If you don't know the answer to a question, chances are someone in your network does?but you'll have to understand how to get them to give you the information you need so you can put it to work.
No one is expected to know everything. Fortunately, there are a lot of smart people working in supply chain management. If you don't know the answer to a question, chances are someone in your network does—but you'll have to understand how to get them to give you the information you need so you can put it to work. This may sound easy enough, but it is actually a complex transaction.
To pinpoint the sources of the information they actually need, and then draw that information out from the people who have it, successful managers follow three steps: stop, ask, and listen. "Stop" involves taking the time to figure out what information you actually need. "Ask" means posing the right question. And "listen" requires actively engaging with your source and thinking about his or her response.
Step 1: Stop
The first step can be easy if you are clearly told what knowledge you need to acquire. For example, you may be asked to provide a vetted list of potential suppliers that fulfill diversity requirements, or a cost analysis of different shipping methods. But sometimes it is not so easy to determine what information you need—especially as your career advances and your responsibilities broaden to include complex tasks like the leadership and direct management of others. For example, suppose you are tasked with opening your company's first distribution center in South America. Where do you locate it? Whom do you hire? What are the cultural and environmental sensitivities you must take into account?
In these cases, you should stop and think about what it is that you really have to know ... and be honest with yourself about what you do not know. Do you need facts? Opinions? To understand the reasoning or logic behind a situation?
But simply identifying the information required is not enough. You also must determine the right sources of that information. Who has the knowledge to fill in the gaps?
Step 2: Ask
Once you know what information you need and who might know it, think about what type of question will elicit the necessary information. Like tools, different types of questions do different types of jobs. The three types of questions are: closed-ended, open-ended, and hypothetical.
Closed-ended questions elicit an answer from among a discrete set of possibilities. For example, if you ask, "Will you make your budget this month?" the answer is either "yes" or "no." This type of question elicits a quick, black-or-white answer; it does not leave room for a nuanced response.
Open-ended questions are designed to engage a person more deeply. There are an infinite number of ways to answer an open-ended question like "Why do you think our shipping needs will outpace our supplier's ability to fulfill them?" This type of question gives the respondent an opportunity to share his or her knowledge and/or opinions in detail.
The last kind of question is the hypothetical, or "what if," type. Hypothetical questions can provide a window into how the respondent thinks and reasons. For example, "What are our delivery options if diesel fuel hits US $5.00 per gallon?"
To help you remember when these three types of questions would be most appropriate, try to think about them in the context of a job interview. The close-ended question can be used to determine basic information. "Have you managed people?" The open-ended question is used to bring out the detail. "What was your most meaningful leadership experience with your team?" The hypothetical question can bring out creativity, logic, and resourcefulness. "What would you do if someone was sabotaging your team?"
Finally, there are two more types of questions you should be aware of: the leading question and the loaded question. Leading questions suggest the answer. For example, "The shipment will arrive on time, right?" Clearly, the desired answer is "yes." The loaded question has implicit assumptions in it. For example, "When will you stop making bad forecasts?" The implication is that all your forecasts are bad. Both of these types of questions are not going to move your knowledge base forward. These are questions that are not looking for an answer; they are conveying information. Stay away from them.
Step 3: Listen
After you ask your question, make sure that you really listen to the answer. That may sound self-evident, but it's not. Listening is a skill—one you can and should improve.
Have you ever been in a meeting where people started to talk before others were done? And no one even listened to what the others were saying—they just waited for their turn to talk? This kind of "communication" is a waste of everyone's time.
Listening abilities lie along a spectrum, and it's important to honestly assess what kind of listener you are. To get the most value out of what people are saying, you may need to change your attitude.
The spectrum starts with ineffective listeners who are just waiting to talk, and progresses to reluctant listeners—people who may feel they have "heard it all before" and are unwilling participants. Next are the passive listeners. These people are sitting quietly but are not absorbing anything; their minds are somewhere else. Judgmental listeners hear what is being said but won't let the meaning sink in. They have already made up their minds, and nothing they hear will change their opinion.
And then there are the selective listeners. I've been guilty of this myself in the past. My children would call me at the office, and I would be multitasking or checking my e-mail while they told me about their day. My mind was divided, serving neither task well. Now, regardless of who calls, I stop what I am doing and focus on the caller. I expect it of others as well. When I start a meeting, I set ground rules, one of which is no phones, e-mails, or texting—nothing that takes the focus away from the business at hand. (And don't think you are fooling anyone when you say you are using your iPad for "taking notes.")
