SPEAKER_00: 0:00

Welcome to Tennessee on Supply Chain Management, where we unpack the drivers shaping today's global supply chains. From innovative ideas to real-world solutions, each episode brings you insights from the leaders charting the course for our discipline. Now here are your hosts.

SPEAKER_01: 0:19

Hello and welcome to the Tennessee on Supply Chain Management Podcast. I'm your co-host, Tom Goldsby, coming to you from Rocky Top, Knoxville, Tennessee, and delighted to be joined by my good friend and dear colleague, Professor Ted Stank. Hello, Ted. How are you doing?

SPEAKER_03: 0:35

Hey, Tom. How's it going, man? Good to see you and hear everybody on the podcast.

SPEAKER_01: 0:41

Well, it is. It's good to be back together for sure. And should we call this our special holiday edition of the Tennessee and Supply Chain Management Podcast?

SPEAKER_03: 0:49

Yeah, I think so. And I think if I say anything wrong, it's because I've been drinking eggnog.

SPEAKER_01: 0:55

Generous doses of eggnog all around for sure. Well, we're in a joyous mood, certainly, here at the University of Tennessee because it is the close of finals week. And Ted, have you gotten your grades turned in and all the stocking stuffed?

SPEAKER_03: 1:10

I have gotten the grades turned in. Just the other day, it's always nice to see that email response come from the registrar's office saying, hey, we got them, you're done. And no emails from students saying I'm going to come firebomb your house.

SPEAKER_01: 1:26

That's always a welcome sign, yeah, for sure. But no, it is a nice occasion. We've also got some graduation ceremonies happening as well. I know I'm going to head off to see our online MS students in their celebration a little bit later this afternoon. But hey, should we also introduce our guest for this episode? I think we should. Yeah, let's bring her in. So Dr. Yamisi Boamole is here. Yamisi, Yim, as she's known, is a return guest on the Tennessee Ansappocket Management Podcast, going way back to May 2022. But Yim, about two and a half years later, long overdue perhaps, but it's great to have you back on the podcast. Welcome. Thank you, Tom.

SPEAKER_02: 2:10

It's a pleasure to be here again. And thank you for remembering that. I almost forgot. I'm excited to come on the both of you today.

SPEAKER_01: 2:17

I'm sure it was a career highlight. You just just the time has flown over the last two and a half years since you've been with us here, Rocky Top. That is absolutely correct. I think those of uh of our listening audience probably know Yim, but uh, in case you don't, she is the writer professor of supply chain management. And Yim, you've been with us now for uh are you in your fourth year?

SPEAKER_02: 2:42

This is actually my fifth year. In your fifth year. I just started doing time flies.

SPEAKER_01: 2:49

So we were very fortunate five years ago to hire Yim away from a place where Ted and I have spent a good bit of time, Michigan State University. She was a longtime faculty member there, and the University of North Florida before that got her PhD at Cranfield University and has made an incredible career. And hey, we're really excited about Yim's career trajectory here at the University of Tennessee because she is our incoming department head, uh, Department of Supply Chain Management.

SPEAKER_02: 3:19

I'm excited.

SPEAKER_03: 3:20

Thank you so much, guys. We are super excited to have you taking on this role, Ian. We think it's going to be great for us and for you.

SPEAKER_02: 3:28

It's a great department. I will tell you both that. Tom, earlier you talked about its graduation season at Rocky Top. I'm not sure if you're aware of it. It's also acceptance season at Rocky Top. So there's a bunch of high schoolers all over the country. This is the week that UT sends out acceptance letters. And so we're getting a lot of excitement from incoming freshmen, at least for next fall. Oh, that's exciting.

SPEAKER_01: 3:52

Yeah. That's also true of our graduate programs as well. We're also in that recruitment and admissions season. I'm looking forward to bringing in bright students at all levels here for next academic year. And by the way, speaking of admissions, do we still issue the musical acceptance notification, which is just remarkable to those who've been fortunate to receive one? Do you know what I'm talking about?

SPEAKER_02: 4:16

I know that I personally have experience on receiving a Rocky Top musical acceptance email from one of my children who got into UT.

SPEAKER_01: 4:27

There you go.

SPEAKER_02: 4:27

I think that is still the case. I'm not sure if it is going on for this year's acceptance room.

