Puttingmorewomenincontroloflogisticsplanningshould increaseproductivity,accordingtoagroupofresearchers, whichshouldbenefitbusinessesaimingtoreducesupplychainstresses.Theimportanceofshowcasinga commitmenttoinclusivenessandgenderequalityin businessisrising.However,strengtheningwomen economicallymustgobeyonddiversifyingtheworkforce. Eventhoughit'slesswidelyscrutinized,businesseswhoare sincereabouttheirdedicationtoadvancingwomeninthe workplaceshouldthinkaboutmakingsupplierdiversitya topstrategicpriority
Eventhoughthereareanestimated224millionwomen entrepreneurswhocontrol35%ofbusinessesglobally,less than1%ofcorporateorgovernmentalspendingisbeing directedtowardwomen-ownedbusinesses.Inadditionto acceleratingcompanydevelopmentandtheexpansionof theeconomy,takingactiontoreversethiswillalsoopenup lucrativenewmarkets.
Corporatesarenonethelessinterestedinsupplychain diversificationdespitethedifficulties.Companiesthat engagedwithwomen-ownedfirmstodiversifytheir suppliersreportedimprovedprofitabilityin34%ofcases. Economicallyempoweringwomeninsupplychainsand beyondimprovesflexibilityandaccesstoinnovationby fosteringnewideas,usingvariousmethodologies,getting accesstomorecustomer-focusedsolutions,andenabling quickreactionstomarketdemands.
Initsmostrecentedition,“World'sOutstandingWomen inSupplyChain,2022,”World'sLeadersrecognizedthe mostrenownedwomanleadersbasedontheirvisionand success.ThecoverfeaturesMargaretKiddProgram DirectorandInstructionalAssociateProfessor,Supply Chain&LogisticsTechnologyatUniversityofHouston.
ProfessorKiddcametotheUniversityofHoustonaftera rewardingcareerinsalesmanagement,whichheavily
focusedonachievingchallenginggoals.Shehasreceived awardsforstudyabroadandinternationalresearch programsatboth -ClearLakeandTexasSouthern UH University,scholarshipsfromtheNationalDefense TransportationAssociationandtheInternational TransportationManagementAssociation,adoctorial assistantshipatTexasSouthernUniversity,andhasbeen recognizedasleadingthemostsuccessfulTradeAdjustment AssistanceCommunityCollegeCareerTrainingLiteracy InformationandCommunicationSystemgrantwithina consortiumofninecollegesandthreeuniversities.A popularpanelistandmoderatorforacademicandindustry conferences,shehasparticipatedinthe2016Councilof SupplyChainManagementProfessionalAnnual ConferenceinOrlando,thePetrochemicalandLogistics ConferenceinHouston,andtheGeorgiaTechPhysical InternetConferenceinAtlanta.
Inthisspecialissue,we'llsharesimilar,inspirationaltales andinterviewswithmanyofthesededicatedleaderstoraise awarenessabouttheireffortstomaketheworkplacean abodeimprovementandgrowth.Also,whileyouflip throughthepages,don'tforgettoreadthearticlescreated byourin-houseeditorialstaffandindustryexperts.
Have a lovely read!
“This is the safe space we create as educators for students to expand their knowledge and skillsets outside of the classroom.”
Margaret Kidd Program Director & Instructional Associate Professor University of Houston
Today'ssuccessfulsupplychain leadersmustbelifelonglearnersto keepupwithtechnological advancementsandtrendsforadigital future;theymustbeflexibleintheir reactions;andtheymustembrace multiculturalteamstodrivethetriple bottomline.Thetimerequiredto staycurrentwithnewtechnologyand bestpracticesisconsiderable.The focusisonmaritimeportsinthe supplychain,avastindustrywhere specializationisencouragedby globalization.MeetMargaretKidd, ProgramDirectorand
InstructionalAssociateProfessorat theUniversityofHoustoncontinues toadvanceasasupplychainleader throughresearch,participationin conferencesandevents,aswellas discussionswithkeyplayersin globaltradeabouttrends.
SteadfastCareerHike MargaretKiddgraduatedwithaBBA (GeneralBusiness)fromthe UniversityofHoustonClearLake (UHCL)in1985andimmediately headedtoWallStreet,whereshe workedasabroker'sassistantfor ninemonthsbeforelandingaseatin abrokertrainingprogramatSmith Barney.Overthenextfifteenyears, shesuccessfullyadvancedhercareer inthefinancialservicesindustry whileworkingwithseveralofthe biggestinvestmentcompanies.She spentsixyearsinTexasworkingfor herfamily'sprivatelyheldrealestate managementcompany'ssenior executiveteam.Sheenrolledin UHCL'smaster'sprograminCross
CulturalStudiesin2007.