And that leads directly to why we all need to be active listeners. Active listeners focus on what the speaker is saying. They communicate their attention to the speaker both verbally and nonverbally. They make eye contact. When in agreement, they nod their heads. If the situation allows, they ask probing, open-ended, and/or clarifying questions.
Active listening means hearing what is being said and thinking about it at the same time. Keep asking yourself questions about what the speaker is saying. Does it make sense? Did I just hear something I didn't know? Should I ask follow-up questions?
Asking thoughtful, engaging questions will not only elicit valuable information from the speaker, it will also affirm to the speaker that you heard what he or she is saying and are an active participant in the conversation.
Consequences and rewards
There are consequences for failing to stop, ask, and listen. If you keep talking without asking questions, you become the "know-it-all" who is not a team player. If you stay quiet without asking questions, you can be perceived as too timid or unable to grasp the issues. Neither advances your knowledge or your career.
By stopping, asking, and listening, supply chain managers will be sure to engage in rich and mutually rewarding conversations that will give them the information they need to carry out their responsibilities effectively and professionally.
Supply Chain Xchange Executive Editor Susan Lacefield moderates a panel discussion with Supply Chain Xchange's Outstanding Women in Supply Chain Award Winners (from left to right) Annette Danek-Akey, Sherry Harriman, Leslie O'Regan, and Ammie McAsey.
Supply Chain Xchange recognized four women who have made significant contributions to the supply chain management profession today with its second annual Outstanding Women in Supply Chain Award. The award winners include Annette Danek-Akey, Chief Supply Chain Officer at Barnes & Noble; Sherry Harriman, Senior Vice President of Logistics and Supply Chain for Academy Sports + Outdoors; Leslie O’Regan, Director of Product Management for DC Systems & 3PLs at American Eagle Outfitters; and Ammie McAsey, Senior Vice President of Customer Distribution Experience for McKesson’s U.S. Pharmaceutical division.
Throughout their careers, these four supply chain executive have demonstrated strategic thinking, innovative problem solving, and effective leadership as well as a commitment to giving back to the profession.
The awards were presented at the Council of Supply Chain Management Professionals (CSCMP) annual EDGE Conference in Nashville, Tenn. In addition to the awards presentation, the leaders discussed their leadership philosophies and career path during a panel discussion at the EDGE conference.
The surge of “nearshoring” supply chains from China to Mexico offers obvious benefits in cost, geography, and shipping time, as long as U.S. companies are realistic about smoothing out the challenges of the burgeoning trend, according to a panel today at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.
Those challenges span a list including: developing infrastructure, weak security, manual processes, and shifting regulations, speakers said in a session titled “Nearshoring: Transforming Surface Transportation in the U.S.”
For example, a recent Mexican government rail expansion added lines to tourist destinations in Cancun instead of freight capacity in the Southwest, said panelist Edward Habe, Vice President of Mexico Sales, for Averitt. Truckload cargo inspections may rely on a single person looking at paper filings on the border, instead of a 24/7 online system, said Bob McCloskey, Director for Logistics and Distribution at Clarios, LLC. And business partners inside Mexico often have undisclosed tier-two, tier-three, and tier-four relationships that are difficult to track from the U.S., said Beth Kussatz, Manager of Northern American Network Design & Implementation, Deere & Co.
Still, dedicated companies can work with Mexican authorities, regulators, and providers to overcome those bottlenecks with clever solutions, the panelists agreed. “Don’t be afraid,” Habe said. “It just makes sense in today’s world, the local regionalization of manufacturing. It’s in our interest that this works.”
A quick reaction in the first 24 hours is critical for keeping your business running after a cyberattack, according to Estes Express Lines, the less than truckload (LTL) carrier whose computer systems were struck by hackers in October, 2023.
Immediately after discovering the breach, the company cut off their internet, called in a third-party information technology (IT) support team, and then used their only remaining tools—employees’ personal email and phone contacts—to start reaching out to their shipper clients. The message on Day One: even though the company was reduced to running the business with paper and pencil instead of computers, they were still picking up loads on time with trucks.
“Customers never want to hear bad news, but they really don’t want to hear bad news from someone other than you,” the company’s president and COO, Webb Estes, said in a session today at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.
