week to go over what the day-to-day challenges are, what modules or other tasks are planned, and so on.

Ford spends much of his day doing outreach to clients, potential clients, and others. That outreach has become more important since he’s switched into a more sales-oriented position. He spends much of that time mentoring, which takes up several hours in his work week.

“I’ll spend some time going over what we do at QCsolver, what they can do operationally to make them much better at what they do,” Ford says. “I offer that willingly. It’s not that I’m charging for it. It’s just that what motivates me is being able to help people and say I made a difference.”

Among his career highlights, Ford notes his stint at IBM as the time he enjoyed. That was also his last full-time, traditional job. His efforts there won Ford an Administrative Achievement Award, a prestigious accolade within the company.

Another memorable highlight was recognizing the importance of attracting students to supply chain programs, Ford says. He reached

out to contacts from China to create an educational program in a high school in that country. Ford flew to China in February and had secured a memorandum of understanding signed by Conestoga College and the Chinese Ministry of Education by the end of March. They got the curriculum designed, had the students set up, and were operational and ready to start by that September.

Another highlight came when Ford installed an ERP system for a distribution company he was working for. His team did so on time, on budget, and in five locations across Canada. From there, a sister company in the US asked for help in a similar process, which Ford and his team was also able to do. While that project was a lot of work, Ford remains proud of the accomplishment.

Ford’s long career has also led to him receiving several awards from industry organizations and the companies he’s worked for. That includes the Twenty-Five Year Award, Award of Excellence, Certificate of Merit, and the Award of Merit from PMAC. He is also an Honorary Life Member of NISCL.

He received the 35 Year Volunteer Service Award from the Government of Ontario for his four decades of volunteering in the industry, as well as another 15 years he spent volunteering with a softball organization.

In talking about challenges facing supply chain professionals today, Ford notes that many in the field have become restricted and tend to reluctantly accept things the way they are. Seeking improvements remains a rare undertaking.

“They’re not risk takers,” he says of the industry’s professionals. “They’re there to keep organizations from entering into risk. Anything new is going to be risky. The fact that they’re not having enough people and don’t have the budgets and have a higher workload is forcing some of them to accept the fact that they need to do something differently.”

This isn’t just a Canada-bred cautiousness, Ford says. He’s spent time mentoring professionals in far-away countries like Cameroon and Ethiopia, as well as many new Canadians. Often, he says, the attitude is similar.

“I think it’s just the temperament of people in supply chain,” he notes. “They’re just not open to new, which is why a lot of times it’s the accounting or the sales or engineering department that’s forcing this. And a lot of purchasing defer to the other departments. In a lot of organizations, purchasing is a secondary role. You can complain about it all you want, but it’s much harder to actually make a difference or change.”

Ford advises taking a long-term approach to dealing with the tariffs that the US has imposed on Canada, among other countries.

“I still love what I do. That’s not going to change. I love solving problems, and purchasing is about solving problems.”

Long-term effects are potentially more damaging than whatever happens in the short term. In some ways, Ford adds, the US imposing those tariffs on Canada has been a “wake-up call” for the country.

“In purchasing we talk about single source,” he says. “Well, we had basically a single source and we basically ignored everybody else out there. And then, all of a sudden, when the United States raises its head and says, ‘I want to protect what’s going on,’ people panicked. But then, those who are opportunistic will see other markets and other ways of making money.”

A third challenge within the field that Ford notes comes from artificial intelligence (AI). Many of the technology’s newer functions, related to facility management and scheduling for example, are impressive. And any purchasing professional still acting simply as a ‘paper processor’ should be worried. Yet, like any changes that cause a crisis, the technology also offers opportunities. Rather than taking hours to complete an RFP, AI can now draft documents almost immediately.

“I ran AI through one of my contracts just to see what it was doing and realized that there were some clauses that I should update,” Ford says. “So, I took the input from AI and figured out what I need to do. But you need to have that background knowledge because if you turned around and put two-plus-two into AI and it gives you five, well you and I know that’s not five. But somebody who just trusts AI will say, well it says it’s five so it must be five.”

A question that people ask Ford regularly is, ‘when do you plan to retire?’ His answer is simple: never. In the future, he says, he may decide to switch his attention from QCsolver to Cambridge Solutions, his other company. He may also spend more time volunteering with various organizations. Many of them need someone to act as a mentor or coach, he points out.

A shorter-term goal for Ford and QCsolver is developing Quick Quotes, a self-sufficient module the company offers. Through the module, organizations can delegate certain roles to QCsolver, which sources talent in the form of a student who has completed his or her first year in the supply chain program at a local college. That person then works on processing

quotes that the client company doesn’t have the time to do itself.

This process helps to train the workforce of tomorrow, Ford says. It also helps those who might not otherwise have a chance to earn experience in the field.

“I’ve got 20 people that have worked for me over the years that have done extremely well, like, they’re now at director or manager level, and they’re implementing software across the world,” he says. “They needed a chance, and I don’t mind providing that chance. I think that’s where I want to spend the next couple of years.”

Ford counts his years coaching softball as a pastime of which he’s most proud. He once had multiple hobbies, including fishing, golfing, along with stamp and coin collecting. But given his personality and approach to life, he tends not to stay with pastimes for long. These days, Ford considers work his hobby.

“People don’t understand that, but I love the challenge,” he says. “They approach me and say, ‘I’ve got this new idea.’ I say ‘OK, I’m in. Let have a meeting about it.”

OTHER AREAS

In terms of advice for supply chain, procurement and purchasing professionals, Ford councils that having an enormous amount of knowledge in a single area isn’t actually great for most professionals. Those who want to continue in the field must stay open to new concepts and ideas, he says. Move among departments within an organization, for example, to learn about and appreciate those areas.

“Spend some time in accounting and sales and all the rest to understand them,” Ford says. “You need to know how the operation works and you need to be able to figure out the DNA of the other groups and be part of them, so you’re not seen as an outsider. Realistically, purchasing has a huge role.”

Finally, Ford adds a simple piece of advice for anyone looking for success: “if I can do it, so can you.” He attended a small high school in Northern Ontario with 100 students and his situation growing up wasn’t particularly easy. After entering the job market, things remained tough, and Ford struggled to find the right positions. But he was able to do so over time. With the right approach, others can too.

“It was just perseverance,” he says. “I have a binder of rejection letters I keep. I’ve been rejected by some of the best companies in Canada. I applied at The Co-operators three times and ended up working for them for 30 months and OpenText three times and I ended up working for them. Anybody can do it if you want to make a difference.” SP

DISCOVER LASTING COMFORT FOR EVERY COMMERCIAL SPACE

In an era where the outdoor environment has become as essential as the indoor experience, businesses and public institutions alike are investing in thoughtful design to elevate comfort, foster community, and reflect a commitment to sustainability. Whether it’s the relaxed setting of a boutique hotel’s poolside lounge, the gathering spaces of a city park, or the welcoming entryway of a healthcare facility, the right outdoor furniture doesn’t just complete a space, it transforms it.

