Don't Just Survive: How to Thrive in the Tariffs & Trade Shifts

Speaker A: It's always at a point when you're at either a crisis or a negative impact that you start to look at your overall operations.

Speaker B: Welcome to Supply Chain Optimizers, the show that uncovers the controversial strategies and candid stories of innovators and disruptors from some of the world's largest supply chain operations. Let's cut through the noise and optimizer logistics and supply chain one bold idea at a time.

Speaker C: Welcome to Supply Chain Optimizers. Um, Diego Solorzano. And today it is my absolute pleasure to welcome Kyle Peacock, a leading expert in global trade, tariff and supply chain optimization. Kyle is the company principal at Peacock Tariff Consulting, where he helps businesses navigate the very, very complex trade regulations and optimize resources and uncover, uh, untapped cost savings as they return to tariffs. In this episode, we'll explore the impact of US Trade policy on American businesses, strategies to mitigate supply chain disruptions, and innovative solutions for navigating international trade complexes. Kyle, welcome to the show.

Speaker A: Thank you for having me.

Speaker C: So let's start. You know, can you walk us through your career journey, share a little bit of your experiences right from Nestle that you did in the early days to pick up consulting and starting your own tariff consulting business, specifically the tariff space. Just walk us through it and how it has shaped your visions on global trade and supply chain optimization.

Speaker A: Wonderful. So I fell in love with international trade very early on. I went, uh, to school for it many, many years and thoroughly enjoyed it. I'm from a small town just north of Toronto, about an hour north of Toronto. And about 25 years ago that small town manufacturing was really going away and that we were seeing international trade wasn't as prevalent in the small market, small town areas. So from there I worked overseas. I've got kind of a crash course in imports and exports with Cayenne, which worked with them, um, in Brussels and in Germany and loved every minute of it. Once it has its hooks in you, it's something that you can't give up. After about four years, relocated back domestically, mostly in the Toronto and Northeast U.S. so Northeast and Midwest, where worked with Wrigley's for quite a few years and then moved on to Nestle and spent the bulk of my career at Nestle. Loved every minute of it. It was wonderful to be part, uh, of the organization. Spent some time in Solent, Ohio and then also in the south with manufacturing plants and really aligning the Nestle goals for acquired companies. And that's where it kind of drew my interest to branch out into the small, to Medium sized enterprises really need the global support that the Nestle and the mars of the world, the Kraft Behinds, they have floors and floors of trade compliance. If you're a small to medium sized enterprise, you don't have those same resources available to you. And if you're an entrepreneur, you're really just worried about getting your product out, worried about sales, worried about logistics, you're not thinking about the regulatory between nations, et cetera. So that's really where I branched out and created Peacock Tariff Consulting to work with the small to medium sized enterprises. Similar. I know your head office is in New York. I really wanted to stop playing for the Yankees and go play for a small market team.

Speaker C: I love the analogy, especially because I kind of hate the Jankies. So that's all good. Tell us a little bit before we jump in into the in and outs of your current business and more on tariffs and the specific market. Maybe tell us a little bit about your time at Nestle. You were there for about 13 years, if I read this correctly. What were the biggest changes that you saw over your time there? As, uh, it pertained to global trade. Right.

Speaker A: I think the biggest thing that I saw was really the change in sourcing. So sourcing and supply chain was always, I wouldn't say it was a leader in the Nestle world until about probably 20 years ago. And then we saw the change where there was as data became available. That was key in proving that. Okay, well, as we acquire certain companies, why do we have 14 different sugar suppliers? Why don't we have one or two? And then obviously we have greater leverage through the supply chain with purchasing power. If you are obviously a big fish that demands X amount. So that's what I found. The biggest change throughout the Nestle world was, was really the sourcing and the supply chain structure. It was very much the consolidate and to ensure that businesses were cost effective, which was from a very cost driven, oriented, detailed oriented availability that was right up my alley. So I really thrived through that.

