Intro & Outro: 0:00

Welcome to the Tennessee on Supply Chain Management podcast. Listen in as co-hosts Ted Stank and Tom Goldsby set sail into the world of end-to-end supply chain management, diving deep into today's most relevant business topics. They'll share insights in pressing industry issues and tackle the challenges keeping supply chain professionals up at night. If you're enjoying the ride, download and subscribe to Tennessee on Supply Chain Management on your favorite podcast platform now.

Ted Stank: 0:28

Welcome everyone to the Tennessee on Supply Chain Management podcast, season three, episode 10. We have an exciting day for you again today. My name's Ted Stank, professor of supply chain management at University of Tennessee. I'm here with my great friend, tom Goldsby and our guest Amalia Lendono. Tom, what's going on?

Tom Goldsby: 0:49

Hey, ted, you know we are on the far side of the 4th of July holiday and we enjoyed a great firework show here in downtown Knoxville. That was great. But I'll have to admit I always start getting a little bit anxious. July 4th is kind of that midpoint of summer and we're just six weeks away from welcoming the next cohort of volunteers to Rocky Top. So it's time to get those course preps together. I know you and I are co-teaching a class this fall. I'm very excited about that. But hey, it's getting to be crunch time here already.

Ted Stank: 1:21

Is excitement what I'm feeling. I said to somebody yesterday that for the first time in about 22 years I'm freaking out because I'm doing a new course prep and I'm not really sure about the course material. I mean every other time like you could plop me in a course and I could teach it in my sleep, but this one is this one stretching me, and so I'm having a little anxiety.

Tom Goldsby: 1:42

Hey, it's good to be stretched, Ted. I mean, that's what life's all about.

Ted Stank: 1:46

65, stretching is hard, you know, Tom.

Tom Goldsby: 1:49

You're not so limber anymore. Well, I'll tell you, though, that's the class you and I are co-teaching. I think together we are going to survive and thrive somehow.

Ted Stank: 1:58

Hey, our guest today is Amalia Londono, a good friend of our program. Amalia is EVP of End-to-End Supply Chain North America for Colgate-Palmolive. She's a member of our GFCI advisory board, big supporter of a lot of our programs. Really happy to have Amalia here with us. Amalia, welcome.

Amalia Londono: 2:17

Thank you. Thank you, ted, I'm excited to be here with you today.

Ted Stank: 2:21

Great, great to have you, tom. What are you hearing? Ear to the ground. What kind of things are going on out there in the world that's going to impact us in supply chain?

Tom Goldsby: 2:28

Well, we're recording on July 9, which correct me if I'm wrong that's a day we've had circled for a long, long time. Oh, about 90 days now, right?

Ted Stank: 2:38

Since our spring supply chain forum actually.

Tom Goldsby: 2:42

That's right. So let's go back. April 2 was Liberation Day, Rose Garden Ceremony, the billboard, you know, with all those tariffs, across more than 200 countries, I think. And then we got one week down the road and it's like wait, wait, wait, I'll tell you what.

Ted Stank: 2:58

we'll give you 90 days to bring forward your best offer, whatever that might be, and in fact, it was the afternoon that we were doing breakouts at the forum and I had to go in and tell some of our presenters who were talking about tariffs that, hey, an announcement just came out that they did a moratorium and it was kicked down the road to July 9th.

Tom Goldsby: 3:20

So here we are 90 days later and seemingly it's getting kicked down the road again to the balance of the month. Right August 1 is being thrown out there and hey, now you've got three weeks to bring forward your best offer. I guess the proposition. We have two deals that are supposedly wrapped up, but really those are frameworks.

Ted Stank: 3:40

The day in Vietnam. Right, which are frameworks?

Tom Goldsby: 3:42

right, right, right, and so that's just a broad understanding really. And, as we always say, the devil's in the details, and those are really lacking. But I think where we all kind of land, it's like what's the number, what's the tariff number? And then, of course, what is our counterpart offering in the way of tariffs for our exports heading over in their direction?

Ted Stank: 4:03

I think we'll see some frameworks with significant trade partners in the next couple of weeks, whether those hold up, you know. I mean we've got a somewhat framework agreement with China. I think the EU and Japan may come up with some kind of a framework in the next few weeks.