For over 30 years, C.R. Plastic Products has been at the forefront of this transformation. Our legacy is rooted in crafting sustainable, high-performance outdoor furniture proudly Made in Canada from up to 100% recycled plastic. With durability, accessibility, and aesthetics at the heart of every piece, we support partners across hospitality, healthcare, recreation, and education.

COMFORT MEETS DURABILITY

Commercial spaces demand furniture that withstands heavy use and changing weather without losing style or appeal. Built with premium, low-maintenance recycled plastic, every piece resists the elements while maintaining its appearance and integrity. Thoughtful proportions, smooth edges, and tailored finishes invite guests to settle in, while inclusive features ensure everyone feels welcome.

SUSTAINABLE BY DESIGN

Throughout every collection and category, sustainability is more than a trend — it’s a guiding principle. Proudly made in Canada and crafted from recycled HDPE plastic, C.R. Plastic Products is committed to using environmentally responsible materials and processes that reduce waste and maximize product longevity.

By choosing our furniture, businesses and institutions are making a long-term investment not only in quality and comfort, but in the health of the planet as well.

BUILT FOR EVERY INDUSTRY

HOSPITALITY THAT LEAVES A LASTING IMPRESSION

Now more than ever, hospitality settings must offer more than just a place to sit, they must deliver a memorable experience. Our outdoor furniture helps hotels, resorts, and restaurants do just that. Picture a rooftop bar with sleek pub-height tables and cozy lounge chairs, or a poolside retreat lined with stylish chaises. From elegant dining sets to casual seating that sparks conversation under the stars, our furniture inspires relaxation, encourages socialization, and keeps guests coming back.

DESIGNED FOR THE GREEN

Outdoor areas are as critical as the fairways themselves. Our rugged yet refined collections enhance patios, terraces, and clubhouse lounges where members gather before or after a round. From shaded lunch spots to sunset lounges, we provide the finishing touch to make clubs feel both inviting and prestigious.

BUILDING COMMUNITY IN PUBLIC SPACES

Parks, municipal properties, and schools need furniture that’s safe, durable, and inclusive. From wheelchair-accessible picnic

tables to benches and versatile seating, our products are built for daily use. Sturdy construction, easy maintenance, and timeless design ensure they serve diverse communities year after year.

ENHANCING COMFORT IN HEALTHCARE SPACES

In healthcare and long-term care, outdoor furniture must support well-being and accessibility without feeling institutional. Our designs provide welcoming spaces where patients, families, and staff can pause, connect, and find moments of peace.

ABOVE: Commercial installation, Canada’s Wonderland, Vaughan, ON

LASTING COMFORT, TRUSTED PERFORMANCE

Across every industry — from hospitality and healthcare, to recreation and education — we remain committed to crafting outdoor furniture that empowers businesses and communities to create inviting, inclusive, and enduring spaces.

Lasting comfort isn’t a luxury. It’s a promise we deliver, one piece at a time. Discover the difference that over three decades of C.R. Plastic Products expertise can make.

Explore our collections and start building your perfect outdoor space today. crpproducts.com/commercial

ABOVE: Municipal installation, Stratford, ON

BY KARELIA SARAVIA

LOCAL VERSUS GLOBAL SOURCING NAVIGATING

RISK THROUGH STRATEGIC

BALANCE

In today’s volatile global landscape, building a resilient purchasing commodity strategy requires more than just cost optimization. It demands alignment with broader business goals, scenario planning, and a deep understanding of supply chain dynamics.

Before crafting any sourcing strategy, procurement leaders must ask themselves, ‘what is our company trying to achieve? Are we aiming to grow revenue, diversify our portfolio, or expand into new markets?’ The answers to these questions shape everything, from supplier selection to capacity planning.

Equally important is understanding the maturity of the product. Is it in a growth phase, plateauing, or declining?

For example, in the automotive sector, supplier dynamics are increasingly shaped by the growth segmentation of specific commodity groups. Interiors, electronics, and batteries are surging ahead, fuelled by electrification and digital integration. Meanwhile, components like suspension, transmission and seats remain steady, while ICE and exhaust systems face a gradual decline as OEMs pivot toward zero-emission platforms.

These insights help purchasing teams tailor strategies that address key questions: Should we consolidate or expand our supplier network?

Are our volumes increasing, stable, or shrinking? Do we have the right supply base to support diversification?

Are we overly reliant on any single supplier or region?

Are our suppliers aligned with our long-term innovation roadmap?

How exposed are we to geopolitical or regulatory risks in our current supply base?

Do we need supplier partnerships that can help us differentiate our products?

How resilient is our supply chain to demand fluctuations or disruptions?

To advance the company’s vision, a commodity strategy should be anchored in a well-defined framework that reflects core business goals and product lifecycle stages. It should also allow the agility to adapt as market conditions evolve.

FLEXIBILITY AND SCENARIO PLANNING

Recent disruptions, such as COVID-19, the Russia-Ukraine war, Suez Canal blockage, and shifting US tariffs, have highlighted the importance of embedding flexibility into procurement strategies. For example, companies that sourced heavily from China to reduce costs, without developing alternate local or regional suppliers, now face significant exposure. Those that anticipated such risks are better positioned to react on time.

In the automotive sector, onboarding a new supplier can take 12-to-18 months, with PPAP cycles alone adding up to nine months. Without pre-planned alternatives, response time is too slow to act effectively on sudden disruptions.

Rigid strategies that are focused solely on tangible outcomes often overlook the importance

of scenario planning. In an era in which risk is no longer a niche concern, but rather a daily reality, incorporating what-if scenarios into sourcing decisions is essential.

A systematic and proactive analysis of these scenarios will allow procurement teams to anticipate possible outcomes and solutions and integrate them into their commodity strategies. This includes implementing alternative and dual sourcing for critical materials, internalizing key processes, identifying backup logistics routes, accelerating new supplier development, increasing safety stock, and strengthening supplier relationships, among others. These tactics enhance agility and reduce exposure to geopolitical and supply chain volatility.

The financial consequences of supply chain disruptions are far from trivial. As highlighted by McKinsey Global Institute, companies can expect to lose nearly 45 per cent of one year’s EBITDA over a decade due to recurring disruptions. This estimate, based on probabilities and industry data, reflects a seven-percentage-point average decline. This underscores the strategic importance of upstream alignment and risk management.

To support this dynamic process, organizations should empower their procurement teams with advanced tools and technologies. Capabilities like supplier mapping and AI-driven analytics can forecast emerging trends, simulate potential disruptions, and deliver actionable insights that strengthen strategic decision-making.