Margaretwantedtoconnecther educationalexperiencesasa committedlifelonglearner,having completedbothaBBAandanMA.
Shebeganherdoctoralstudiesin urbanplanningandenvironmental policyinthefallof2009,completing 60doctoralcreditswithaport-city interface,sustainability,and economicdevelopmentfocus.This washerlaunchintoasecondcareer inacademia.
Margaretstartedworkingatthe UniversityofHoustonasan instructionalassistantprofessorin 2016.ShewaspromotedinAugust 2018toProgramDirectorforthe SCLTBSdegreeprogramandagain toInstructionalAssociateProfessor in2022.
TheUniversityofHoustonisa CarnegieTierOnePublicResearch Universityinthecountry'sfourth
largestcity.Theuniversityisalso amongthemostculturallydiversein thecountry.Theamalgamationof industrialcorporationsfromthe energy,healthcare,transportation, logistics,finance,aerospace, technology,e-commerce,and distinctiveinnovationenvironment, alongwithTexasroleasthelargest exportstateinthecountryoverall, provideendlessopportunitiesfor studentsenteringtheworkforceand anabundanceofcollaborative researchforfaculty TheUniversity ofHoustoniscertainlyabeneficiary oftheeconomicprosperitydrivenby arobuststatewideeconomic developmentstrategy,aswellasthe regionalportecosystem.
OneofonlythreeSTEM-recognized supplychainundergraduatedegree programsinthestateistheSupply Chain&LogisticsTechnologyBS program;theothertwoareinthe Dallas/FortWortharea.
Asprogramdirector,Margarethas developedanadvisoryboardthatisa "globalpowerhouse."Shehas negotiatedpartnershipswith internationallyrenowned professionalorganizationswithinthe SCLTprogramtodevelopcertificate programsthatareadvantageousto bothstudentsandthelocal workforce.Margaret'sprimary responsibilitiesincludeoverseeing thesupplychainprogram,which includesdevelopingthesemester schedule,recruitingadjunct instructorsandleadingtheteamina collaborativemanner.Sheneedsto concentrateoncreatingmarketing andsocialmediamaterials, completingaccreditationreporting, instructing,developingnewcourses, supportingresearchproposals, organizingindustryengagement events,drivingstudentsuccess,and interactingwithlocaland internationalbusinesspartners.She alsospeaksatconferences,inthe media,andengagesincommunity service.Additionally,Margaret overseesthenon-creditprofessional developmentprograms,creates insightfularticles,andinteractswith students.
Margaretbelievesthatherhappiest daysarewhenstudentsarewithher forservicelearningorattendinga conferencewithher.
TheNationalCustomsBrokers ForwardersAssociationAmerica,the CharteredInstituteLogistics& Transport,theAssociationofShip BrokersandAgents(USA)Inc.,and 4D-SupplyChainConsultingarea fewoftheorganizationsinvolvedin
thepartnershipswithMargaretas representativeofUH.Herleadership andcontributionstomaritime/supply chain/logisticsworkforce competitivenessandeconomic developmenteffortssupportingthe regionalandnationaleconomyhave recentlybeenrecognizedbygrants fromKBR,GovernmentSolutions, PortofHoustonCommunityGrants, andtheTexasHigherEducation CoordinatingBoard.
Margaretcurrentlyactsasaliaison fortheEducationCommitteeofthe ExportersCompetitiveMaritime Council,thePortofHoustonPartners inMaritimeEducation,andthe HoustonElectricLeague.Shealso sitsontheboardsoftheEastEnd ChamberofCommerceAdvisory Board,theNorth&CentralAmerica RegionalAdvisoryBoardforthe EnergyIndustriesCouncil,andthe HoustonMaritimeCenterBoardof Trustees.Sheisalsorepresentedas theEducationAmbassadorforNorth America,Mexico,Panama,and BrazilfortheCharteredInstituteof LogisticsTransport.
MargaretasaSpeaker Margaretisfrequentlyinthemedia discussingsupplychaindisruption andsolutionsonshowsincluding
BBCWorldNews,FoxMorningwith Maria,FoxSundayNightinAmerica withTreyGoudy,NPR,CNBC, TransportTopics,andlocalTV networks.Hermarketreachwasin excessof620,000,000individualsin 2021.Shespokein2022atASCM Houston,TurnaroundManagement Association,FortBendChamber CommerceInfrastructure,University ofHoustonBoardofVisitors,Portof theFuture,PCB,ASCMHouston InnovationSummit,Energy IndustriesCouncilNorthandCentral AmericaQuarterlymeeting,Houston MaritimeCenter,PortRegionSupply ChainForum,HarrisCountyCPA AccountingExpo,UKEnergyExport Conference,Hamburg-basedHPC ConnectingPortsTalkShow,YTexas SummitandBreakbulkAmericas EducationDay.As awell-known andsoughtafterspeaker,panelistand moderatorforacademicandbusiness conferencessheisscheduledtospeak thisfallatanumberofconferences includingSoutheastTexas TransportationSummit,FortBend Infrastructure,SoutheastTexas AssociationofPublicProcurement, WestPointSocietyGreaterHouston, BrazoriaEconomicDevelopment AllianceInfrastructureand InternationalAssociationDrilling Contractorsareamongtheother
eventswheresheisscheduledto speakinthefallof2022.