Tom Goldsby: 4:22

Well, I'll tell you, that's the big one in my mind, right? I mean, if you talk about the collection of nations that make up the EU, when we stop talking about individual countries, right? And of course, UK is off on their own, which I was just in London a few weeks ago and it's just so goofy, all the things that you have to do. I was in Italy and everything was cool. And then it's like, oh, now I've got to complete this visa requirement over here to go to the UK and I'm thinking, gee, I can't fathom what it's like to be in the UK doing business with the balance of Europe now.

Ted Stank: 4:55

Yeah, it's why I'm trying to find my Italian grandparents birth certificate, so I can apply for Italian citizenship and just enter the Schengen zone and not have to worry about it.

Tom Goldsby: 5:06

Now that would be.

Ted Stank: 5:06

that'd be really nice to take care of that bureaucracy One other tariff thing I want to bring up, and then we have Amalia here who's dealing with this constantly, so I'd love to get her take on it. The only other thing I'd like to bring up that's come up very recently is conversations around copper. Trump administration just announced a 50 percent tariff on copper. United States gets over half of our copper from the import trade, and so there's a lot of concern about price increases. In fact, what I saw in the open market was a 13% increase in the price of copper this morning. So, amalia again, this is your life and there's no need for us to hold you out of this conversation. Love to have your take on some of these things and how you're dealing with it at Colgate-Palmolive.

Amalia Londono: 5:52

Absolutely. It has definitely been a very exciting year with respect to tariffs, but what I would say is each company needs to focus on what they can control.

Amalia Londono: 6:01

At least, that's what we're doing here. I think you don't solve this situation from one day to the other. For us at Colgate, this has been more of a long-term thing that we've been doing, which is creating flexibility in our supply chain. We are fortunate enough to have a global supply chain, so it's been all about how do we create flexibility, resiliency of the products that we make in several locations. We have actually been investing in the US quite a lot of money in the last years, so that is helping us. And then all the tools that we have available today right, all the modeling tools, the digital tools that have really helped us as well be able to quickly understand the scenarios that are happening and the options that we have.

Ted Stank: 6:41

Yeah, so you built out some pretty strong cost models.

Amalia Londono: 6:44

Yes, we have some very good models on how to model this and be able to quickly, because we get a lot of questions, even internally, right from our senior leadership team. So how is this going to impact? So now we are able to react to that and respond very fast and make decisions. But again, I think what is helping us right now is the flexibility that we've been building into our supply chain over several years. Right, you can't solve it. If you were not doing anything until today and this started to happen, you're not going to be in a good place.

Ted Stank: 7:14

Yeah, I mean, I remember in 2020 having several conversations with one of your previous colleagues, Josue Munoz, during COVID. You know the early days of COVID and that really got us ramped up in terms of really thinking about this resiliency and where are we getting product from and cost models, et cetera.

Tom Goldsby: 7:32

Absolutely, Well, amalia, I'm drawn to your title. I don't know how many people in industry have your title of end-to-end supply chain, evp, and that sounds like it's right out of our textbook, right, ted? I mean, we teach, we preach end-to-end. What does that mean, though? At Colgate-Palmolive, and particularly given the vagaries that COVID presented, and now geopolitics and all that, just how critical is it to have end-to-end perspective and management of as much as you possibly can in a collaborative manner?

Amalia Londono: 8:07

Absolutely Listen. For us, end-to-end supply chain basically means we are responsible for the whole supply chain, right From materials all the way to delivery to the customer and the whole planning thing that goes on top of the end-to-end.

Amalia Londono: 8:20

So I am responsible for making sure I have the materials, the manufacturing, the logistics, the transportation, the distribution, the delivery to the customers, the customer engagement piece as well, and then all the planning that goes on top.

Amalia Londono: 8:33

So that is end-to-end for us. We actually transitioned to an end-to-end supply chain organization I think this was back in around 2018 or 2017-ish and we used to manage supply chain by global categories and we moved to this structure so that we would be more agile, enable to collaborate further with our commercial teams. So I am the one point person that faces all supply chain for our division. So I sit together with our division president and my other colleagues from the other functions from marketing, from sales, from legal, from human resources and so I am the face of the supply chain to the leadership team in the North America division, and I am also obviously a representative of the global supply chain team for Colgate, representing North America. So I think that obviously a representative of the global supply chain team for Colgate, representing North America. So I think that gives a lot of agility in responding to any type of supply chain concern, issue, opportunity and so forth. So this has been working very well for us.