Karelia Saravia is a global purchasing executive with over 20 years of experience in the automotive industry. Her expertise spans strategic sourcing, supplier development, and risk mitigation across global markets.

Embedding risk management into commodity strategy sessions helps procurement teams stay proactive and focused. Even without advanced tools, a simple matrix – categorizing risks and mapping them by impact and likelihood – can guide prioritization.

The goal isn’t to chase every possible threat, but to act on what’s relevant and actionable. Look for strategic overlaps: one decision that mitigates multiple risks or aligns with long-term goals.

For instance, rather than developing a new local supplier in India to bypass import restrictions on a China-sourced commodity and mitigate that geopolitical risk, a global firm could pivot to an established partner in South Korea. This takes advantage of a free trade agreement while advancing the company’s global procurement consolidation strategy.

SUPPLIER RELATIONSHIPS

As sourcing shifted to low-cost regions, many companies scaled back business with local suppliers. This weakened long-standing relationships. Rebuilding these connections is now essential. When the macroenvironment drives business towards localization, suppliers prioritize partners they’re engaged with, not those that left years ago.

Recent US tariffs have prompted companies to reconsider domestic suppliers previously viewed as non-strategic. A cost-only commodity strategy might have cut ties entirely, but a more balanced approach would have maintained a certain threshold volume to preserve the local source and the relationship, ensuring agility and supplier engagement when conditions change.

“To advance the company’s vision, a commodity strategy should be anchored in a welldefined framework that reflects core business goals and product lifecycle stages.”

CUSTOMER STRATEGY AND UPSTREAM ALIGNMENT

As sustainability and social responsibility become central to corporate strategy, customers are increasingly setting compliance benchmarks for their suppliers – targeting specific goals related to emissions, conflict minerals, labour practices, diversity, and more.

Procurement teams should align closely with sales and engineering departments by fostering collaboration to gather customer insights and ensure commodity strategies support broader business objectives.

On the other hand, some customers adopt their own interpretation of supply chain risk and unilaterally impose changes on suppliers’ sourcing strategies based on what they perceive as optimal. While these directives are often positioned as efforts to enhance resiliency, they can limit organizations from sourcing materials in regions that fully comply with established and lawful ESG frameworks. Rather than encouraging dialogue and collaborative risk management, such man-

dates are frequently rooted in partial or oversimplified assessments. From experience, these well-intentioned restrictions often create more operational complexity than they resolve.

THE LIMITS OF LOCAL

Flexibility has its limits. In some regions, supplier ecosystems are underdeveloped due to low volumes, lack of technology, poor infrastructure, high absenteeism, or limited raw material availability, which make these sources uncompetitive. In these cases, even the most agile strategy can’t overcome structural limitations. Cost, competitive advantages and economies of scale still matter, and are still a driving force for procurement.

When dealing with bulky or heavy products, freight costs often become a major factor in pricing. In these scenarios, a “local-for-local” strategy typically proves more efficient. Supply chains are usually shorter and positioned near the manufacturing site, enabling a leaner, just-in-time delivery model that minimizes delays and reduces logistical overhead.

For smaller, lightweight goods where freight isn’t a major cost driver, global sourcing often remains more economical. In my experience, price gaps of up to 40 per cent between Chinese- and Western-made goods are common. Even with substantial tariffs, the difference often remains large enough to justify sourcing internationally. Notably, many Chinese suppliers have responded to tariff pressures by adjusting their pricing. This has unlocked savings that were previously off the table.

Despite this, it’s common for regional leaders wanting to prioritize local suppliers, even when it leads to higher costs or operational inefficiencies. Such decisions underscore the importance of realistic risk management. Mitigation, rather than elimination, is often the more sustainable path.

This illustrates why a “one-size-fits-all” approach is rarely effective. Procurement teams must understand their product, their supply chain down to the Tier-n level, including market dynamics, cost benchmarks at the raw material and operating levels, and the region’s technological maturity.

THE ULTIMATE TAKEAWAY

Globalization isn’t ending, it’s evolving. A balanced approach where global and local suppliers coexist is key. The core message is clear: organizations must prioritize agility and preparedness. Whether facing geopolitical shifts, trade disputes, or climate events, the more thought and anticipation invested in scenario planning, the stronger the commodity strategy framework becomes. From this framework, companies can make informed decisions, building robust business continuity plans and position organizations to thrive, not just survive, in uncertain times. SP

FROM INSIGHT TO IMPACT

SPEAKING THE C-SUITE’S

LANGUAGE

TO TELL YOUR STORY

Canada stands at a pivotal crossroads. Trade flows are being redrawn, tariffs are reshaping cost structures, and the combined weight of geopolitical uncertainty, climate disruptions, and economic volatility is testing organizational resilience like never before. In this reality, supply chain and procurement are not back-office functions – they are strategic imperatives that determine whether an organization thrives or falls behind.

And yet, despite this reality, one question continues to echo among supply chain and procurement leaders: why are we still rarely invited to the C-suite table?

The issue is not competence. Every day, supply chain decisions shape margins, secure operations, and define organizational agility. The challenge lies in translation. Too often, the real impact of supply chain accomplishments remains unnoticed because it is not communicated in terms that resonate with CEOs and boards.

Consider a common example: “We saved 34 per cent on a contract.” While accurate, this state-

ment lands as tactical. To a CEO, percentages mean little unless they are connected directly to profitability, EBITDA, or shareholder value. By reframing the same achievement in financial terms that clearly connect to the organization’s strategic outcomes, the conversation shifts. What once sounded like operational efficiency now reads as leadership driving enterprise growth.

This simple shift in language unlocks something far greater. When applied not only to cost savings, but also to every risk mitigated, every innovation introduced, every partnership strengthened, supply chain leaders begin to reposition themselves. The narrative evolves from tactical execution to strategic leadership – from reporting on transactions to shaping the organization’s future.

This reframing is not just a matter of professional recognition. It is essential for the resilience and competitiveness of Canadian organizations, and by extension, for Canada’s economic future. Supply chain voices must be heard in the rooms where decisions are made. Only then can organizations navigate uncertainty

with confidence, and only then can Canada realize its full potential in a rapidly changing global economy.

“We’re not just managing supply chains – we’re shaping the future of how Canada moves, builds, and delivers,” says Paul Giamberardino, Chief Supply Chain Officer, Staples and one of the judges at the NISCL Awards.

“Every initiative we lead is an opportunity to inspire others, break down silos, and show what’s possible when supply chain excellence meets bold leadership. We need to continue to raise the bar – not just for our teams, but for the entire industry. Whether it’s through innovation, collaboration, or simply sharing our wins and lessons learned, we have the power to elevate the supply chain function into a true strategic capability across the country.”