PandemicOutbreak:Organizations aregenerallyreplacing"justintime" with"justincase."Lessonslearnt duringCOVIDhaveencouraged supplychainmanagerstoconsider therisksofbecomingoverly dependentonasinglegeography, suchasChinaorSoutheastAsia.This hasimplicationsformanufacturing andsourcing,anditpartially motivatesanear-shoringandonshoringapproach.Therewasalsoa soberingreminderoftheneedto diversifytheportsofentryforthe importationofmanufacturedgoods, parts,andrawmaterials(recallthe morethan100shipsthatwere waitingoutsideLA/LB).Considering thepresentgeopoliticalsituationwith theRussianwarinadditionto COVID,Margaretsharedthe followingthoughts
RussianwaronUkraine:The "energytrilemma"—energysecurity, affordability,andsustainability duringaperiodofenergy transition—hascreatedanothersetof supplychainchallenges,requiringa diversificationstrategynotonlyfrom sourcingbutalsofromtherealitythat energytransitionmustoccurina parallelsystemoffossilfuels, lookingbeyondCOVIDandatthe currentgeopoliticalsituationwiththe RussianwaronUkraine.
Astepintherightdirection:People intheUShaveseenhowthesupply chainhasheldupinthefaceof
extremepressure,aswellastherisks totheeconomyandsecuritythat comewithanoverdependenceon Asianmanufacturingof semiconductors.TheChipsAct, whichwaspassedthissummer, strengthensAmericanchipsupply chainswhilealsofortifyingdomestic semiconductormanufacturing, design,andresearchaswellasthe economyandnationalsecurity With Samsung'splanned$17billion expansioninTaylorandTexas Instrumentsplanned$30billion semiconductorwaferfabrication plantsinShermanTexashas benefitedsignificantlyfromthesiting ofexpandedandnewmanufacturing inthisindustry.
AccordingtoMargaret,therewasno suchthingasdiversity,equity,or inclusioninthemiddleofthe1980s, andtherewasalsoahuge discrepancyinpayandopportunities formovingupthecorporateladder Thereisnodoubtthatgender-related barriersexistedinMargaret'searly careerandstilldo,albeitinamilder, morenuanced,andmoreconstrained manner,inacademia.Males predominateinthesupplychain, particularlyinthelogisticssector. Thereisasmallgroupofwomenthat overseesupplychainprogramsat TierOneUniversities.Margaretis proudtobeoneofthefewmembers ofthis"club,"butithasonlybeenin thepast36monthsthatshehasbeen requestedtospeakateventsthat typicallyhavepanelsmadeup entirelyofmen.
ANotetotheLeaders
“Volunteer, volunteer, volunteer—be a servant leader." -Margaretinsists.
Sincelifeisnotlinear,Margaret suggeststhatthesooneryouaccept thattherewillbesetbacksinlife,the sooneryoucanprepareandposition yourselfforresiliencyinbothyour personalandprofessionalspheres. Margaretoffersadvicebasedonher ownlifeexperiencesandthebest waystolivearesilientlife.She suggestshavingseveralmentorsor trustedfriendsorfamilymembersto whomyoumayturnforadviceand discussionofideas.Establishabroad networkofcontactsamong colleagues,educators,andindustry stakeholders,aswellaspolitical, religious,economicdevelopmentand non-profitleaders.
LeadersareurgedbyMargarettoget involvedbothprofessionallyand locallyintheircommunities.Inorder toaddressdifficultchallengesor situations,leadersmustbecreative andinnovativeintheircognitive processes.Successfulleadersare agileandcollaborative.