Speaker C: Obviously trade tariffs, very hot topic these days. Maybe the most it's been in the news in the last 10, 20 years. Right. Maybe even since the WTO was signed into existence. Right. Very interesting space, very dynamic, lots of people, companies of all sizes asking what to do. Right. So what summer do you have for us on the recent US trade policies? How have those affected American businesses, Canadian businesses. Right. Business worldwide, specifically small and medium enterprises. What can you tell us about the impact that this is having?

Speaker A: So this is having a significant impact across the board. I would say that it has significant impacts on certain industries and clients more than others. But no company or client has been unaffected by this. It may be from their raw uh, materials, it may be from their exporting of sales, but all customers and clients have been affected. And a lot of businesses that we're hearing from are very similar. I don't think it's the actual tariffs or trade relations that really had the biggest impact. It's been the unknown and that's been the biggest constraint we've had is okay, businesses are very, very resilient. They will be able to push through whatever's throwing in front of them. It's been the unknown of okay, well we're sourcing from this country but then all of a sudden this country has these tariffs put on it and it's effective immediately. In the like you said the previous 20 years it was very methodical on okay, we're going to have a trade deal, this is what it's going to be. Even if tariffs are raised, it was six to eight months of okay, this is what they will raise to you have that time that businesses can react. We were seeing that businesses were either overreacting because they saw a tweet or they were hearing news or they were following the crowd of okay, we gotta leave China because of based on X when really it's okay. Our message to our clients was each customer and manufacturer is different. Every small bit they're different and you need to look at yourselves to see if it's the right move and not So I think that's been the biggest messaging is there isn't a one stop solution for these kind of issues. It's okay, how do we look at it and mitigate tariffs accordingly and how do we set ourselves up for having a resilient supply chain?

Speaker C: Yeah. Interesting. Also side note, when you say how uh, can we make a decision based on X, quite literally policy by X. Right. X treater. So it really is how it goes. But maybe for our audience here, if you can provide a few specific examples on how the unknown is manifesting on your side of the world.

Speaker A: Right.

Speaker C: For instance, something that I've been noticing and we do cater to larger enterprise companies. Right. And multi billion companies. We've seen investment halted. Right. That's from our. I can just perceive that investment decisions that on that 5, 10 year horizon are just basically halted completely. But on the mid sized smaller enterprise, how does the unknown materialize? Right. And a couple of examples you can give us.

Speaker A: So we've been really seeing that the same thing as the large ones where investment's been pretty much stopped. There has been a lot of individual clients and customers that we've heard from is really, okay, we want to sit on cash because we're not sure how it's going to lead us. And I think that would be where, uh, some of the constraints have been is, okay, what do we do go forward? If investment's not the way forward, it's what do we do next? And so we've had a lot of clients pass on sales deals because they didn't know if they had the infrastructure, the raw materials, the securing of the raw materials. It's been very much batten down the hatches and see what's happened. So diversifying has been the biggest issue that we've seen. That's been how our clients have really wanted to go forward and say, okay, we are exporting X amount to the U.S. we want to diversify it. We can't have all our exports going to one country now. So one of our main clients is a, uh, high end wine producer from Nova Scotia and they were shipping all into Manhattan, Boston and 92% of their exports were going to the US when the owner was reaching out, it was, if tariffs are affected online, that's unsustainable. And that's really where we have seen that from the small to medium sized business of, okay, if we're solely set up to only have one outlet or one input, those are where we've really been working with them to diversify.

Speaker C: We did mention earlier, Kyle, that you have seen some specific sectors being disproportionately affected. Which sectors, what's happening out there? Which sectors are being more disproportionately affected?