Ted Stank: 9:37

I'm going to brag on you for a moment. Amalia, you said that you went to this structure in 2017, 2018. Beth, you said that you went to this structure in 2017, 2018. Starting in 2019, Colgate-Palmolive has been annually ranked really highly in the Gartner Global Supply Chain rankings. I think it's got to be attributed at least partly to this kind of end-to-end vision. I'm biased. I think that that is clearly the way to run a supply chain.

Amalia Londono: 10:11

But I think that the rankings bear that out from what you all have been doing. No, absolutely. And the other thing that this organizational structure gives us is it involves me as a supply chain professional right Very much into the business. So supply chain people sometimes tend to speak in very supply chain terms, be very embedded in supply chain, without really understanding the business context as much. I think this structure really embeds us into the business and allows us to really link supply chain and how it's really going to bring value right and become a growth engine for the company.

Ted Stank: 10:38

Yeah, and I think it's a great tribute to the business leadership to recognize the importance of the supply chain and creating value. And that's one of the biggest challenges we have in supply chain is the business leadership to recognize the importance of the supply chain and creating value. And that's one of the biggest challenges we have in supply chain is the business leadership team has to step forward first and say yes, supply chain is a really critical part of competitive advantage and value, not just a cost bucket.

Amalia Londono: 10:58

Absolutely.

Tom Goldsby: 10:59

Hey, let's take a look at one end of that end-to-end perspective, and maybe the most critical end is customer facing and looking out to the consumer. And what are you seeing? What are some of the big trends in consumer packaged goods, cpg industry and how's Colgate? Kind of evolving or maybe moving the evolution through supply chain execution moving the evolution through supply chain execution.

Amalia Londono: 11:29

I mean, what we're seeing with a consumer is, first of all, that the consumer is looking for value, right and value doesn't mean low price. They're really looking for value and making sure that whatever it is that we are delivering is really delivering for the consumer. So we're very much focused right now on something we call product superiority consumer. So we're very much focused right now on something we call product superiority. How do we make sure that, yes, once the product is available, how that product is really delivering for that consumer? So that's one thing.

Amalia Londono: 11:52

The other thing is that we need to be available right, and for us supply chain people, that is our number one thing. Right, we need to make sure that our product is available everywhere, right For this omni-consumer. So it could be at the store, it could be online, it could be wherever this consumer is shopping. How do we make sure that we are available everywhere and that, once we are available, we are delivering for that consumer? So that is definitely one of the things that we are seeing and that we are focused on and that is going to be critically important as we move even forward into our strategy for 2030.

Ted Stank: 12:27

We're in the middle of Amazon Prime Day, speaking of making product available omnichannel. Interestingly, e-commerce sales over the course of the last several months have been down because of tariff uncertainty etc. And actually the first day of Amazon Prime was a bit low, although it's different this year because it's a four-day At least over the entire four days. It will probably come out as a game. How has your team had to prepare for the Prime Day demand bump?

Amalia Londono: 12:59

Every year, we prepare for the Amazon Prime demand bump. It's probably one of the trickiest demand planning problems that we have is planning for Amazon Prime Day, but we've been getting better at it every year as we get to know. You know what are the products that really take off during this time and that are more prone. Right for this type of channel and we make so much of our sales from Amazon during this time of the year is critically important for us. Sure, pay a lot of attention and hopefully, with all the tools that we're putting together right through our planning transformation, we're going to become even better at it, and Amazon is also working on this as well. Right, they're trying to come up with better algorithms to help us figure out what it is that they're going to need. So this is a joint effort.

Ted Stank: 13:58

We've talked about. One is the you know, the really resilient, flexible cost models to be able to respond to these almost daily, at least weekly changes in tariffs and various global things going on. Now we talk about the planning. Whenever, I think about the need for resiliency and planning. This cloud of AI and conversation that's going on out there seems to come together with it. What's your perspective on that?

Amalia Londono: 14:23

First of all, I'm very excited about what technology and AI will bring to planning and to supply chains in general, and I think it is one of probably the most common uses that industry is using AI for is in the planning space.

Amalia Londono: 14:39

I think we are still are in the infancy right of the uses of this.

Amalia Londono: 14:44

One of the first things that we are trying to use it for here at Colgate is in the demand planning side right, how do we bring additional insights from the in-store data right, from the in-store data to really be able to help our demand plans? And I think ultimately is how do we get to almost like a touchless demand plan right, that would be like the utopia of our planning business. And then how to even add some external factors into our demand plan as well. So I think that's going to be one of the major pieces of how we use AI, and the other piece is going to be around how we plan capacity as well right, that will be another great use. We are doing some pilots around there as well. How do we unlock capacity in some of our manufacturing sites and things that are really hard to plan, that involve many different stages of the planning, and so with this AI, we will be able to really optimize that. So I'm extremely excited as to what this is going to bring for us.