THE NEW FRONTIERS OF SUPPLY CHAIN LEADERSHIP

The challenges of 2025 demand leaders who are strategic, adaptive, and bold. Five frontiers define the new standard – each offering opportunities to create impact and share your story.

Resilience as Leadership: resilience is no longer a contingency plan – it is a competitive differentiator. Leaders design supply chains that anticipate disruption, absorb shocks, and maintain continuity. The impact of that work is powerful – but only when shared. Your narrative of resilience positions procurement as central to enterprise strategy, not a reactive support function. Sustainability and Sovereignty: supply chains sit at the intersection of responsibility and national interest. Stakeholders demand transparency, ethical sourcing, and accountability. At the same time, Canada must secure critical minerals, strengthen domestic capacity, and maintain strategic partnerships globally. Leaders who navigate these dual imperatives are shaping industries, economies, and communities. Telling these stories demonstrates purpose and influence beyond operational outcomes. Intelligence and Innovation: data, AI, and analytics provide insight; innovation converts insight into impact. Leaders who harness both redesign processes, co-develop solutions with suppliers, and pioneer new business models. Sharing how intelligence drives tangible innovation elevates both individual and organizational leadership and inspires peers to reimagine what is possible.

Redefining Value, Financial Acumen, and Partnerships: value extends beyond cost savings. It encompasses resilience, sustainability, innovation, and trust. Delivering it requires financial acumen: understanding how procurement choices influence margins, returns, and enterprise performance. Partnerships must be adaptive, collaborative, and aligned with strategic goals. Narrating these outcomes demonstrates strategic influence and reinforces procurement as a growth enabler.

Storytelling as Strategic Leadership: supply chain’s value is often invisible: risks mitigated, disruptions avoided, efficiencies

realized. Storytelling makes that impact tangible. It is a leadership tool – a way to influence strategy, inspire peers, and elevate the profession. Every leader has a story. It is time to share it.

WHY CANADA NEEDS SUPPLY CHAIN VOICES AT THE EXECUTIVE TABLE

The economic challenges Canada faces – from tariffs and trade volatility to energy transition and critical minerals supply – converge on supply chain. Excluding this insight from strategic decisions is not just a missed opportunity; it is a risk to resilience, growth, and competitiveness.

The reality is clear to leaders across industries. As Chris Mitchell, Chief Procurement Officer, Executive Director Procurement for the Province of Nova Scotia and one of the judges at the NISCL Awards, observes: “procurement profession-

“Supply chain and procurement professionals shape outcomes every day – stabilizing operations, protecting margins, enabling sustainable practices, and driving innovation.”

als today are asked by political leaders increasingly often to deliver innovative solutions. More than ever, from junior to the most senior levels of my team, I require individuals to listen, consider, make judgements and decisions, and communicate those decisions in an agile and fast-

paced environment. No longer housed in the basement next to the filing room, procurement is taking a lead role in C-suite level decisions all the while demonstrating exceptional leadership.”

Recognition reinforces influence. Programs like the NISCL Awards spotlight leaders whose decisions drive organizational resilience, innovation, and growth. By celebrating excellence, we validate individual contributions while demonstrating the strategic importance of supply chain across Canada’s economy. These examples show what is possible when leadership is visible, voices are heard, and the gap to the C-Suite is bridged.

TELLING OUR STORY, TOGETHER

Supply chain and procurement professionals shape outcomes every day – stabilizing operations, protecting margins, enabling sustainable practic-

es, and driving innovation. Too often, these contributions remain invisible. It is time they are heard. At the National Institute of Supply Chain Leaders, we actively celebrate and amplify the impact of supply chain leaders. Initiatives such as the NISCL Awards recognize outstanding leadership, innovation, and resilience, providing a platform to share stories that shape strategy, inspire peers, and elevate the profession. These programs highlight the value of storytelling – showing that the work you do every day is seen, valued, and influential.

When your leadership is visible, it strengthens strategy, empowers teams, and reinforces the strategic value of the profession – for organizations, for industries, and for Canada’s economic future. SP

BY JACOB STOLLER

TECHNOLOGY AND SUSTAINABLE MANUFACTURING

TECH HAS THE POTENTIAL TO MAKE ORGANIZATIONS MORE SUSTAINABLE

Speeding up a test procedure might not sound like a viable way to reduce a company’s carbon footprint. However, when Burnaby, BC-based fuel cell manufacturer Ballard Power Systems deployed an AI-based solution to streamline the final quality check for battery units, the shorter test time dramatically reduced the amount of hydrogen consumed by the process, leading to millions in projected savings for the company.

The case exemplifies how advanced technology targeted at efficiency can also improve a company’s environmental footprint.

“In this case, the hydrogen savings are very significant,” says Greta Cutulenco, CEO of Kitchener-Waterloo-based Acerta.ai which created the solution for Ballard. “With newer digital and AI technologies, you can actually drive not just process optimizations but also improvements that lead to significantly reducing waste.”

This isn’t just about identifying specific losses. Any effort that reduces the resources required to produce a given product improves the environmental footprint for that product.

“If you’re able to increase production with the same amount of energy, you’re definitely going

to be more efficient and more sustainable,” says Stephen Dixon, CEO of St. Jacob’s, Ontario-based Knowenergy. “And if you improve reliability, that also makes you more sustainable because you cut down the waste from re-starting processes whenever they go down.”

Often such sustainability improvements are hidden by-products of initiatives aimed at quality or efficiency. “Rather than creating what we might call inadvertent sustainability, it is useful to keep an eye on those variables through monitoring which tells you whether you’re more sustainable,” says Dixon.

INTERNET OF THINGS

Thanks to the wide proliferation of IoT devices in manufacturing environments, the data needed to detect and manage waste is widely available in many companies. “The transition to more digital manufacturing means we have more data, and with that, more ways to optimize production to make it more efficient,” says Cutulenco.

More companies are relying on software to leverage this data. “What the software does now is provide an inexpensive way to take the

data from these low-cost monitoring tools, and to interpret that data so that it can be used to drive actions,” says Dixon. “And then you can collect ongoing data and use it to verify that you achieved the savings or avoided consumption from the investment that you made. So, you can validate your processes.”

To this end, Elmira, Ontario-based Enviro-Stewards has developed a software product called Stewwi, based on the acronym for “System to track energy, water, and waste improvements.” Stewwi provides decision-makers with a dashboard for setting targets and tracking the progress of their improvement initiatives.

“The program tracks the implementation status of each of your environmental measures and uses live sensors to keep track of the savings, the reductions in greenhouse gases, and the payback period. Accompanying algorithms generate notifications upon loss of anticipated savings so that gains can be restored in a timely manner,” says Bruce Taylor, Enviro-Stewards CEO.

