For more than three decades, Joseph Estrella held logistics and transportation positions at major companies. Now he's using that experience to help prepare students for careers in supply chain management.
For the past four years, Joseph Estrella has worked full time as a lecturer at the University of Rhode Island (URI), where he teaches operations, global supply chain management, international transportation, and other courses to both undergraduate and graduate students.
He brings to those classes more than 35 years of experience as a logistics and transportation professional for both motor carriers and shippers, including management positions at three large companies: the motor carrier Roadway Express, the office supply retailer Staples, and CVS, the retailer and provider of health-care and pharmacy services. Before joining URI full time, he taught there part time while serving as director of the transportation and logistics network for CVS.
Estrella recently spoke with Editorial Director Peter Bradley about his career and why he believes it's important to expose students of supply chain management to real-world experience.
Name: Joseph M. Estrella Jr. Title: Lecturer in operations, supply chain management, transportation, and logistics/transportation law Organization: College of Business Administration, University of Rhode Island Education: Bachelor of Science in Business Administration, with a concentration in industrial relations, from University of Massachusetts—Dartmouth; Juris Doctor from New England School of Law Business Experience: Operations management, sales, and labor relations positions with Roadway Express Inc.; director of operations, Plymouth Rock Transportation Inc.; director of transportation, Staples Inc.; vice president national transport services, United Road Services Inc.; director of transportation and logistics network, CVS Inc. CSCMP Member:13 years
Tell me about your experience in private industry and how it influenced you.
I have had a terrific career. I worked for what were arguably the three best companies in their respective industries at the time. I worked for Roadway Express for 15 years in roles ranging from dock supervisor and sales representative to posts in operations management and terminal management. For my last six years there, I was the labor relations manager for New England. Roadway was a great place to learn about transportation and logistics, but more importantly, I think, Roadway had a terrific way of teaching you how to deal with people. During my time there I certainly learned about honesty, integrity, and ethics.
The next stop in my career was working at Staples, which was a rather young company at the time. I am very proud to say that I was a big part of setting up the distribution process for the catalog division, which at the time was called Staples Direct. That part of the business grew very quickly. In fact, in two years, we went from US $28 million in sales to $310 million. I learned a lot about the retail industry working at Staples. I then moved to CVS and worked there for a long time. When I joined CVS, the company had no stores west of the Mississippi, and now, through tremendous acquisition and growth, it is a national and international company.
I was fortunate. I got to work in three really good areas with three really good companies, which serves me well now that I am at the University of Rhode Island.
What made you take the leap from supply chain professional to educator?
While I was at CVS, we were contacted by URI to work on a distribution project. That was my first interaction with the university. URI then asked me to serve on its Supply Chain Advisory Committee, which is made up of URI faculty and business people in the community. Later, the university asked me to be an adjunct professor, so I started teaching one course a semester, which I really enjoyed. About four years ago, URI asked if I wanted to teach full time. I think the timing was right for me to retire from private industry and become a part of URI's faculty.
URI's supply chain management (SCM) program started around 2007, and we have already been recognized as having one of the top 25 supply chain programs in the country. The SCM major is actually the fastest-growing major within the college of business.
How does your experience in private industry influence what you teach and how you teach?
At URI, we teach all the different theories and formulas that SCM students need to know and understand, but the fact of the matter is, in the real world of business, it still boils down to people executing their jobs properly. I try to relate real-life experiences to the students with real-world examples. A perfect example is economic order quantity (EOQ). For EOQ to work properly, you want to minimize your holding and ordering costs. You teach students the EOQ formula, you give them a few problems, and they now understand how to determine EOQ. But then I ask them a simple question: If you're working for a large corporation, you may have 40,000 or 50,000 stock-keeping units (SKUs). Do you really think you're going to sit down and go through this formula for 40,000 SKUs every single week? No, you just don't have the time to do it, and that's where software comes into play. That kind of example resonates with students. The idea is that students have to understand the concept, but how you actually use that concept is sometimes vastly different from what is taught.
How do you get students interested in logistics and supply chain management? I don't imagine most kids come out of high school saying "I want to be a logistician."
Supply chain is not something that's at the top of anyone's list just yet, certainly not when students come out of high school. What we try to do, and we have been pretty successful at it, is explain to students that supply chain is the only discipline that interacts with every other discipline in a corporation. I tell students that when you get into supply chain, you're going to be dealing with procurement, inventory, marketing, advertising, legal, real estate, finance, accounting, logistics, transportation, and distribution as well as with other companies. Then, if students take a course or two, it is not unusual for some of them to change their majors to supply chain.
Do you send your students out into the field at any point in their undergraduate career?