Speaker A: So in Canada, because of everything that has been happening with the U.S. tariffs, Canadian tariffs, actually Canadian provinces have taken us alcohol off their shelves. So there's been an abundance of space that needs to be filled. So we've seen significant amount of increases from, you know, if we just look at one discipline like whiskey. So with Kentucky Whiskey no longer being sold in Canada, there is 22% of shelf space that needed to be filled. Obviously it was filled from around the world, but there wasn't the supply as well. So there was, as other companies are reaching out, they're saying, okay, where are these vacant markets that we're seeing? So there was, I'd say, a really good job done by the Irish Whiskey Board to say there is this opportunity. The US Is no longer available in Canada. We can slide in there as Irish Whiskey and have 22% how do we make it available to our members of the Irish Whiskey Board? So that was a very interesting take. Usually membership wards wouldn't have been involved in past lives, in past trade. They wouldn't be leading the charge. You may be having a member saying, hey, I have an in. Let's look at this. You should take it to the rest of the members. But this is being led by the actual membership, which is completely foreign to what we've seen in the past, which is an interesting approach. And it has obviously succeeded in uh, quite a few companies having their product listed in a market that was no longer available. And that's just one example. It goes the other way as well where obviously in the US some disciplines are no longer allowing Chinese steel or foreign steel. And now that has opened up a lot of different avenues for current providers. And we're seeing that a lot of the gaps are opening and there's quite a bit of, I'd say sales or market availability that companies are just now starting to realize and try to captivate on. Because it's one thing to have the sales available, but you may not have the raw uh, materials, manufacturing capacities, the logistics to fill that from your own market. So there's a lot of internal infrastructure that you have to build to be able to satisfy.

Speaker C: Obviously, I mean not to get political here, right. The uh, purpose bring manufacturing back to the United States. Right. And you did mention a couple of examples there where we maybe vacated some retail lines. Right. Or maybe vacated some opportunities for local providers in the U.S. you mentioned steel. Right. To come in and maybe close some of the gaps that banning or adding tariffs to Chinese steel leaves that gap and local manufacturers could maybe, maybe cover it. Are you seeing this move towards more at home manufacturing? What's maybe your take on American manufacturing?

Speaker A: I'm finding that it is working in the fact that there is, as you're seeing in the news, and you're seeing it once a week, couple times a week, major companies are bringing manufacturing back to the US either production plants that were already there, that they're expanding their capacity or creating net new production facilities. The problem with that is you're seeing the investment, but you're not seeing the throughput yet because a new factory takes 18 to 24 months to produce. You got to train individuals, you've got a wean down the current operations, bring up a new one. So we won't see the full impact of this for 24 months. And that's at the beginning. But you are seeing the stages of that of production Say you had Crown, uh, Royal has production facilities in multiple countries and they are taking production down in certain countries and increasing it in the U.S. so those companies are ones that you're starting to already see it. And would that have made sense? Because being with Nestle and having multiple operations and factories, this was a constant review and supply chain. It was where is it most efficient or productive to produce certain items? So this is. Seems like it's a new development. Oh, everything's coming back into the US when really this was an exercise that's done by organizations all the time. But I think it's being caught up and there's more incentives now to bring it back to the US in that sense. So I think that's more along the lines of what we're seeing. But it isn't a new trend because this was something that most large companies would be doing every year, every quarter that would be part of their master plans.

Speaker C: Very, very interesting. Let's switch gears a little bit. Right. We've chatted about the problems, we've heard it in the news. It's been all over the place. A lot of think pieces, a lot

Speaker A: of data, uh, a lot of everything

Speaker C: around the problem of, hey, this new maybe changing world order around tariffs. So what? Right, okay, let's, you know, the positive side. What strategies can businesses adopt to mitigate some of these disruptions caused by tariffs and trade tensions, let's call it.