A key priority for Taylor is to alert companies to the common mistake of grabbing all the data that’s available and then figuring out what to do

with it. “Each time you put in a sensor, you want to ask yourself ‘why here, and how am I going to use the data once I get it?’” says Taylor. “A lot of places already have so many sensors, but you can lose the forest for the trees. So instead of thousands and thousands of sensors, our approach is to implement only the ones that can change.”

Being selective also prevents the common problem of “alarm storms,” which are scenarios where operators are presented with so many alarms that they wind up simply ignoring them.

On the other hand, it’s now possible in some cases to track parameters without directly measuring them.

“If you look at residential as an example, we now have AI-powered monitoring tools that detect utilization patterns for all your appliances by looking at the input to a house without having to actually meter those devices,” says Dixon. “But to benefit from these capabilities, you have to have strong underlying control systems and procedures.”

In complex manufacturing environments, many of the inefficiencies that crop up are not the result of independent conditions that can be metered, but of vicious cycles amplified by complex interdependencies between diverse variables. For example, Acerta’s AI-powered technology, Line-Pulse, identifies barely detectable anomalies in manufacturing processes that if not corrected can combine with other factors to trigger significant problems further down the process.

“A lot of times, especially in the more complex production lines, you have many different portions of production inter-relating in order to

“With newer digital and AI technologies, you can actually drive not just process optimizations but also improvements that lead to significantly reducing waste.”

make the final product,” says Cutulenco. “Even if you think of something as simple as plastic injection molding, these are very complex machines where you’re having to control variables such as temperature, pressures, how you store the plastics, and how all these impact each other. It’s very hard for humans to visualize how all these variables cross-correlate, but AI is well-suited to do that.”

BEYOND THE SCREEN

A full understanding of processes and their impact on the environment, however, can’t be gained only by sitting behind screens and looking for patterns and correlations – much depends on being connected with the people on the shop floor who have intimate knowledge of the processes.

Taylor relied on such input when he worked with Idaho-based Lamb Weston, a leading supplier of frozen potato products, to reduce

a substantial waste of potatoes. The problem is widespread in the food industry. According to a 2023 study commissioned by the public-private partnership Pacific Coast Food Waste Commitment (PCFWC), frozen potato facilities waste between 21-to-38 per cent of the potatoes they process.

One of the quick wins at Lamb Weston was identified by asking straightforward questions of shop floor operators.

“Where are the wasted potatoes going?”

“Over there. I clean up a huge pile of them every day.”

“Why are they there?”

“Because the belt overflows and they fall on the floor.”

“Why does the belt overflow?”

“Because the cutter jams and the potatoes keep arriving.”

The solution was decidedly low-tech: upstream of the cutter, install a flap valve which will close when the cutter jams, redirecting the potatoes to an alternate cutter. That measure alone saved 1.2 million pounds of potatoes per year, the equivalent of 560,000 meals in the human supply chain.

The case reveals that environmental losses aren’t just discrete quantities that can be measured with meters or IoT devices, but often consequences of deeply flawed processes. Improving processes, accordingly, often holds the key to significant improvements in environmental performance. Technology is a powerful enabler, but leaders have to understand the problems they’re trying to solve in order to leverage it appropriately. SP

BY LARRY

BUSINESS ETHICS

WHAT’S YOUR NORTH STAR?

What has more sides than a Rubik’s cube? Business ethics. The philosopher Virginia Held provided a framework on ethics which affects business decisions to this day. The ethics of care, meaning to do what you know to be right, in any situation; and the ethics of justice, meaning to do only what the law requires, explicitly.

These two ethical positions shape supply chain actions. Procurement leaders apply their managerial expertise to navigate the potential dilemmas which can be created between ethics of care and ethics of justice. What would you think about the ethical conduct of a city which knowingly ignores their obligations to state clearly their evaluation criteria and weighting on competitive bids? At first it would seem unethical or unprofessional. It would only be considered illegal if a third party chose to challenge the city’s position and won. This opens up a discussion on the other business attitude: catch me if you can.

Unethical practices and illegal conduct will continue in most sectors. This occurs from price fixing

on bread or misleading labelling on products to the personal conduct of executive leaders. The concern over a poor corporate image when getting caught usually results in “15 minutes of bad news” and we move on. Further research from Harvard’s Max Bazerman, shows that when we choose to be less ethical to take an advantage, or turn a blind eye to a questionable practice, we start to slide down the slippery slope. The inevitable outcome leads to ever increasing risk-taking, which is condoned in the name of profits, until it falls under illegal practices. There’s a fine line between unethical conduct and illegal actions. We need to appreciate the difference.

Leading organizations stand behind their value statements. These statements refer to the implicit expectations as to how they will conduct business and the expectations that their business partners will support these values. Their ethical conduct is reiterated in their company’s code of conduct for staff. They issue a supplier code of conduct not because it’s a nice thing to do, but because it’s what affects staff behaviour and meets the values of the communities they serve. Businesses operate under a social license. The social license aligns with the ethics of care – we can make profits and serve a larger purpose.

THE MOVE TO DEI

One of the hot-button issues today in business ethics is the commitment to DEI in policies. Diversity, equity and inclusivity, and its adjunct, accessibility, rose to prominence in the past decade. DEI recognized that exclusion of people over race, colour, ethnicity, or faith, is unacceptable. In Canada, the recommendations by the Truth and Reconciliation Commission, fall under this broad discussion of DEI. It’s a good example of ethics of care. Some business leaders argue that only the most qualified people should be in positions of power. The problem with this perspective is, if you only choose from the preferred pool of candidates, you will never find the best qualified people. A bias will

“DEI recognized that exclusion of people over race, colour, ethnicity, or faith, is unacceptable.”

self-limit the possible choices. We can find a reference in all major professional sports. Many of the best players are people of colour. Until the stigma of racial bias was overcome, the best qualified could not be considered, as they were intentionally excluded. We are dealing now with DEI as an ideological issue, forcing companies and institutions to dismiss their commitments or face financial penalties. The views by one country that does not support DEI are being imposed on other countries through trade agreements and access to funding. This is an ethical challenge for many. Once we concede on one set of values, we begin the slide down a slippery slope towards conducting business at any cost. This is not going to be a sustainable strategy and is incongruent with ethical standards.

Ethics change as society’s values change. Business practices and ethical conduct adapt to reflect the current level of social acceptance. Values change as we gain a better understanding of the risks for not adapting to progressive policies, for the good of all. When we look at the shift towards social procurement practices, we see how ethics played a positive role. Social procurement was aimed at providing meaningful work to individuals who faced systemic barriers to employment. The stigma attached to these individuals often meant they were labelled as unemployable. They were in a cycle of poverty and relied on charity. The ethics of care showed that this was a myth. Many people who once faced systemic barriers have been able to successfully gain employment and equitably participate in our economy.