“The
Dr.SashaDong,anAssociate ProfessorattheUniversityof Houston,enjoysfindingsolutionsto practicalissues.Shegraduatedwitha Ph.D.fromCornellUniversityin 2015,anM.S.fromColumbia Universityin2012,andaB.S.from NanjingUniversityin2007She workedasaSeniorOperations ResearchScientistforFedExFreight andanOperationsResearchIntern forCSXTransportation,thenasan AssistantProfessorofIndustrial
AccordingtoSasha,foraleader, flexibilityisthemostcrucialability asthecapacitytobeflexiblealso enablesleaderstoencouragethe creativethinkingofothers.With flexibleleaders,theteamwillthenbe urgedtoacceptchangeasopposedto fightingit.That'sduetotheevolving natureofsupplychainoperationsas wellasthefactthatthingsdon't
alwaysgoasexpected—farfromit, tobehonest.Whileleading,Sasha hasmadeanefforttobeopentonew ideas,cutting-edgetechniques, developingtrends,andlessonsfrom othersupplychainexperts.She believesthatflexibilityandopenness arethekeyingredientsforsuccess.
SashaDongmajoredin transportationsystemsengineeringat CornellUniversity,wheresheearned herPh.D.SinceshewasaPh.D. student,shehashadthechanceto collaboratewithmanytransportation industrycompanies.Shechosethe UniversityofHoustonbecauseofthe university'sexcellentprospectsfor conductingsupplychainresearch, whichwasoneofthemaindrawsfor her.Herresearchfocusesonusing datascience(dataanalytics,machine learning,optimization,and simulation)toaddresscomplex issuesinthetransportationand supplychain,particularlyfromthe standpointofresilience.
TheUniversityofHouston(UH), whichwasestablishedin1927,isthe third-biggestuniversityinTexasand thelargestpublicresearchuniversity inHouston.Itoffersundergraduate, graduate,anddoctoratedegrees. AccordingtotheCarnegie Foundation,UHisclassifiedasa researchinstitutionwith"extremely highresearchactivity,"whichis Tier Onerank.ItservestheHouston metropolitanarea,thefourth-largest cityintheUSandoneofthemost significanttransportationhubs.Asa result,therearemanyresearch resourcesavailable,andintelligent colleaguesandbrightstudentsare
cooperating.Additionally,ithasthe opportunitytointeractandworkwith avarietyofsupplychainbusinesses, includingthoseintheoilandenergy industries(suchasShellandExxon Mobile),thepharmacyindustry,the airlineindustry(e.g.,UnitedAirlines) tomaritime.
Followingtwoyearsofthe pandemic,theglobalsupplysystem isstillsputteringandfailing.Making supplynetworksmorerobustwhile maintainingcompetitivenesswillbe achallengeforbusinesses. Authoritiesshouldrecognizetheir weaknessesbeforeconsideringa rangeofoptionstoaddressthat difficulty.SashaDonghassketched quiteafewchanges.Forinstance,
Ÿ DiversifytheSupplyChain Avoidbeingoverlydependentona singlemedium-orhigh-risksource (suchasafactory,supplier,orarea), andinsteadcreatemultiplesourcesin placesthatarenotexposedtothe samehazards.
Ÿ MaintainaBackupSupplyor IntermediateStock Becauseanyinventorybearsthe dangerofobsolescenceandalso holdsupcash,just-in-time replenishmentandleaninventory practicesusedtobehighlycommon. However,thepandemicgaveusthe opportunitytoreevaluateoursafety stockconservatismandconsiderall thecostsofdisruption,includinglost profits,higherpricesthatwouldneed tobepaidformaterialsthatare suddenlyinshortsupply,andthe timeandeffortthatwouldbe necessarytorectifythesituation.
Ÿ
Theintroductionofnewtechnology hassignificantlyalteredhowsupply networksfunctionglobally
Emergingtechnologycanaid businessesinanumberofways, includingcostreduction,increased processingeffectiveness,more precisedemandforecasting,and increasedproductflexibility
Numerousoftheseinnovationsoffer thechancetoimprovefactories' environmentalsustainability.
Ÿ TrainingfortheWorkforce Supplychainsaregettingmore complexasaresultofmodern operationsputtingaheavyemphasis ontechnologyandinnovation. Technologyrequiresindividualswith thenecessarycompetenciesand skillssinceitcannotoperateinsilos. WecanobservethatthepostCOVID-19recoveryscenariofor numerousbusinesses,includingthe supplychainsector,hasbeenfurther exacerbatedbylabormarket shortages.Therefore,inorderto surviveanddevelopbothnowandin thefuture,weneedacombinationof physicalandtechnologicaltalents.
Sasha,amotherofthreesons, believesthatthemajorhurdlefor womeninleadershipisfindinga balancebetweenworkandfamily. Theircapacitytopursueleadership rolesmaybeconstrainedbyfamily responsibilities.That'sbecause, despiteworkingfull-timejobs,they frequentlyshoulderthemajorityof homeduties,suchaslookingafter youngchildrenorelderlyrelatives.
Sashahasn'tgenerallyencountered anybarriersbecauseofhergender. Shevaluesthemostthatthe organizationsshehasworkedfor havecreatedareallysupportive environmentforhertothriveasa femaleengineerandprofessor.