Speaker A: So I think what I've always enjoyed is it's always at a point when you're at, uh, either a crisis or a negative impact that you start to look at your overall operations. So tariffs have came up and, okay, there's going to be an X cost that's going to be applied to your goods. Your margin's going down. So what do you do with that? Obviously you can look at your sourcing. You try to mitigate the tariff cost by working it through the supply chain. But really a lot of successful organizations have looked across the board saying, okay, we have X amount of cost. We need to get that cost out of our operations. So is it back to the manufacturing? Is it. There's been a lot of holistic looking at themselves to say, how do we get more efficient to bring the cost down? And that's been, I'd say, one of the positive things that you're getting stronger companies out of this because it's driving them to be more efficient because there is added costs. So with that, you always want to continuously improve. But this tariff cost has required, uh, companies to continuously improve and that's been, I'd say, one of the shining lights that we've seen. So products are either made better, more accessible, it's how do we make these products at less cost domestically. And that's been one of the successful parts that we've seen.

Speaker C: Maybe to double click on this, maybe if you can share an example where a strategic review of these tariffs, right. And where to produce it has led to direct or significant cost savings. I'm sure the audience will appreciate it.

Speaker A: Oh sure. So one of the examples that I would use is lumen and cam producing. So there was a, uh, very much the supply chain was raw materials came from external of the US filtered into the US Further produced and then shipped to users back in other countries, Canada, Mexico, across the board, or then within the US and it wasn't an inline process. Whereas now we're starting to see some aluminum producers actually become aluminum manufacturers as well. So we're seeing it kind of be straight in the whole process instead of very segregated of okay, well you mine it, you produce it, then you ship it somewhere else to get manufactured, then they produce it and send it somewhere else where we're finding a lot of things going in line. And that's just one of the examples. So we're seeing that where can and aluminum prices would have skyrocketed. We're seeing the actual producers take an efficient approach that really has limited the increase that we've seen. We've still seen an increase, but I think that it's not as large as it could have been without the aluminum producers really having the process in line.

Speaker C: And I have to ask here, right. Like I do think of uh, prioritizing cost savings versus maybe something like operational resilience, maybe a bit of a trade off there. I don't know. Right. And maybe that's the question I'm asking. Is there any trade off here between when you evaluate your customer supply chains and when you evaluate these types of decisions, is there a trade off that you have to take into consideration cost savings and operational resilience and maybe the follow up to that, when does cost savings has a priority win over resilience in this environment with this, which is tariff heavy.

Speaker A: So that's the right question to ask Diego. That's the question of the day. You're seeing that companies are looking at their organization. Okay, if we can't cut costs on X, then we need to look at our portfolio. What items do we produce that's operationally not as efficient or not as resilient as it needs to be. So what we're seeing come out of the tariffs and through we have seen tariff price increases in the market in a lot of different areas. But you're also seeing that the availability is not the same as well. You used to have 15 choices at the store and now you're down to nine. And that's where we're really seeing it through the manufacturer's eyes saying we used to be able to produce five SKUs. That would make sense now because of tariffs, because of changeovers, because of operational cost savings. That's where it would say, okay, well if we don't do changeovers, we can lower the price on X. So we're going to go from five to two or three. And now Home Depot has only two screwdrivers from this company instead of five. And so the customers and consumers are going to have a limited selection. And that's really what's coming out of the tariff with, I'd say the break even point on cost reductions slash operational resiliency. Is it worth it to have the portfolio mix or is it worth it to have profitable materials? And that's just one example of if you were looking at screwdrivers, you're already seeing it when you go, we're starting to see holiday shopping come in earlier and earlier. And we're seeing that when you go, it's not the same amount of product mix, it's more limited where you may have your top items selling, not across the board.

Speaker C: That's an insightful answer. Just to reiterate if I heard correctly, basically the decision you are making, maybe as the example you call it from a retailer point of view, right? Maybe you are a home improvement retailer and you used to have 30 different hammers from 30 different vendors, right? And some product mix there. The trade of you're doing is is it worth it to have the full mix so that my customers are potentially happy because I have 30 different hammers or is it, does it make more sense to hey, I'm just going to have five, but those are going to be very profitable. That's maybe the what I'm hearing. Is that correct?