SPEAKER_01: 4:32

Well, it's an unparalleled uh notification. I think it's uh without peer. Frankly, we should be doing that for our graduate programs. I don't know that we do that. So, well, hey, Yim, thank you so much for being with us here on the podcast. I think that we probably also certainly need to pay our honor and tribute to John Bell, who is the outgoing department chair, just been a tremendous leader of our supply chain organization. Everything we do at GSCI on campus and beyond is in large measure thanks to our leadership. So thanks to JB and uh again welcome Yim to that role.

SPEAKER_03: 5:08

For our industry listeners, an interesting thing in academia is John is not leaving us, right? He's he is moving from the department head position and the responsibilities that that carries, but he'll be coming back and joining us on faculty as Yem has less of a faculty role and takes on the leadership role in the department. So it it is very interesting. I know in the past, when I was department head and left, people thought, well, where are you going? And I was like, no, we're I'll still be around.

SPEAKER_01: 5:36

That's right. That's a good call out, Ted. I think it's a good explanation. And we're looking forward to welcoming JB back to the department that sometimes said that you promote yourself, you know, uh by fulfilling the administrative obligation. And if you live to see the other side of it, as you and I have, Ted, you know, it's it's good to be a faculty member again. Your time will come, Yim, but we uh sincerely appreciate so often it's a matter of not stepping back, but rather stepping forward. And I do believe that you were stepping forward into this role.

SPEAKER_02: 6:06

I hope you both realize I will take you up on that promise in about four or five years when that time comes. But no, in all seriousness, it's also been great having folks like yourselves on the faculty who have done this before, as well as JB, in this so-called transition phase. It has been really helpful having all of that experience sitting on this hallways.

SPEAKER_01: 6:28

And we're all close at hand here. And man, one heck of a team. I mean, I just have never been a part of such a high-functioning team as we have here at UT. Hey, maybe just a little bit of a uh a recap of the role you're moving into, maybe to kind of help our listeners understand the scope and scale of the Department of Supply Chain Management here at UT. Roughly, what's our undergraduate major count uh for supply chain management? I think it's about 1800.

SPEAKER_03: 6:58

Yeah, so we're around 1800. We're still graduating around 450 or so every year. You know, that's because all right, 1800 is freshmen through seniors, but some kids take, you know, an extra year or they do co-ops or things like that. So we graduated about 450 a year, one of the largest programs in the country.

SPEAKER_02: 7:18

I just looked at the trends the other day. We have been in growth mode for so long. It remains one of the universities and even the state's largest programs on record. And so we're proud of what we do, and I think we're even prouder of the fact that we can do it at the highest quality that we do it. There you go.

SPEAKER_03: 7:34

Yeah, I mean, to give everybody up some scale. I joined the faculty at University of Tennessee in 2003, and we graduated about 140 students a year in our undergraduate program. So yeah, it's a close to a four-time, fourfold growth over those 20 some years.

SPEAKER_01: 7:53

And we're not only in the business of producing undergraduates, but also graduate students across a multitude of programs, multiple master's degrees programs, as well as our PhD. And I think our MS student count, whether it's our MS in supply chain global program or MS Online program, what do we have? About 300 students there about uh across those master's programs?

SPEAKER_02: 8:17

Yeah. And you're not giving yourself enough credit, Tom. One of the newest programs that we have in that portfolio is the one that you yourself head up, our MS and Global Supply Chain Management. It has been a tremendous success. I know it is in its infancy, but we're doing really well in that program. We've got great faculty teaching in it, and we've got great leadership directing it.

SPEAKER_01: 8:37

Well, thank you so much. But it's been really excitement to reimagine that program. It was our former TRICON program, and we decided to bring the world to Knoxville with that program. We're having a lot of fun. As you point out, we're one semester into the first cohort and recruiting next year's cohort, and we're really excited about that. And I'm getting ready to head to Panama with them in a few weeks. So I'm looking forward to getting a passport stamp and incredible experiences with those students.

SPEAKER_03: 9:02

Not only that, but we do a whole lot of non-degree certification programming. We have programs in foundational supply chain leadership. We have it in supply chain finance, supply chain planning, procurement. So I think over the different programs we offer there, we graduate hundreds of working professionals with certification programs as well. Soon to be launching the supply chain technology. Soon to be launching supply chain technology, right?