Yes. We emphasize internships to all our students. In fact, many of our students will do two or three internships at the undergraduate level, and that serves a couple of purposes. One, it obviously exposes students to private industry, and two—and this happens more often than not—students do such a great job at their internships that they receive job offers from those same companies.
What are the business professionals you talk to looking for in graduates?
They are looking for, first of all, students with some type of SCM certification. This is an area where URI does an outstanding job, as many of our students will graduate with a CTL [Certified in Transportation and Logistics] certificate from the AST&L [American Society of Transportation and Logistics]. In addition, we have a Lean Six Sigma program, through which many of our students will earn a yellow or even a green belt.
Obviously, technology plays a big role in supply chain management. Business professionals want students who are proficient in programs such as Excel, Access, and simulation software. Our students have done extremely well in the workplace in part because of their knowledge as it relates to technology.
As your students go out the door, what is your advice to them about what they're going to face and what they need to do?
We teach the same things I'm sure most universities do as it relates to what students will face when they enter the work force—things like the importance of collaboration, knocking down silos, trade-offs, and so forth. But I also tell students that unfortunately, all of those things don't happen. Many companies will tell you that they collaborate with suppliers, that they are knocking down silos, when in reality, they just don't do it.
I also tell students they need to trust the people they work with. Trust is something that I think is extremely important in business. For instance, if you have suppliers that are cost competitive, that perform well, and that you trust (and that trust you), you now have a terrific business relationship that will benefit all parties. Unfortunately, I think many companies are so cost driven in the short term that they actually spend more dollars in the long run by constantly changing suppliers who don't perform as expected. In addition, by constantly changing suppliers, customer service is impacted in a negative way.
I tell students that if they want to be successful, they really need to understand the business they are in. Listen, really listen; look, really look; and ask some questions.
I also tell them that if they want to be successful, they are going to work more than eight hours a day. Hard work has always served people well. If you do those things and you treat people right, you will be successful.
The one final thing I always tell students is that there is nothing more important than being honest and having integrity.
A coalition of freight transport and cargo handling organizations is calling on countries to honor their existing resolutions to report the results of national container inspection programs, and for the International Maritime Organization (IMO) to publish those results.
Those two steps would help improve safety in the carriage of goods by sea, according to the Cargo Integrity Group (CIG), which is a is a partnership of industry associations seeking to raise awareness and greater uptake of the IMO/ILO/UNECE Code of Practice for Packing of Cargo Transport Units (2014) – often referred to as CTU Code.
According to the Cargo Integrity Group, member governments of the IMO adopted resolutions more than 20 years ago agreeing to conduct routine inspections of freight containers and the cargoes packed in them. But less than 5% of 167 national administrations covered by the agreement are regularly submitting the results of their inspections to IMO in publicly available form.
The low numbers of reports means that insufficient data is available for IMO or industry to draw reliable conclusions, fundamentally undermining their efforts to improve the safety and sustainability of shipments by sea, CIG said.
Meanwhile, the dangers posed by poorly packed, mis-handled, or mis-declared containerized shipments has been demonstrated again recently in a series of fires and explosions aboard container ships. Whilst the precise circumstances of those incidents remain under investigation, the Cargo Integrity Group says it is concerned that measures already in place to help identify possible weaknesses are not being fully implemented and that opportunities for improving compliance standards are being missed.
By the numbers, overall retail sales in August were up 0.1% seasonally adjusted month over month and up 2.1% unadjusted year over year. That compared with increases of 1.1% month over month and 2.9% year over year in July.
August’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were up 0.3% seasonally adjusted month over month and up 3.3% unadjusted year over year. Core retail sales were up 3.4% year over year for the first eight months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023.
“These numbers show the continued resiliency of the American consumer,” NRF Chief Economist Jack Kleinhenz said in a release. “While sales growth decelerated from last month’s pace, there is little hint of consumer spending unraveling. Households have the underpinnings to spend as recent wage gains have outpaced inflation even though payroll growth saw a slowdown in July and August. Easing inflation is providing added spending capacity to cost-weary shoppers and the interest rate cuts expected to come from the Fed should help create a more positive environment for consumers in the future.”
The U.S., U.K., and Australia will strengthen supply chain resiliency by sharing data and taking joint actions under the terms of a pact signed last week, the three nations said.
The agreement creates a “Supply Chain Resilience Cooperation Group” designed to build resilience in priority supply chains and to enhance the members’ mutual ability to identify and address risks, threats, and disruptions, according to the U.K.’s Department for Business and Trade.