Tom Goldsby: 15:45

Yeah, it's really exciting. It sounds like you're making better use of what data maybe has historically been available, maybe not so digestible or easy to generate the insights. But then you also mentioned these externalities that could be unstructured data, right, that we've had a really hard time digesting, and do you see AI perhaps helping you to take some of that unstructured input and make sense of it and usable in some form? Some?

Amalia Londono: 16:11

of that unstructured input and make sense of it and usable in some form. Absolutely, we do see that as well and especially, you know, one of the probably biggest challenges that we have in supply chain right is cleaning up data right and making sure our data is good. We also see AI as a potential solve right For how to make sure that our data that is unstructured, maybe not so clean, is actually usable.

Ted Stank: 16:32

So absolutely, the other big thing that swirls around the AI conversation all the great things it can do for us, not only in the supply chain but in medical advances, all kinds of things. But then the dot cloud is what it might do to workforce and hiring, et cetera. In like the next five years, as you bring AI more and more into your planning environment and other areas of the supply chain, do you see that impacting your talent needs and in terms of skill sets and the number of people you're going to need to be able to deal with it?

Amalia Londono: 17:06

Absolutely. I mean definitely skill sets, and I think it's about how do we as a company right, we provide the right tools and space and opportunity for people to be upskilled in this area and, of course, bringing people that have these skills as well, right, but at least here at Colgate, we are trying to do major upskilling of our whole workforce and AI. So, and then we hope, right as we get all the solutions implemented, we do foresee the jobs changing somewhat, or a lot, hopefully. So I'm not sure if you know less people, but doing different things with the people that we have, right, it's going to free up so much time to do value added work.

Amalia Londono: 17:47

So, no, it's very exciting, I mean we see these applications across the whole end to end supply chain. Right, when you talk about manufacturing, there's so many different things that we're doing, for example, on quality, you know how we control quality, how we do digital twins on our factory processes and so forth. Right. When you talk about distribution Right, we have a great partnership right now with Uber Freight. Right, we're using the AI analytics. They have an amazing platform that we collaborated with them for, which is just giving us tremendous opportunity to unlock efficiencies by using these AI insights platform that they have. That tell us, listen, you're paying more for this lane than what you have on your RFP. Right, In this particular lane, your trucks usually come less full than what they're supposed to be. Right, Like it just automatically tells you where your opportunities are, right. Yeah. Then when you go to warehousing, you know all the opportunities that we have in warehousing as well, with the AGVs and so forth, and the automation that can happen in the warehouses.

Amalia Londono: 18:52

In the planning space, right, what we just talked about demand planning and so forth. So it is just across the end-to-end, all the applications that we are having now and that are only going to continue to explode. And even in the day-to-day job. You know, when we look at all the help that we get now from the Gen AI tools to be able to do our work faster right To summarize insights, to make presentations, to make analysis, right To summarize analysis from big spreadsheets so I'm so excited about what is happening. We are living at an amazing time right now for the supply chain.

Ted Stank: 19:26

Sure are, and I'll tell you, this will probably be a major focus of our Global Supply Chain Institute Advisory Board for a few years to come, as we try to understand how do we change curriculum for various different educational programs so that, when they come out to go to work for you, they have those skills that they need.

Tom Goldsby: 19:46

Yeah, amalia really just kind of blew my mind right. If you think about the way that we have traditionally managed business, it's based upon the questions we ask. But what Amalia has just alluded to is that sometimes, well, management in the future is going to be about the questions that we don't ask, the things that are in our blind zone or just we're not aware, and we're going to be informed of things that we've traditionally only learned about after the fact. And so we're not aware and we're going to be informed of things that we've traditionally only learned about after the fact.

Amalia Londono: 20:15

Yeah.

Tom Goldsby: 20:15

And so we're going to be able to be more proactive and get ahead of some of these things. That's so exciting.