SPEAKER_01: 9:32

And let's not forget our PhD program as well, which is small but a very significant component of what we do producing the next generation of supply chain scholars. So, with all that kind of recap, the things we're doing with a massive undergraduate program, uh a burgeoning and growing array of MS programs, PhD program, which is still among the best on the planet, all that non-degree activity that Ted mentions. All right, Yim, uh it all gets handed over to you in some measure, as well as everything we do at Global Supply Chain Institute and trying to create value with our partners uh close and uh and afar. Maybe share with us a little bit about why you did not step backwards, but rather step forward into this opportunity.

SPEAKER_02: 10:22

Oh, well, that's a great question, Tom. I think you'd almost have to go back to five years ago when I got the call to potentially consider joining the team, and you asked the question, what made me actually choose to come here to the university? And I think for me, this program is something that represents what we all should be aspiring to become in the supply chain discipline. The idea that we can dig deep when it comes to research and the way that we offer rigorous research in the work that we do, but that we can convert that research ever so quickly, and that's a key word quickly, ever so quickly into practical relevance for our stakeholders. Because when you kind of look at the stakeholder, we as a university or institution in general, we always have this conversation on how we add value or how we generate value to the multiple stakeholders that we support. I think what made me join the University of Tennessee and the supply chain program here, or what I perceived at the time, even as an outsider, as the perfect balance between that rigorous research excellence and practical relevance that we were achieving perfectly. What made me step into this position is the excitement and opportunity to be the one to kind of offer my own twist, my own flavor, if you will, on what we do here. Understanding, by the way, this is the easiest job that I think I will ever raise my hand for because this is a department that is self-led, this is a department that is self-productive. There's really not much that one is looking to turn around or change when you look at the trajectory that we have had historically. So I'm pretty excited. Let's just say this is a job that will be very difficult for me to fail at because the ingredients that have been provided are absolutely incredible.

SPEAKER_01: 12:18

Wow, I love that, and I would echo that in large measure. It is interesting, though. You know, Ted and I have both been in that department share role, and there will be challenges that present themselves that you never anticipated for sure. You're problem solving and helping people to move forward every day. And there's a lot of joy to be taken in that. But, you know, we also want you to remain research active and contributing in the classroom too. So, in terms of kind of that mental space management, how how do you expect you're going to kind of not only keep all the great things that we hired you for in teaching knowledge dissemination, but also some knowledge creation wheels turning, all the collaborations you have going, and we'll talk about some of those here in a bit, as well as the administrative duties. Kind of how have you kind of block in and tack on all that right now?

SPEAKER_02: 13:10

So this is the worst week to ask that question, Tom. I'm gonna be honest with you because it is the week that we are wrapping up. I think Ted, you mentioned that earlier. We're wrapping up the semester and putting grades in, which I am doing. It is a week when, from a research perspective, I have manuscripts that I'm trying to wrap up so I can get them out before year end. It is also the season that we are in transition as I am looking to take over this new job. So you just asked that question at probably the worst time because if you ask me, I would say I would need a cloning machine, and that's how I plan to get it all done.

SPEAKER_01: 13:44

No, fair enough.

SPEAKER_02: 13:45

Realistically, though, I think again, one of the things that I am stepping away from, as you all know, I'm not sure if your readers are aware of it, is I set up and established our transportation logistics collaborative in the time that I've been here. So heading that group is one that I'm stepping away from. But the group is such that even just before I jumped on this call, we're working on a manuscript because we have a grant project for the Tennessee Department of Transportation that we are kind of wrapping up. And so balance would be the key. My predecessor tells me hiding is also a good strategy. I plan to practice that.

SPEAKER_03: 14:26

No. You can run, but you can't hide. Yeah.

SPEAKER_01: 14:29

Getting good advice though.

SPEAKER_03: 14:30

Hey, let's pivot this for a second, Tom. Again, for our listeners who come from a broad spectrum of industry, academia, students, etc. One of the things we pride ourselves on, and you mentioned it before, is that we kind of look at our department very strategically, and I think we manage things a bit differently than a lot of other academic departments. And that brings me to the conversation around who do we view as our stakeholders. What is your perspective on that as an academic department? Who are our stakeholders?