The social return on investment has shown that financially it makes sense to be inclusive and

accommodate people. If we disregard DEI, and go with the ethics of justice, we will revert to stigmatizing people and not allowing them into the preferred pool. The ethics of care has shown that social procurement and DEI are complementary. We need to trade with countries which have a poor record of human rights and respect for environmental standards. However, we will continue to do business with them and advocate for a change in values. The recent contract by the BC Ferry Corporation to buy ships from China while China imposes outrageous tariffs on Canadian canola producers, is one of our ethical dilemmas. There aren’t perfect solutions to these issues. The art of compromise is always at play.

BUSINESS AS USUAL?

Professional codes of ethics for supply chain leaders require a discretionary choice between buying goods or services from a supplier with ideological differences. A supplier may not support the principles or values which the buyer’s organization wants to enforce. Yet, the buyer must continue to do business, as the lack of competitive options could invite financial harm or loss of supply. The 2025 international trade and tariff war and geopolitical tensions require strategies that balance the supply and demand sides with the need for sustainable operations. Should we continue to buy from the BRICS countries or only those countries that meet our ethical expectations? What’s your North Star? SP

Larry Berglund, SCMP, MBA, FSCMA, is a supply chain leader, consultant, and author.

SUPPLY CHAIN PACKAGING SECTOR

MONTREAL, APRIL 29TH TO MAY 1ST, PALAIS DES CONGRES

SEIZE THE OPPORTUNITY NOW!

SIAL CANADA 2026 SUPPLY CHAIN/PACKAGING SECTOR IS IN HIGH DEMAND WITH 70% OF SPACES ALREADY FILLED!

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2,000+ supply-chain visitors come to SIAL Canada from year to year

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Buyer-visitors from this sector:

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RESERVE YOUR BOOTH NOW!

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Want to visit? visitors@expocanadafrance.com

BY DENIS SANCHEZ

A NEW RAIL STANDARD ACCREDITATION BOOSTS TRUST IN THE RAIL SUPPLY CHAIN

A popular image that arises when thinking of passenger rail in Canada is the mountains and lake views aboard the Rocky Mountaineer’s glass-domed coach. But there is so much more to passenger rail than beautiful views. The sector is essential to urban mobility, regional connectivity, climate change and economic development.

The Toronto-Quebec Rapid Train project, for instance, is projected to bring user value of up to $9.2 billion, GDP-boosting effects of over $3 billion and reduced greenhouse gas emissions by $2-to$7 billion. The benefits are substantial and will transform a region that is home to over 16 million people. But, as with any major infrastructure endeavour, it is complex, and its reliability depends largely on the use of safe, compliant, and high-performing suppliers.

To tackle this and other sector needs, TRACCS, the Transit Rail

Association for Canadian Contractors and Standards, has partnered with Achilles, a global leader in supplier risk. The result has been TRACCS Assured, a new standard for accreditation in our passenger rail sector that is aligned with recommendations from TRACCS and a group of leading rail experts in their Fixing the Foundations report.

WHY TRACCS ASSURED?

Our national infrastructure is ageing, and demand is increasing. This puts pressure on project delivery and maintenance. Supplier networks across the country are fragmented, subject to inconsistent safety, compliance, regulatory and quality standards. This creates confusion and inefficiency instead of reducing risk and improving performance. As a result, projects slow down, and costs increase. Rail projects in Europe tend to last up to a year and cost $200-$300 million per kilometre, Canadian rail projects are averaging between $400 million to over $1 billion and taking three-to-five years or more.

This not only affects infrastructure development but creates distrust in our ability as a nation to deliver major projects, increasing investment risks and affecting our competitiveness. Behind all this is a system plagued by inefficiency from duplicated and disconnected processes, lack of standardization, and inconsistent compliance oversight.

Last December, the Department of Transport sponsored a study that reviewed the regulatory regime under the Railway Employee Qualification Standards Regulations (REQSR) and made an exhaustive review of the state of rail safety, training, and certification issues. Their Regulatory Impact Analysis Statement expands on the value of standardization in risk assessment and safety management in a sector where both freight and passenger rail are intertwined due to sharing lines and other infrastructure.

Last year, TRACCS and Achilles started designing a new standard of accreditation for the sector. TRACCS Assured launched earlier

“Procurement leaders realize efficiency gains by adopting shared assurance standards rather than relying on duplicate vetting processes.”

this year, and it provides a rigorous standardized model that simplifies supplier risk assessment, designed by rail practitioners to align with rail operational realities and replacing multiple audits with one recognized assurance process. The new standard complements federal oversight and is in line with the recommendations made by the Transportation Safety Board of Canada in the report cited above.

The developments in our passenger rail sector have large implications for supply chain professionals across all industries. Just as rail projects largely depend on the ability and performance of reliable and safe contractors and suppliers, so do other infrastructure, CAPEX, and maintenance projects.

Procurement leaders realize efficiency gains by adopting shared assurance standards rather than relying on duplicate vetting processes. Shared accreditation drives shorter sourcing, faster contract award, better project performance and delivery, reduced risks, and higher investment confidence. These benefits apply across multiple industries. Construction and energy projects face similar contractor assurance challenges. Manufacturing also needs consistent standards to avoid bottlenecks. And public sector infrastructure projects are often affected by inefficiencies and duplication of prequalification efforts.

Standard accreditation has long been recognized as a valuable economic tool. ISO 9001 certification, for instance, correlates with higher financial performance, operating gains, and better return on assets. Accredited certification takes place

in 80 percent of global trade, reducing trade costs, boosting innovation, and building trust across borders.

LOOKING AHEAD

The work with rail leaders, suppliers, contractors, TRACCS, transit and federal government agencies is only starting. The reception received by the accreditation model has been great and more suppliers join the program on a regular basis. Both suppliers and their hiring organizations recognize the benefits of standardization to build a passenger rail system that is safer, more reliable, and sustainable.

And for supply chain professionals across other industries, supply chain assurance is not a rail issue. It is a cross-industry challenge that, when addressed strategically, can become a strategic lever for reliability, efficiency, and trust.

The Rocky Mountaineer has come up in so many of my conversations with friends and colleagues from other countries who are perplexed at the images of Jasper, Banff, Lake Louise, Vancouver, and Whistler, among others. But rail is more than transit.

The Mountaineer is one example of how safe, reliable, and high-quality rail operations can attract international demand and strengthen our national brand abroad. To sustain that trust, supply chains that feed the sector must be as impressive as the sights passengers see. Supplier accreditation through programs like TRACCS Assured turn that vision into reality.SP

Denis Sanchez, MCIPS, MS, MA is regional sales manager, Canada, at Achilles (www. achilles.com).