Amalia Londono: 20:21

More proactive, how we're going to get a lot more predictive stuff. And again, I'll give you another example of things that maybe people don't think about so much, but, for example, in safety. Safety is so important in supply chains, right, if you're running a warehouse, if you're running a manufacturing plant, we're always caring about people's safety, right? That's like our number one priority that we care about. Ai is going to help us with this as well. Right, because there are now cameras where you can track what people are doing and that can alert you if they're doing something unsafe. You can track what people are doing and that can alert you if they're doing something unsafe. And it's not to be recording what people are doing. It allows you to alert you when people are doing something unsafe, so you can prevent it before it actually happens. So there are so many uses.

Ted Stank: 21:04

And I mean I think we tend to make it seem like it's this magic thing. I'm certainly not a technological expert, but for our uses of it in the supply chain, at least initially, it's just given us the ability to churn through massive amounts of data that are available to us and find the magic gold that's in that data and use it to better manage things. I have two sons who are data in data science and I have to say that because they always kind of look at me and go, oh, you think that AI is, you know, is this magic thing that's going to do things? But to have the ability to get through all that data and find the trends and the magic is powerful.

Amalia Londono: 21:42

Yes. Now, one thing that is important or at least we've seen is, With so many solutions coming, you can get lost right into like trying out so many different things, and at least one of our learnings has been that what matters at the end to really make an impact is if you can scale. So I think that's one of the biggest challenges is how to really focus and separate all this hype from what really can deliver results, and separate all this hype from what really can deliver results, while still trying to making sure that you are knowing what's happening, what are the new things? You know, piloting several solutions, but really focusing on what really can deliver results, yeah, and add value to the business. And that only comes when you can scale these solutions. You know you hear about these great projects that they're doing, but when you dig deeper it's only on a very small piece of the business. So the trick is when you can really get this and scale it around most of the operations.

Tom Goldsby: 22:38

Yeah, it begs the question as to whether you use AI to generate your priorities right. Where should we go first? I think it does also suggest that companies need to kind of manage their destiny a bit here. And I'm just curious at Colgate-Palmolive are you leading the charge? You mentioned the example earlier with Uber Freight and analytics and capabilities that they're bringing forward. Kind of, what's your strategy in terms of identifying those collaboration opportunities and where you can maybe leverage richness beyond the in-house capabilities that you have at CP?

Amalia Londono: 23:15

We do proactively think about.

Amalia Londono: 23:17

You know where are the areas right where we want to make a difference with technology, and for this we work collaboratively as a global supply chain right with our global team and our global analytics team, and so the way we do it is we prioritize. You know what are really the big, important use cases that we want to drive that have an ability to scale, and then we're working on those and then at the same time so that's from the top down and then from the bottom up as we are upskilling you know our whole organization on digital and AI tools they're coming up with their use cases, right, and so when these use cases really start delivering value, then we have a process of reviewing them and seeing if those can be scaled as well. So we have, like, a top-down approach and a bottom-down as well, because this needs to be organic as well. But in order for us to be able to focus our resources, we have identified what are some of the bigger use cases that we want to drive, and that's how we are doing it in our company.

Ted Stank: 24:18

And one of the things that I always do before our guests join us is do a little background searching on them, and I saw on your LinkedIn page about a recent leadership retreat that your leadership group had at the Horse Institute and you made some really interesting comments and it was about how leadership teams can work better and understand shared leadership. I would love to hear your perspective on that because it just seemed so unique to me. Why the Horse Institute? Why looking at working with horses?

Amalia Londono: 24:48

Well, first of all, I'm very passionate about horses as a person. I grew up horseback riding. That was my sport until I went to college, so I have a thing for horses. So that's first and foremost. And second of all, we've been working for the past couple of years here.

Amalia Londono: 25:04

When we look at our survey results right, our engagement survey results one of the bigger opportunities that comes up is well-being and energy management right, and so we've been working on several leadership sessions on how do we do that better as leaders, so that we can give a good example to our teams as well. So I thought it was really interesting with this Horse Institute that they talk about the concept of shared leadership and, as a leader a leader, right if you have a good team, how do you make sure that you know you shared accountability within that leadership? And the leader is not the only one that is always pushing right, because it is very energy draining to do that. So, in order to be sustainable, right, we need to make sure we have that shared leadership and shared accountability, and that's how horses lead. So that's what we learned.

Amalia Londono: 25:56

So, in horses, right, you have the mare that goes up front, you have the stallion that goes in the back and then you have sentinels that go on the sides right and everyone has a very specific role and it only works when everybody's doing kind of their job. So we thought it was super interesting to see that parallel and to do some of the exercises with the Horse Institute where we saw that really in practice. It was a very good experience.