One of the top priorities for the new group is developing an early warning pilot focused on the telecommunications supply chain, which is essential for the three countries’ global, digitized economies, they said. By identifying and monitoring disruption risks to the telecommunications supply chain, this pilot will enhance all three countries’ knowledge of relevant vulnerabilities, criticality, and residual risks. It will also develop procedures for sharing this information and responding cooperatively to disruptions.
According to the U.S. Department of Homeland Security (DHS), the group chose that sector because telecommunications infrastructure is vital to the distribution of public safety information, emergency services, and the day to day lives of many citizens. For example, undersea fiberoptic cables carry over 95% of transoceanic data traffic without which smartphones, financial networks, and communications systems would cease to function reliably.
“The resilience of our critical supply chains is a homeland security and economic security imperative,” Secretary of Homeland Security Alejandro N. Mayorkas said in a release. “Collaboration with international partners allows us to anticipate and mitigate disruptions before they occur. Our new U.S.-U.K.-Australia Supply Chain Resilience Cooperation Group will help ensure that our communities continue to have the essential goods and services they need, when they need them.”
Artificial intelligence (AI) tools can help users build “smart and responsive supply chains” by increasing workforce productivity, expanding visibility, accelerating processes, and prioritizing the next best action to drive results, according to business software vendor Oracle.
To help reach that goal, the Texas company last week released software upgrades including user experience (UX) enhancements to its Oracle Fusion Cloud Supply Chain & Manufacturing (SCM) suite.
“Organizations are under pressure to create efficient and resilient supply chains that can quickly adapt to economic conditions, control costs, and protect margins,” Chris Leone, executive vice president, Applications Development, Oracle, said in a release. “The latest enhancements to Oracle Cloud SCM help customers create a smarter, more responsive supply chain by enabling them to optimize planning and execution and improve the speed and accuracy of processes.”
According to Oracle, specific upgrades feature changes to its:
Production Supervisor Workbench, which helps organizations improve manufacturing performance by providing real-time insight into work orders and generative AI-powered shift reporting.
Maintenance Supervisor Workbench, which helps organizations increase productivity and reduce asset downtime by resolving maintenance issues faster.
Order Management Enhancements, which help organizations increase operational performance by enabling users to quickly create and find orders, take actions, and engage customers.
Product Lifecycle Management (PLM) Enhancements, which help organizations accelerate product development and go-to-market by enabling users to quickly find items and configure critical objects and navigation paths to meet business-critical priorities.
The venture-backed fleet telematics technology provider Platform Science will acquire a suite of “global transportation telematics business units” from supply chain technology provider Trimble Inc., the firms said Sunday.
Trimble's other core transportation business units — Enterprise, Maps, Vusion and Transporeon — are not included in the proposed transaction and will remain part of Trimble's Transportation & Logistics segment, with a continued focus on priority growth areas following completion of the proposed transaction.
Terms of the deal were not disclosed but as part of this agreement, Colorado-based Trimble will become a shareholder in Platform Science's expanded business. Specifically, Trimble will have a 32.5% stake in the newly expanded global Platform Science business and will receive a Platform Science board seat. The company joins C.R. England, Cummins, Daimler Truck, PACCAR, Prologis, RyderVentures, and Schneider as a key strategic investor in Platform Science along with financial investors 8VC, Activant Capital, BDT & MSD Partners, Softbank, and NewRoad Capital Partners.
According to San Diego-based Platform Science, the proposed transaction aims to enhance driver experience, fleet safety, efficiency, and compliance by combining two cutting-edge in-cab commercial vehicle ecosystems, which will give customers access to more applications and offerings.
From Trimble customers’ point of view, they will continue to enjoy the benefits of their Trimble solutions, with the added flexibility of the Virtual Vehicle platform from Platform Science. That means Virtual Vehicle-enabled fleets will receive access to the Virtual Vehicle Marketplace, offering hundreds of new and expanded applications, software, and solution providers focused on innovating and improving drivers' quality of life and fleet performance.
Meanwhile, Platform Science customers will enjoy the added choice of Trimble's remaining portfolio of transportation solutions which will be available on the Virtual Vehicle platform, the partners said.
"We believe combining our global transportation telematics portfolio with Platform Science's will further advance fleet mobility and provide our customers with a broader portfolio of solutions to solve industry problems," Rob Painter, president and CEO of Trimble, said in a release. "Increased collaboration between the new Platform Science business and Trimble's remaining transportation businesses will enhance our ability to provide positive outcomes for our global customers of commercial mapping, transportation management, freight procurement, and visibility solutions. This deal will result in significant synergies along with tremendous opportunities for employees to continue to grow in a more-competitive business."
The acquisition comes just five months after Platform Science raised $125 million in growth capital from some of the biggest names in freight trucking, saying the money would help accelerate innovation in the commercial transportation sector.