ThemajorresponsibilityofSasha Dongistocarryoutsupplychainrelatedresearchbypublishing articlesinprestigiouspeer-reviewed journalsandobtainingoutsidefunds tosupporttheresearch.Alongwith teaching,sheperformsvolunteer work,suchasplanningconferences, tosupportthegrowthofprofessional supplychainsocietiesandlocal supplychaincommunities.Sasha statedthatshehadspentmostofher timewithherchildrenawayfromthe business.Together,theyreadbooks, playgames,engageinsports,and preparemeals.
PerspectivesonFemaleLeaders
Sashaclaimsthatthisisconfirmed bythedata,whichshowsthathaving morefemaleexecutiveshelps businessesbecomemoresuccessful, inventive,andwell-respected.One exampleisthePetersonInstitutefor InternationalEconomicssurvey. Therearealsoanincreasingnumber ofstudieslookingatthecausesofthe outcomes.
Shecounselsaspiringfemale executivestoexpandtheirexpertise andexperience,similartohowshe doesinthesupplychainbusiness. Shepromotesnetworkdevelopment, personalbranddevelopment,and findingawork-lifebalance,which,in heropinion,iscrucialtocontinuing tobesuccessfulinlife.
Supply chain management has always been a male-dominated field of work, which is no secret. Women in the field encounter barriers to recognition and advancement at the same rate as their male counterparts. However, as organizational investment in gender equity spreads, we are witnessing a positivechange.AccordingtoGartner data,womenaccountedup35%ofthe overall supply chain workforce in 2016 but increased to 41% by 2021. Through consistent, encouraging leadership, worthwhile learning and networking opportunities, and powerful mentoring, organizations may continue to address the gender gapbykeepingandpromotingwomen insidethesupplychainsector.
Oneofthemostsignificantelementsin the recent rise might be attributed to firms'commitmenttogenderequality. To narrow the gender gap, several businesses have changed their organizationalpractices.Additionally, businesses have taken action to offer advantagesincludingworkfromhome options, subsidized child care, and maternitybenefits.
The growing skill gap, which is a majorconcernformodernenterprises, is another factor that has influenced the transformation. The supply chain is becoming more strategically oriented, networked, and digitally driven, which calls for individuals with a variety of backgrounds and specialties This further creates opportunities for qualified resources (menandwomenequally)toapplyfor thesejobs.
Whenitcametoroleprogressionsand promotions, the traditional recruitment process used by many
companies, especially those in heavy engineering or manufacturing, typicallyfollowedagradualascentof existingresources.Forinstance,inthe manufacturing sector, an engineer on the shop floor will eventually assume the role of a Buyer. Since the circumstances are altering, the majority of employers are now seeking employees with professional Supply Chain or Procurement training In relation to this, management and professional programs at colleges and universities are especially created to offer specialized training and make it possible for young professionals to acquiretheskillstheyneedforsupply chain positions. These courses are extremely popular among women, so it makes sense for businesses to take advantageofthissizablemarket.
Inhistoricallymale-dominatedareas ofthesupplychainincluding procurement,storage,andlogistics, womenhavebeguntohavea beneficialinfluence.Manufacturing, mining,andotherindustrialsectors havebeguntoprovidemoreand moreopportunitiesforwomen. Companieshavebeguntoinclude womeninseniorexecutivepositions. Manyhigh-performingteamsand peopleplaceahighvalueon diversityonbothanindividualand organizationallevel,andtheyseek employmentinsettingsthatsupport strategiceffortsfordiversity,equity, andinclusionthatalsosupport womeninsupplychain.Byinvesting inwomenearlyintheircareersand givingthemaccesstomentors, mentorship,andgrowth opportunities,organizationsmay accomplishincredibleoutcomes.
I feel it is so important to apply for the big jobs. I was the only woman that applied for my current job out of 60 applications, and guess what?
I got the job.
CEO & Port Director
The Port of Hueneme
Avisionisadistinct,clear,and focusedimageofthefuture,anditis frequentlyassociatedwithsignificant organizationaladvancements.Effective leaderswillarticulatetheirvisionina waythatinspiresexcitementand dedicationamongallmembersofthe company Thedifferencebetweena managerandaleaderliesintheir capacitytoarticulateavisionand utilizeittomotivateothers.
KristinDecasisaseasonedleaderwho consistentlyproveshercapacityto developavisionandcarryoutaplan throughopen,collaborativemethods thatencourageoutcomes.TheCEOof thePortofHuenemeispassionate, focused,andcommittedtoservingthe needsofthelocalcommunityandPort customers.