By Kathy Fowler

The strategic lever Upfitting drives cost containment, utilization, and uptime

Fleet managers face relentless pressure to control costs while keeping vehicles and technicians productive. Rising fuel prices, volatile acquisition costs, and climbing maintenance expenses have made total cost of ownership (TCO) the top concern across North American fleets. At the same time, underutilized vehicles and downtime erode efficiency, often costing more than the asset itself.

One lever is often overlooked: vehicle upfitting. More than a line item on a purchase order, upfitting can be a strategic tool that lowers lifecycle costs, maximizes utilization, and minimizes downtime. Planned proactively, the right upfit strategy helps fleets do more with less.

Cost containment (TCO)

With the average new-vehicle price near $48,600 in 2025, managers can’t afford to overspec or overspend. Depending on the work, a van, a truck with a capsule,

or a service body may be the right fit. By understanding the tasks technicians perform and the capabilities that can be accommodated through the right upfit, fleet managers can right-size their fleets instead of defaulting to oversizing.

Smart upfitting helps contain costs by:

Lowering acquisition costs: Slip-in truck capsules and lightweight interiors often replace larger, more expensive vehicles. Downsizing from Class 3 trucks to half-ton pickups can deliver the same functionality with less capital investment. Avoiding duplicate spend: Modular, EV-ready, and transferable gear prevents costly retrofits as fleet needs evolve.

Preserving resale value: Permanent service bodies limit resale options. Transferable or removable equipment broadens the buyer pool and helps trucks sell faster.

Stretching investment across cycles: A $15,000 capsule reused across three vehicles reduces effective cost to $5,000 per truck, turning an expense into a reusable asset. Supporting lease strategies: Transferable capsules and shelving can move seamlessly to new vehicles, avoiding tear-down costs and preserving upfit value.

Utilization and Downtime

Utilization means maximizing both vehicle and technician productivity. Poorly organized or sidelined assets drive costs quickly. Proactive upfitting improves utilization by: Boosting productivity: Disorganized vehicles can waste 30 minutes daily per tech. Across 50 vehicles, that equals 6,000 hours annually, or nearly three full-time employees. Purpose-built shelving and storage streamline workflow and improve first-time fix rates.

Reducing downtime: A service body ties vehicle and equipment together – when the truck is down, so is the tech. Slip-in capsules transfer to another pickup, keeping technicians on the road during repairs. For vans, durable upfit products provide secure storage that minimizes damage and wear, helping extend vehicle uptime. I ncreasing lease flexibility: When a leased vehicle cycles out, transferable equipment moves to the replacement truck without gaps in readiness.

Better utilization isn’t just about miles driven, it’s about labour efficiency and uptime, both of which directly impact profitability.

Proactive versus reactive upfitting

Many fleets still follow a reactive model: choose a vehicle first, then ask an upfitter to adapt it. This

Kathy Fowler is marketing manager at Sterling Fleet Outfitters Inc.

often leads to over-buying and underutilization. A contractor may default to service bodies when a pickup with a capsule could deliver the same function at lower cost.

By involving an upfitter early, fleets can right-size vehicles, minimize acquisition costs, and keep utilization high across the lifecycle.

A scenario in action

A mid-sized utility fleet with 100 vehicles, 25 of them service bodies, reviewed its fleet mix with an upfitter. The results showed both immediate and long-term savings:

Acquisition savings: Shifting half of the service bodies to pickups with transferable capsules cut upfront costs by about $10,000 per unit, totalling $125,000 in immediate savings.

Lifecycle savings: Service bodies often need replacement every cycle. At $24,000 every four years, costs add up fast.

Transferable truck capsules move from one truck to the next for about $2,000, saving fleets more than $60,000 per unit over 12 years.

Faster replacement cycles: Capsules mount onto standard pickups, which OEMs stock. This

lets fleets avoid long factory lead times and put replacement units into service quickly.

Productivity boost: Organized interiors saved 20 minutes per tech per day, equal to 80 hours annually per vehicle.

Remarketing advantage: Standard pickups with transferable gear sold 20-to-30 per cent faster than service bodies.

Lease efficiency: As leases expired, capsules were moved to replacement trucks, preserving upfit value.

This fleet realized upfront acquisition savings and compounding

Underutilized vehicles and downtime erode efficiency, often costing more than the asset itself.

lifecycle savings while also gaining faster replacement options and higher utilization.

Strategic lever

Fleet managers already rely on levers like fuel efficiency, lifecycle management, and driver behaviour to manage costs. Upfitting deserves a bigger role. It is one of the few tools that simultaneously impacts TCO, utilization, downtime, and leasing flexibility, all critical for today’s fleets. By treating upfitting as a strategic lever rather than an afterthought, managers can lower acquisition costs, increase technician productivity, reduce downtime, and preserve asset value across cycles. FM/SP

The numbers don’t lie.

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By Stephanie Wallcraft

An absolute delight

Test driving the 2025 Audi S3

In this world preoccupied with SUVs, let’s not forget the unbridled joy a performance sedan can bring. In this case, the sedan in question is the 2025 Audi S3. The fourth generation launched for 2022, but a 2025 facelift has added some juicy updates like a power bump, chassis upgrades, and rear axle torque vectoring to go with standard quattro all-wheel drive. A new rear differential is inherited from the even more raucous RS3 (which, as an aside, makes a triumphant return to Canada for 2025). The S3 also receives updated headlight, taillight, grille and wheel designs, along with available selectable daytime running light signatures. New shifter and

air vent designs and updated lighting enhance the 2025 S3’s interior.

Under the hood

With 328 horsepower, 22 more than the 2024 model, and max torque of 295lbs-ft from its 2.0-litre turbocharged four-cylinder engine, the 2025 S3 runs from zero to 100km/h in 4.7 seconds to an electronically limited top speed of 250km/h. Peak torque is now available through a wider rev range of 2,100 to 5,500rpm. This is the right amount of power for public roads. Any more and you’re leaving capability on the table when driving within the limits of legality. It all looks sensational wrapped in Python Yellow with the available

black roof and carbon spoiler, plus optional 19-inch wheels with low-profile tires (which, to be fair, do crash over potholes and transfer some noise into the cabin at highway speed).

On a racy stretch of asphalt, this car is an absolute delight. Power delivery is assertive – verging on a handful at times, especially in Sport mode – while steering is sharp as a tack. The sport suspension with available damper control keeps the car glued to the pavement.

Before you even put a pedal down, the S3 makes a great first impression, especially with the optional Nappa leather with red stitching and carbon fibre inserts equipped in our tester. The dash-

board’s simple yet angular design –with a layout that favours the driver, just as a car like this should – sets the mood immediately. The gear selector, with a low-profile design lifted straight out of Audi’s newer EVs, is on trend.