After five or six painful days, Estes transitioned from paper back to computers. But they continued sending clients daily video updates from their president, and putting their chief information officer on conference calls to answer specific questions.
Although lawyers had advised them not to be so open, the strategy worked. It took 19 days to get all computer systems running again, but at the end of the first month they had returned to 85% of their original client list, and now have 99% back, Estes said in the session called “Hackers are Always Probing: Cybersecurity Recovery and Prevention Lessons Learned.”
As the final hours tick away before a potential longshoreman’s strike begins at midnight on the U.S. East and Gulf coasts, experts say the ripples of that move could roll across the entire U.S. supply chains for weeks.
While some of the nation’s largest retailers were able to pull their imports forward in recent weeks to soften the blow, “the average supply chain is ill-prepared for this,” Tom Nightingale, the former CEO of AFS Logistics, said in a panel discussion today at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.
Despite that grim prognosis, a strike seems virtually unavoidable, CSCMP President & CEO Mark Baxa said from the stage. At latest report, the White House had declined to force the feuding parties back into arbitration through its executive power, and a voluntary last-minute session had failed to unite the International Longshoremen’s Association (ILA)’s 45,000 union members with the United States Maritime Alliance that manages the 36 ports covered under their expiring contract.
The ultimate impact of a resulting strike will depend largely on how long it lasts, the panelists said. With a massive flow of 140,000 twenty foot equivalent units (TEUs) of shipping containers moving through the two coasts each week, each day of a strike will require 7 to 10 days of recovery for most types of goods, Nightingale said.
Shippers are desperately seeking coping mechanisms, but at this point the damage will add up fast, whether a strike lasts for an optimistic “option A” of just 48 to 72 hours, a pessimistic “Option B” of 7 to 10 days, or even longer, agreed Jon Monroe, president of Jon Monroe Consulting.
The first full day of CSCMP’s EDGE 2024 conference ended with the telling of a great American story.
Author and entrepreneur Fawn Weaver explained how she stumbled across the little-known story of Nathan Green and, in deciding to tell that story, launched the fastest-growing and most award-winning whiskey brand of the past five years—and how she also became the first African American woman to lead a major spirits company.
Weaver is CEO of Uncle Nearest Premium Whiskey, a company she founded in 2016 and that is part of her larger private investment business, Grant Sidney, Inc. Weaver told the story of "Nearest" Green—as Nathan Green was known in his hometown of Lynchburg, Tenn.—to Agile Business Media & Events Chairman Mitch MacDonald, in a keynote interview Monday afternoon.
As it turns out, Green—who was born into slavery and freed after the Civil War—was the first master distiller for the Jack Daniel’s Whiskey brand. His story was well-known among the local descendants of both Daniel and Green, but a mystery in the larger world of bourbon and a missing piece of American history and culture. Through extensive research and interviews with descendants of the Daniel and Green families, Weaver discovered what she describes as a positive American story.
“I believed it was a story of love, honor, and respect,” she told MacDonald during the interview. “I believed it was a great American story.”
Weaver told the story in her best-selling book, Love & Whiskey: The Remarkable True Story of Jack Daniel, His Master Distiller Nearest Green, and the Improbable Rise of Uncle Nearest, and has channeled it into an even larger story with the founding of the brand. Today, Uncle Nearest Premium Whiskey is made at a 323-acre distillery in Shelbyville, Tenn.—the first distillery in U.S. history to commemorate an African American and the only major distillery in the world owned and operated by a Black person.
Weaver and MacDonald's wide-ranging discussion covered the barriers Weaver encountered in bringing the brand to life, her vision for where it’s headed, and her take on the supply chain—which she said she views as both a necessary cost of doing business and an opportunity.
“[It’s] an opportunity if you can move quickly,” she said, emphasizing a recent project to fast-track a new Uncle Nearest product in which collaborating with the company’s supply chain partners was vital.
Uncle Nearest Premium Whiskey has earned more than 600 awards, including “World’s Best” by Whisky Magazine two years in a row, the “Double Gold” by San Francisco World Spirits Competition, and Wine Enthusiast’s “Spirit Brand of the Year.”
CSCMP’s EDGE 2024 runs through Wednesday, October 2, at the Gaylord Opryland Hotel & Convention Center in Nashville.