Forthefirst18yearsofherlife,Kristin livedinNewYork,whereshewas born.Shegraduatedfromthe UniversityofVermontwitha bachelor'sineconomicswithaminor inphilosophyandfromtheUniversity ofDenverwithamaster'sin environmentalpolicyandlawwitha concentrationinnaturalresources.She beganhercareeratthePortofNew BedfordinMassachusetts,thetopvaluefishingportinthecountry,and hasheldthepositionofPortDirector andCEOforthepast16years.She reasonedthatitwouldbewiseto consideropportunitiesforprofessional
advancementafterservinginthat positionforsixyears.Assoonasshe learnedaboutthePortofHueneme's portdirector/CEOposition,shemade thedecisiontoapply.
Throughouttheinterviewprocess, Kristindiscoveredshetrulylovedthe location,theneighborhood,andthe port,whichincreasedherexcitement forthechance.Nearlytenyearslater, shestillgenuinelylovesherjoband workingwithheramazingstaff,the bestclients,andneighborhood partners.Sheadds,"I am fortunate to be part of it.”
ThePortofHuenemeisoneofthe WestCoast'sbusiestandmosteffective cargotradinggateways.Theport, whichisgovernedbyfivelocally electedPortCommissioners,isthe sixth-largestonthewestcoastandthe fourth-largestinCalifornia.Theport consistentlyranksamongthetop10 U.S.portsforvehiclesandfresh vegetables,moving$11.4billionworth ofcommoditiesannually.Port operationsbenefittheneighborhoodby generating$2.2billionineconomic activityand20,032jobsinthetrade sector.Morethan$173millionin directandassociatedstateandlocal taxesaregeneratedbytradeviathe PortofHueneme,andthesetaxesare usedtopayforessentialcommunity services.ThePorthashadanumberof accomplishmentsthankstotheboard's visionandtheteam'sdedication.On thefrontofforeigntrade,freightsawa gainof58%andrevenuesincreasedby anastonishing116%.
ThePortofHuenemeplacesahigh priorityonthecommunity.Beginning in2012,Kristinandherteamstarted hostinganannualBananaFestivalto honortheworkingwaterfront,whichis currentlyattendedbyover12,000 peopleannually.Duringthepandemic, "FeedingtheFrontline"programstook
theplaceofthefestival,utilizingPort clients,localsmallbusinessowners, volunteers,andhealthclinicsto provideover40,500familiesin VenturaCountywithover1.1million poundsofvegetablesandother resources.Theyestablishedan environmentalframework,which resultedintheinstallationofa shoresidepowersystemwherevessels pluginatberth,makingthem emission-freeandthedevelopmentof world-classairqualitymonitoringin SouthOxnard.
ThePortwonthetitleofgreenestport intheUSattheInternationalGreen ShippingSummitin2017,becoming thefirstportinCaliforniatoreceive GreenMarineCertificationin California(athird-partyenvironmental audit).TheBoardapproveda decarbonizationresolutionin November2021.
Fortheupcominggenerationofleaders intheproductmovement,therearean increasingnumberofacademicoptions athighereducationlevelsthatare easilyaccessible.AccordingtoKristin, backgroundsinavarietyofindustries pavethewayforindividualsto advancetoleadershiprolesthroughout thesupplychain.Softskillsmustbe preserveddespitethedigitalage's temptationsandtechnologies,though. Kristincontributedtoapublicationand co-authoredachapteronthefutureof transportationprofessionalsand workforcedevelopment.She conductedanAmericanAssociationof PortAuthorities(AAPA)pollofport CEOsacrossthecountryinorderto gatherthemostaccurateinformation available,andtheresultsshowedthat leadership,interpersonal communication,andteamworkskills arethemostin-demandskillsets.
Kristinsays,"The vote of confidence from my board made me the first
Asaresultoftheenormous demandandlimited effectivelogisticalcapacity, globalsupplynetworkshavebeen collapsing.Globalcontainer transportationcostshaveincreased andschedulingdelayshaveincreased onaveragesince2019.Therate spikesanddelaysaresignificantly largeronseveralimportanttrade routes,suchAsia-EuropeandAsiaNorthAmerica.
What'shappeninghere(otherthan theepidemic)andwhatcanbedone tomakethingsbetter?
Aworldwideeconomicrecoverythat isstillinprogressisbeinghampered bystrainsinglobalproduction networks,whichfirstbegantoappear inlate2020asaresultofmismatches betweenthesupplyanddemandof particularitems.Supplybottlenecks, oftenknownasstrainsinglobal industrialnetworks,areacomplex issue.Themassiveshiftsindemand andsupplybroughtonbytheclosing andreopeningofeconomies,along withsignificantmonetaryandfiscal stimulusandhighlevelsof accumulatedsavings,particularlyin advancedeconomies,contributedto theunprecedenteddeclinein economicactivityduringthe COVID-19pandemic.