SPEAKER_02: 15:01

Oh wow, that's a great question, Ted. Automatically, I would say, you know, the most important and critical stakeholder is clearly the student population that we empower and we teach, and we kind of send them out there. But when you look at it from a broader perspective, a stakeholder community includes all of our wonderful industry partners because one of the things that we do really well here, and I think we do it uniquely from any other program, is the close partnership with which we work with corporate companies, not only in providing value to them through the research that we do, but also taking the temperature from them on what the industry needs are so that the content that we deliver in curriculum are not only timely, but they are also relevant. Because we are a public institution, we're sitting right here at the University of Tennessee, land grant institution, the taxpayers are also key and core stakeholder. We have to deliver value through the funding that we receive from taxpayer dollars. And honestly, if you ask me, especially in terms of where the field of business is going in the future, I think just general societal citizenship is one of the core requisite requirements that we have to provide. And so there is a societal portion as well that we have to keep our students and our other stakeholders constantly aware of.

SPEAKER_03: 16:27

Yeah, those are great comments and great thoughts. And I think as we bring that into kind of a micro focus in supply chain, I have been really interested in seeing how the general media, the public, government over the last five years, certainly since COVID, has generally been much more open and understanding of the importance of supply chain management. And so, as a land grant, our ability to educate and graduate 450 students a year from undergraduate students plus the, you know, the couple hundred graduate students every year into the Tennessee economy to take on jobs. I mean, I got to think that that's had a big role in attracting some of the businesses that have come to Tennessee in the last couple of decades as well.

SPEAKER_02: 17:18

Absolutely, you're right. In the undergrad class, you often tell the students, you're giving the supply chain analogy, you are not my customer, you are my raw material. My customer are the stakeholders who will recruit you. And if I do not do a good job of providing good product, they will turn away. And so we remind ourselves of that constant supply chain analogy every day when we go to the classroom.

SPEAKER_01: 17:44

Absolutely. It's one that, as I provide that analogy, and dare I say, at the outset of the course, at the outset of that MS program, it's one that comes as a some measure of shock, right? Because the students are being recruited, new students are coming to campus again the tour and the amenities and being kind of showered with praise. And it's like, okay, now we've got to get to work because the customers as I see them are the folks that are going to buy your talents and seek your skill set. So uh it is a little bit of shock and awe that can land on students when they've been treated as the customers. And certainly I think there is an aspect of customer service we need to provide, but I think we do a disservice. Sometimes I think, based on my experiences, students are willing to pay more for less in some regards. It's like you're not complaining because I've got to cancel that class. You should really be upset by that, right? And here's how I'm gonna rectify the situation. But hey, something I want to get back to. You mentioned earlier, Jim, is the TLC, the Transportation and Logistics Collaborative, which is housed within the Global Supply Chain Institute. And as you point out, you've been instrumental in standing that up and providing it with life. Can you talk about what the TLC is designed to accomplish and what you all do?

SPEAKER_02: 18:58

So, for many of our listeners, I'm not sure if they're aware of it, but the Global Supply Chain Institute predates all these conversations that we're having. This is an institute that has long-standing reputation at the University of Tennessee. And part of the goal of the TLC when I joined the faculty here was to not only dig deep into something that we've always traditionally done well at at UT, which is transportation and logistics, but to put a home around it that allowed us to reach beyond industry practitioners, but also to even government and policy stakeholders, so that we get proper visibility, if I could use that word, proper visibility into how decisions are being made at a policy level that actually influence what it is that we do as a transportation and logistics sector. So that we could be, as researchers, at the forefront of guiding that policy, not just in a position where we're just reacting to it and using such guidance to then guide the industry partners that we have. That are members of the Global Supply Chain Institute in our supply chain forum. So that's primarily what it is that we do, using research as a way to be at the forefront of guiding policy.

SPEAKER_01: 20:09

And my belief is that it really helps to double down on the very strong heritage we have here at the University of Tennessee in transportation logistics. We have embraced end-to-end supply chain, which means that we feel that we need to develop expertise and talents across that spectrum of functional activity, but it's also good to kind of, in my mind, to reinforce that transportation and logistics, so many of our partner companies and interest over such a long period of time have manifested in that particular sector. Ted, you're probably the best voice of reason or history on that circumstance. Is that about right?