Certain elements, like the 10.1-inch infotainment screen and climate control panel with LCDlook graphics, aren’t as techforward as the competition. But they look less cheap and more retro in this context, and their simplicity is a breath of fresh air. Plus, the 10.25-inch digital instrument cluster can display the builtin navigation that comes with the top Technik trim directly in front of the driver.

1. The S3 features a 10.1-inch infotainment screen and climate control panel with LCD-look graphics.

2. With 328 horsepower and max torque of 295lbs-ft from its 2.0-litre turbocharged four-cylinder engine, the S3 runs from zero to 100km/h in 4.7 seconds to an electronically limited top speed of 250km/h.

Natural Resources Canada estimates the 2025 S3’s fuel economy at 10.4L/100kms in the city, 7.6 on the highway, and 9.1 combined. We observed an impressive 6.8L/100km in our testing, which combined city and rural roads with highways.

Our quibbles with the S3 are mostly minor. The available wireless charging pad couldn’t charge an iPhone 13 quickly enough to keep up with the drain from running Apple CarPlay (There are two USB-C ports up front and two in the back as alternatives). The seat cushions are comfortable, but the centre console bin cover is short, so drivers with short arms may not be able to rest an elbow on it. And while heat-

ed front seats and outboard mirrors are standard, the flat-bottomed sport steering wheel doesn’t support heating, and ventilated front seats are not offered. These feel like oversights in a car that pushes well past $60,000 as tested.

Comparison shopping

But they’re easier to overlook when you price out the competition.

The closest product in the current Mercedes-Benz Canada portfolio is the AMG C 43, which is higher-powered (416hp, 369lbs-ft) and starts at $83,200 (note this is before fees, which Mercedes dealers set independently). For fleet buyers in particular, that’s likely overkill. The 2025 BMW M340i is closer

(386hp, 398lbs-ft) starting at $74,679 fees in; it’s a great car and more modern than the S3 in some respects, but it still may be more than some buyers need. The Acura Integra Type S (320hp, 310lbs-ft) is even closer at $60,835 with fees, but it can’t match the Audi’s refinement.

In that context, the S3 looks like a bargain. Spec it in Progressiv trim starting at $62,100, fees in – apart from built-in navigation, the Technik trim’s extra features are mostly niceties – and you’ll drive away with a car that’s simple to use, a blast to drive, and hits a sweet spot between performance and price. FM/SP

“It all looks sensational wrapped in Python Yellow with the available black roof and carbon spoiler.

Price (incl. freight and PDI):

Starts at $71,650*

Engine: 2.0-litre turbo I4

Power: 328hp, 295lbs-ft

Transmission: 7-speed automatic

Rated Fuel Economy (L/100km): 10.4/7.6/9.1

Observed Combined Fuel Economy (L/100km): 6.8

*MY2026 pricing shown; accurate 2025 pricing was no longer available at press time.

As Tested (2025 Audi S3 Technik)

EARLY DISCLOSURE WHY YOU NEED TO DISCLOSE SUB-WEIGHTINGS

Public procurement rules require public institutions to disclose the criteria that they will be relying on when evaluating competing bids. With reference to the common evaluation category of prior project experience, this article explains why public institutions need to disclose evaluation sub-weightings in their solicitation documents to better ensure the legal defensibility of their contract award decisions.

For the purposes of this discussion, assume that you are drafting a solicitation document for a highvalue project where you state that prior project experience will be scored out of 40 per cent of the total bid score, that bidders will be required to submit three prior projects to demonstrate their relevant experience, and that those three prior projects will be scored against the five following sub-criteria:

1 project value;

2 similarity to the current project;

3 timely completion of prior project;

4 on budget completion of prior project; and

5 use of the same key personnel proposed in the current bid.

This first level of disclosure is insufficient to meet the transparency standards required in a public sector tendering process since, without disclosing further sub-weightings, evaluators are left with too much latitude to manipulate the final bid rankings by applying hidden sub-weightings to the five sub-criteria when scoring the bids.

For example, if the evaluators are applying an implied equal weighting rule, that would mean that each of the three prior projects would be weighted at around 13.3 per cent

of the total for that 40 per cent category. However, even if we accept that implied sub-weighting per project, it is not clear how the five sub-categories would be weighted against the 13.3 per cent of points available for each prior project. This would require a second assumption that each sub-category is equally weighted at around 2.6 per cent of the 13.3 per cent points available per project. This awkward fragmentation of percentages raises doubt over whether the evaluators will mechanically apply an equal weighting rule in their scoring, or whether they will apply other hidden sub-weightings behind the scenes.

POTENTIAL MANIPULATION

If the sub-weightings are not disclosed, a losing bidder can allege that the evaluators manipulated the process by arbitrarily applying non-transparent sub-weightings after reviewing the bids to support a predetermined outcome since manipulating the sub-weightings allows them to change the overall scores and rankings by changing the relative importance of each sub-criterion based on the information submitted in the bids. Even if this was never the intention of the evaluators, leaving the process open to this type of manipulation raises serious questions about the integrity of the resulting contract award decision.

Public institutions should disclose their sub-weightings to provide bidders with more transparency, to provide evaluators with guardrails for how to score the bids, and to protect against after-the-fact allegations by losing bidders that

the evaluators relied on hidden criteria to improperly manipulate the award. In summary, failing to provide clarity on the allocation of sub-weightings constitutes a major design flaw in a solicitation document that makes the outcome difficult to defend, while providing next-level disclosures is a relatively straight forward due diligence exercise.

The practice of confirming and disclosing sub-weightings serves as a safety check since it requires project teams to turn their minds in advance to consider if an equal weighting rule is appropriate. For example, if the five sub-categories noted above are not equally important – if the first category focusing on project value is actually worth half of the points since low-value project experience is less relevant to assessing a bidder’s ability to perform on a high-value project –then the level of importance of that first sub-category should be disclosed rather than being applied as a hidden preference.

From a practical perspective, when this due diligence exercise is properly performed, it usually leads to project teams adopting clearer round numbers in their scoring. For example, when scoring three prior projects, it is far clearer to score the category out of 30 per cent with each prior project counting for 10 per cent of the total points. Those points can then be sub-divided equally across the five sub-categories at two percent each if the sub-categories are equally important. However, if the first sub-category, past project value, is seen to be the most important sub-factor, then the

Paul Emanuelli is the general counsel of The Procurement Office and can be reached at paul.emanuelli@ procurementoffice. com.

“Failing

to provide clarity on the allocation of sub-weightings constitutes a major design flaw in a solicitation document.”

10 points per project can be allocated as six per cent for project value and one percent each for the remaining four sub-criteria.

DUE DILIGENCE

Either way, the ground rules need to be clearly set out in advance in the solicitation document since performing proper due diligence on sub-weightings is a far better option than proceeding with vague evaluation rules that expose a project to unnecessary and avoidable legal risk. SP

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