Inaddition,therewasarotationin demandtowardsmerchandisegoods, whichexacerbatedthealreadyrobust cyclicalrecoveryinthegoodssector, aspandemic-relatedcontainment measuresseverelylimited consumptionopportunitiesinthe servicessector(particularlytravel, tourism,andrecreationalactivities). Globalprovidersofgoodsarefinding
itdifficulttofilltheincreasein ordersduetothesharprisein demand.
Unusualsupplychaininterruptions (caused,forexample,bythe pandemic'swavesandbadweather) havealsocontributed,limiting activityandtradegrowthand eventuallydrivingupcosts.Thekey characteristicsofthecurrentsupply constraintsarereviewedinthisbox.
First,itattemptstoseparatedemandsidevariablesfromsupplychain disruptions,contendingthatalthough thelatteraresymptomsofthepresent economiccycle,theformermay actuallyslowthespeedofrecovery andhencecallforvigilant monitoring.Second,itoffersan empiricalevaluationoftheeffectsof supplychaininterruptionsonglobal economicactivityandpricing, togetherwithprojectionsforfuture changes.
Disruptionsinthesupplychainare hinderingglobaltradeandactivity ThemostimportantfactorsareI challengesinthelogisticsand transportationsector,ii)shortagesof semiconductors,iii)limitationson economicactivityduetothe epidemic,andiv)laborshortages.In additiontotheglobaleconomy's quickrecovery,theshiftinconsumer demandfromservicestogoodsand theresultinghighimportvolumes, portclosurescausedbylocalizedand asynchronousoutbreaksofCOVID19havealsocontributedtothe severedisruptionofglobalshipping ofmerchandisegoods.
Asaresult,sincetheendof2020, transportationrateshavesoared, particularlyfromthemajorAsian
portstotheUnitedStatesand Europe.
Incertaineconomies,includingthe USandtheUK,suchasthelabor shortagesappeartobemore concentratedandlesspervasive. Contrarytothedelayedrecovery followingtheglobalfinancialcrisis, indicationsoflabormarkettightness inbothnationsarealreadyhigher thantheywerebeforetothecrisis.
Increasesinunemploymentbenefits, earlyretirements,thenecessityto careforchildrenandotherfamily membersduringthepandemic,as wellasareluctancetoengagein contact-intensiveindustries,areall contributingfactorstodeclinesin bothmatchingefficiencyandlabor forceparticipation.
Lastbutnotleast,the"bullwhipeffect,"acommonamplification channelphenomenonwherefirms builduptheirinventoriesbecause theyanticipatestrongdemandamida shortageofcrucialinputsinthe productionprocess,suchasraw materialsandintermediates,may exacerbatetheimpactofthe aforementionedfactorsintermsof cloggingupsupplychains.
Achangeinconsumerdemandfrom servicestoproductsmayalsobe sparkedbyadditionalcontainment measurestostopitsspread(suchas limitsontravelandforeignflights)as wellasvoluntaryrestraints, aggravatingsupplybottlenecks. However,ifgeneralconsumer demanddrops,theremaybesome relieffromthesupplyrestrictions throughouttheworld,which,aswas previouslymentioned,appeartobe mostlytheproductofhighdemand.
Sheri Hinish loves highlighting sustainable innovation, insights that challenge conventional thinking, and diverse people across global supply chains who are underrepresented in STEM and supply chains. She hosts a top podcast called the Supply Chain Revolution, exploring how we can use circularity, sustainability, inclusive leadership, and technology to design a better world. Companies featured include Microsoft, SAP.iO, Ellen MacArthur Foundation, Pyxera Global, Roundtable for Sustainable Palm Oil, Rheaply, Infor, IBM, Starbucks, and many more.
Belowarehighlightsoftheinterview conductedbetweenWorld'leadersand SheriHinish:
Describewhoyouareasaperson, insideandoutsideoftheworkplace. Iamsomeonewhoisincrediblydriven bypurposeinallthatIdo.Mypurpose issimplytomakeameaningfulimpact ontheclients,colleagues,partners,and communitiesIserve.Ihelpcustomers designandbuildsupplychainsofthe futurethatempowerthehuman experience,strategicallychampion stewardship,andcreatechangethatis impactful,equitable,responsible,and profitable.WhenIamnotworking,I am...spendingtimewithmy3kidsand husband,walkingoutdoors,gardening, andcooking.
Describeyourbackgroundandwhat didyoudobeforeyoustartedor joinedthecompany?