SPEAKER_03: 20:45

Yeah, it is very true. The Tennessee program in the business school was started back in the 1940s when the federal government was busy regulating a lot of the different transportation industries. And one of our faculty at the time said that if it was important enough discipline for the federal government to regulate it, we probably should have a major around it. And so the transportation major was created in the 40s. Around around about the 70s, as the industry practice itself was expanding, combining transportation with warehousing and inventory, it merged into an integrated logistics major. And then in the late knots, we recognized that the entire discipline from a practice standpoint was growing into this end-to-end discipline that included planning and manufacturing and procurement. And so we evolved into the end-to-end integrated supply chain major. Transportation and logistics is still a critical part of that. And I don't think we want to lose our heritage and expertise. And yeah, you know, you coming here along with a colleague of yours named Alex Scott, I think was a big move on our part to really strengthen our hands in transportation and logistics. John Bell, by the way, is a transportation and logistics guy. And as he steps out of the department head role and back to the faculty, I would hope that he could uh, you know, kind of pick up some of the slack that we lose with you taking on the leadership responsibilities.

SPEAKER_02: 22:16

Well, I I think I can make it formal and announce, if you heard it here first, folks, is that in my upcoming soon-to-be department head role, I will be what's the word, volunteering, to take over the directorship of the Transportation Logistics Collaborative on my behalf. And I'll give an example. I love that you provide that historical perspective to it, Ted. If you look around right now, and one of the things that we are dealing with as a logistics industry is technology and AI literacy in particular. Nowhere in the supply chain realm have we seen more money poured into technology as we've seen in logistics in the last five years or so. Part of what's been exciting about leading the TLC is the fact that we've been able to create all of these engagements with internal as well as external stakeholders at the university level. We are a core part of what the University of Tennessee calls its mobility initiative. We have an advanced mobility initiative that is at the state level, and the TLC is a core part of that. Again, reminding all of our stakeholders that what it is that we deliver here, even though we are experts in supply chain with a core in transportation, we cannot do that alone. We have friends from engineering all the way to the policy school, and we do all of this innovation and all of these ideas that you hear, we do it in collaboration with all of those people. For me, if you sort of ask, hey Yen, you took on or you're taking on this job as a new department head, what are some of the things that you're looking forward to doing differently? I answered that question earlier by saying there's nothing that we're doing right now that I would change, but one of the things that I know for a fact that we're going to see going forward is like we remind people that we are just as research intensive as we were from day one. We are just as practical and relevant as we are in day two, but we are now doing it in such a collaborative way where we're taking this big old umbrella, putting it around the stakeholder group, and representing all of the stakeholders' needs across the spectrum.

SPEAKER_03: 24:37

And of course, you know, the benefit of that is improved knowledge and understanding of this particular area, and it applies to any of the research areas we're engaged in. In this case, it's AI, automation, etc., and how it applies in the transportation logistics industry. But we also take that knowledge and bring it into our curriculum and classroom so that those 450 undergrads and a couple of hundred grad students that are going out into the workforce have the cutting-edge knowledge of particular areas.

SPEAKER_01: 25:07

Yeah, no, that's exactly right. And Ted, I can't help but think of the Advanced Supply Chain Collaborative Project in which myself and Alan Amling and Vince Castillo are heading up working alongside Kinco, right? I think it's just a perfect example of what you're talking about as we're exploring automation and AI within the four walls of warehousing and distribution. And of course, that's going to benefit Kinco, our partner company, our dear partner, but also it's going to help to elevate that understanding. And of course, we're going to bring that back into our classroom. And it's the prophecy of and that we're always talking about, right? You mentioned AI there. And I think, you know, with the last few minutes maybe that we have in this podcast, I'd be curious about what role you see AI playing in knowledge creation and knowledge dissemination as you move into your department head role. I can't fathom that there's going to be a four or five year period in the course of my career that perhaps is going to be as revolutionary, perhaps, as these next four to five years in terms of what we do to create value at the university. So, Jim, what are some of your thoughts about how we can help to maybe create those capable and ethical users in our students and we can also advance our research through these tools?