Ted Stank: 26:22

That's very interesting. I did not realize that. I mean, in my mind, you know, there was the stallion and the mayor and they kind of led everything right.

Amalia Londono: 26:31

Yeah, no, there are actually sentinels as well. That keeps the herd on track.

Tom Goldsby: 26:46

Yeah, so I think we've covered a lot of ground here with you today, amalia, but I'm thinking, as Ted and I started the show today, talking about getting ready for the next cohort of students coming in just six weeks away from now. I'm just thinking about what should he and I be thinking about that we need to be bringing into the classroom to prepare these students for that future?

Amalia Londono: 27:08

Listen. I mean, I think what is a student for the future? You know how do they prepare. I mean, I think one thing that will never go away is the ability to really have good critical thinking. I think, as we see all these technology coming through AI et cetera, it's really important to have critical thinking. So that's one thing. Another thing that I see for a new student or a supply chain professional of today is personal resiliency. For us in supply chain, we live, you know, at least half of our time we manage crises right. The other half, hopefully, we are thinking about how to create capabilities to allow us to manage. The crisis is even better in the future.

Amalia Londono: 27:51

And so I think that concept of personal resiliency is also a very important thing. I think analytical how to think systems-wide systems thinking and analytics I think is also another critical piece. And I would say the last one is more of a soft skill, but it is really empathy. I do think leaders need to be empathetic and need to understand people, and there's a lot of changes that are coming that I think if we don't have empathetic leaders to help you know broader teams, understand what are the changes that are happening and how to help people through those changes, I think that's also another very, very critical piece.

Tom Goldsby: 28:38

That's beautiful, Elkwin. I got all those four points down, Ted, and we need to check later to see how our syllabus and course structure is checking against those. I'm also thinking about the new MS in global supply chain management that we're launching at UT this fall and making sure that those themes are integrated throughout the entire curriculum and making sure we deliver those supply chain professionals that you all need out there.

Ted Stank: 29:01

Yeah, those are great. Four great points. I noted them as well. Well, we're going to reach the end of our time, amalia. We want to make sure that you have time to get to your next meeting. End of our time, amalia. We want to make sure that you have time to get to your next meeting and we thank you so, so much for joining us. Hope to see you at our upcoming Global Supply Chain Institute meeting in August or at the forum in November, but, as always, appreciate your partnership and your friendship and support.

Amalia Londono: 29:25

No, thank you. Thank you so much for the invitation and I hope to see you soon in the supply chain forum.

Tom Goldsby: 29:31

Well, amalia, thank you so much for the invitation and I hope to see you soon in the supply chain forum. Well, amalia, thank you so much again, not only for what you brought to the program today, but what you and the team at CP does throughout the year to support our efforts and, dare I say, to buy some of our product. We love your product. The Optic White is my go-to.

Tom Goldsby: 29:47

It is the best whitening product out there, so a lot of great product that you are taking to market, some of it produced right here in Tennessee, which we're very proud about as well. But hey, ted, in terms of our own assembly operation, we've got another great show coming up. In about a month, I think we're going to be bringing Doug Gray, who's vice president of integrated supply chain for train technologies another great partner of ours here at Rocky Top. So a lot of good stuff. And, hey, we welcome comments, questions, ideas. Direct them to us at GSCI, at UTK, dot, edu.

Ted Stank: 30:21

And Ted, I see you've got a hand up, so I do I want to give a shout out to Brian Kniever, our producer.

Tom Goldsby: 30:27

Yes.

Ted Stank: 30:28

We found out recently that these are two companies that I had to write down because I couldn't remember their names. But Feedspot, who tracks these kinds of things, ranked us as the number 10 overall supply chain management podcast and the number one university-based supply chain management podcast. And then Buzzsprout, another company that tracks these kind of things, said we achieved 25,000 downloads of our podcast. So, Tom, I think it's because of you and I, but really it's because of guests like Amalia.

Tom Goldsby: 30:58

Yeah, no, it certainly is. That's what keeps folks coming back, and you know I tease that. I think my parents are responsible for about 80% of those downloads, but that means there's still 20% out there. That's still 5,000 downloads coming from outside my family. That's really impressive.

Ted Stank: 31:14

So thank you, all of our listeners, for continuing to listen and download, and hopefully we'll continue to bring you good content. If you have ideas, please let us know at gsciutkedu. With that, tom, let's sign off.

Tom Goldsby: 31:27

Have a great balance of summer. Let's get back to it.

Intro & Outro: 31:30

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