Colleaguesandclientsaffectionately callmethenickname"SupplyChain Queen."I'mrecognizedasatrusted advisorthatcompaniesconsistently leverageforstrategyandaunique pointofviewinsupplychain, sustainability&theSDGs,talent+ organizationalchangemanagement, diversityasabusinessimperative,and strategyindigitaltransformations.
Ihavespentover17yearsleadingand influencingtransformationsasa practitionerandconsultantforFortune 500clientsinconsumer,technology, industrial,anddisruptiveinnovationin e2eprocessesandproductdesign.
Iamarebelandaneternalstudentwho lovestobringoutthebestinpeople. I'vemadeacareerofsimplifyingthe complex,rethinkingsupplychain strategyandcustomerexperience.I hostatoppodcastthatevangelizesthe futureofsupplychainscalledthe "SupplyChainRevolution."Myvision istochangetheworldthroughshared purpose,sustainablesupplychains, circularity,andbuildingtechnology groundedintheprinciplesof sustainabledevelopment.
BeforejoiningIBM,Iservedasa sustainabilityandsupplychainleader foranumberofglobalbrands.Ialso foundedSupplyChainRevolution,a podcastthatsharesstoriesofpurpose andsustainabletransformation, innovation,andprovocativepointsof viewthatchallengeparadigmsfor progress.
Tellusabouttheinceptionofthe company.Howdiditallstart?
IBMisaleadingproviderofglobal hybridcloudandAIservicesand consultingexpertise.Wehelpclientsin morethan175countrieswithinsights fromtheirdata,streamlinebusiness processes,reducecosts,andgaina competitiveedgeintheirindustries.
Earlierthisyear,IBMConsulting officiallylaunchedourSustainability Servicesoffering.Ourteamofleaders andconsultantsworkwithbusinesses todevelopsustainabilityroadmapsthat gobeyondcompliancetomeetboard andconsumerexpectations;implement aholistic,responsiblecomputing platformbasedoncloudandAI;and operationalizesustainabilityby incorporatingdataandautomationinto dailyworkflows.
Whathasmadeyousuccessful?
Whatdoyouvalue?
Myworkethic,determination,and passionforworkhaveallledtomy success.Ithinkit'salsomyloveof learningandabilitytochallenge traditionalparadigmsofworkthatset meapartfromothersandisoneway thatI'veachievedsuccess.
Itrulyvaluemyrelationships—in particular,myrelationshipswithmy family,friends,teamandpeersin sustainabilityandsupplychain.My relationshipsbringmejoy,theykeep meinformedandtheyhelpmegeta betterviewofwhatthelatest challengesandbestpracticesarethat wecanimplementonourjourneyto becomemoresustainable.
Whicharethemajorservicesofthe companyandhowdotheythe companytogetaheadinthe competition?Whatvalue-added servicesdoesthecompanyprovide? IBMConsultingSustainability Servicesguidesclientsfromstrategyto executiontobecomeasustainable enterprise.IBMhelpsembed sustainabilityintoanorganization's operationsandcultureacross transparentsupplychains,ESG reportingandfinance,responsible computingandgreenIT, decarbonizationandcleanenergy transition,climateriskassessmentand adaptation,andmostimportantly, puttingthehumanexperienceand planetaryhealthatthecenterof transformativechange.
Whatisthesignificanceof innovativeideasinthecompany? InnovationisatthecoreofwhatIdo eachday.Isurroundmyselfwitha teamofdiversethinkerswhoare passionateaboutsustainabilityand howIBMConsultingcanhelp companiesdrivemeaningfulchange whilenotlosingsightofachieving theirbusinessgoals.
Giveusyouropinionon;do organizationsrelyheavilyon individualheroicsorteam processes?
Ireallythinkthatitdependsonthe organization.Ibelievethatindividual heroicsarenotthekeytolong-term success.Youneedtohaveanengaged teamandaclearvision,alongwith processesinplacethatcanhelpyou achievesuccessasaunitratherthana singularperson.
Whatareyour responsibilitiesasthe Founder/CEOofthe company?Whatisthe happiestpartofyourdaily routine?
Icurrentlyleadsustainability servicesandalliances globallyforIBM.Myjobis toserveanddeliver differentiatedvalueand impactforourclientswitha breadthofofferings,strategic alliances,research,worldclasstalent,andethical innovationtobuilda responsible,equitable,and circularworld.Thehappiest partofmydailyroutineis wakingeachmorning knowingIamdoingexactly whatIwasputonthisearth todo!
Whatadvicewouldyougive someonegoingintoa leadershippositionforthe firsttime?
Neverstoplearning.Beinga leaderdoesn'tmeanalways havingalloftheanswers.A greatleaderlistenstotheir teamandlearnsfromthem, regardlessofhowjunioror seniortheymaybe.