SPEAKER_02: 26:25

Oh, thanks for that question. You know, if you had asked me this question, I mean, literally four or five years ago when I just joined the faculty, I would have probably given you the same answer, which is that, you know, technology is a tool that comes alive in the hands of its users. That's what I would have given to you. But over the course of my career, just kind of watching that technology and human interface point, I always feel as though, you know, we're getting in the old days, it was a little technology, a lot of humanity. And then we kind of move to a point where it was almost 50-50. If you ask today, I would say to you that, you know, AI and technology in general, they're acting as accelerants, right? They're still not the core. You still need that human intervention, you still need that ethics, you still need the discipline, you still need the history and the memory, all the things that the human can bring to you. Well, you now have AI as an accelerant that allows you to do so much more and so much quicker. That's the role that I see. And so if you ask from a curricular perspective, what are we excited about? It is the ability to put these tools in the hands of our students, but ethically show them and teach them how to engage with it and use it. I we have vice presidents who are partners with us who are showing us how they are using the AI tools. The tool is not the decision maker. What makes the tool sore is the experience that sits in the hand of these vice presidents. We're trying to make sure we communicate that also at the student level. It is insufficient to ask AI a task if you are not going to engage with the task and correct the information that you receive as output out of the AI tool. We model these in the classroom. We teach students how to use chatbots, for example, and how to use it responsibly. So that's one of the things that I'm most excited to kind of guide us as we head in this new direction.

SPEAKER_03: 28:22

Yeah, I'm gonna steal that term of accelerant. I really like that notion that AI is an accelerant, because that is exactly what it is. Yeah.

SPEAKER_01: 28:30

I I have this vision of spraying like a spray can with a lighter under it as I Well, and I'm thinking I never imagined that Alan Iverson in his retirement years was going to be so demonstrative and influential in all of business and society. Oh, oh, she's talking about artificial intelligence, not I've been caught up in this other AI and just trying to think about how Alan Iverson is reshaping the world. You lost me for a second there, Dom. I wasn't sure what that was going on. For the benefit of the listening audience, I can see Ted's shock as I'm introducing the Philly 76ers. The Philly 76ers, George Anoya point guard. Um yeah, hey, no, I'm sorry to bring some levity to the circumstance, but that was a great response.

SPEAKER_03: 29:22

Spoken as a true Indiana Hoosier, then.

SPEAKER_01: 29:25

Of course, of course, always. Well, hey, Ted, what do you think? Should we put and wrap on this episode two of season four?

SPEAKER_03: 29:31

Yeah, absolutely. We've covered a lot of ground. And, you know, yeah, we probably could spend the next hour on here and still not cover all the topics that we'd love to talk to you about. But, you know, we talked about a lot of things, uh, understanding and serving who our stakeholders are. How do we enhance public and societal impact of an academic department? One of the things that I think is at the core of the UT supply chain management group is this rigor and relevance of what we do. And Yem, your leadership and your vision for bringing a lot of this alive in the programs and our initiatives that we have going forward, I think is going to be instrumental in keeping us the number one graduate and arguably number two, but I think number one undergraduate program in North America. So thank you so much for joining us. Thank you so much for agreeing to serve. It is truly a service job as department head. And I know for Tom and I, we really look forward to the next five years with you at the head of our group.

SPEAKER_02: 30:33

Thank you so much. I know you said this several times, Ted, about it being a service job, but I'll I'll be very honest with you. This is a group that I will willingly lead because we are an awesome group, and the the only way is up.

SPEAKER_01: 30:46

I think for those who are buying stock in uh supply chain management, education, and research programs, our futures are going strong. And again, it's based upon a tremendous foundation that we've had over many decades, but I think the the future's uh even brighter. And Yim, I just echo Ted's sentiments. We are thrilled that you volunteered to become that next leader of the group, and uh we're all looking forward to working with you.

SPEAKER_02: 31:11

Thank you. Thank you. Much appreciated.

SPEAKER_03: 31:13

All right, Tom, let's wrap this episode. Our next episode, we actually have our guest for the next episode. Joining us next time will be Stuart Sandlin, head of Hopi Gloid North America. Please subscribe and follow us on all of your favorite podcast outlets. You can talk to us at gscii at utk.edu. Quick reminder: we have a career management expo coming up on February 16th. Cole Burns, our director of student careers and placement, will be running that. We'll have hundreds of students networking with our GSCI partners and new companies. Uh, if anyone wants to take place in that, that's listening to this, again, gscii at utk.edu if you want to be part of that. Until then, Tom, great to be with you again. Happy holidays. I'm sure I'll see you and talk to you before then. Yem, once again, thank you for joining us and happy holidays to you. Thank you so much. Happy holidays, everyone.

SPEAKER_00: 32:11

Thanks for listening to Tennessee on supply chain management. Be sure to subscribe on your favorite podcast platform for more conversations with the leaders framing the path for practitioners, scholars, and students. Have a question or idea? We'd love to hear from you at gsdi at utk.edu. Until next time, listeners.