Speaker A: That's exactly it. That's a very delicate way to put that. So I appreciate that summing it up that way, Diego.

Speaker C: Well, I guess then the question there, Kyle, is so how do you prioritize those two decisions, right? Like how do you help companies? Because first is asking the question, right? How do you make the decision? It's basically what I'm asking.

Speaker A: That one is very interesting and that's probably been the most insightful I've seen in the last six months is by the company. So if we're talking small to medium sized manufacturers, single owners, those kind of situations, if we just focus on those, it's really the values of the corporation or the company. So some strive themselves on. No, I want to give the portfolio mix and if that means we make less money, that's what it is. Whereas others are, well no, I'm in business to make money and we're going to produce one hammer and that's it. But we're going to be really profitable at it. And so I'd say it's been very interesting from my point of view to see which companies and which owners want to go which way. And I think it's a balancing act for some of the large corporations to say, okay, well we can't have everything that we had in the past, so how do we split the difference? Is it a little bit of cost increase, is it a little bit of portfolio mix reduction and go from there. But a lot of the large retailers, they have the shelf space so you have to fill it with something and that's the other thing that you're dealing with. So that's really what we're seeing for the fourth quarter is it's going to be interesting. See is there an epidemic of empty shelves or is this going to be full shelves but limited product availability?

Speaker C: What's your prediction?

Speaker A: I think you're going to see that there will be um, just from what we're seeing with where items are sourced for and the transportation bookings, overseas bookings, it's not high. It's at an, pretty much a, uh, very, very low. So I think everyone's either brought in the products that they have and it's going to be, this is what we have for the holiday season. We know we have X amount of product, we will, this gets us X amount of profit or revenue that we need to be successful. But then if we over exceed that, we don't have the inventory like we had before. Just because you're paying the tariffs on top of that, you're paying tariffs on product that you haven't sold that you have to mark down after the holiday season, that's going to be a nightmare for companies and you're seeing that a lot of the large companies will not have that. One of the benefits of this though, if we're looking for an upside, is air freight will increase as the hot items of the season. You go into holiday season, you always get the hot items that go to nowhere. You will see certain products obviously being air freighted that you wouldn't have seen in the past just because you can't tell what is going to be the hit at the certain time. So certain manufacturers are provisioning for we won't carry as much inventory, but we will leave ourselves the options to get inventory very quickly at a higher cost for logistics.

Speaker C: I really enjoyed this line of answers, right, where really the decision on what do you do? It really comes down to your values and principles as a business and how in times of crisis they really do matter.

Speaker B: Right.

Speaker C: And they only matter to the extent that values and principles help you make decisions such as this. Very interesting answer. I wasn't really thinking of it through that lens. Appreciate that very much. Um, let's switch gears a little bit again. Now we understand the right, there's a problem, we see it everywhere. There's some potential solutions and ways to analyze this and ways to make trade offs obvious and what decisions a company needs to make and principles and values play a part in this game. Now tell me obviously this is a podcast about technology. How do you use technology to navigate these murky waters?

Speaker A: So with the ever evolving, I'd say AI landscape or machine learning, data analytics, it's an area that is growing so substantially that the companies that embrace that will really, I think succeed. And what I mean by that is they're kind of tied to tariffs as well as what we've seen is again, you will only lean on it when there's the need. So a lot of companies will be like, okay, we want AI, uh, but there's no need for it currently, it's just to help us get better. But there isn't the stress at that point. Whereas what we've seen with certain clients and use a perfect example is we had a wine manufacturer that wanted to diversify like I was speaking about, that went from 50% into US and 60% into the UK and then the remainder was into the. Well, they wanted to diversify, so that was their one solution because of tariffs. Okay, they diversified, they had a whole new market which was great. They anticipated sales of X. My first question to all these my clients when they want to diversify is do you have the capacity to entertain this market? The answer is 100% of the time. Oh yeah, we have capacity, unlimited capacity, don't worry about it. And then usually about six weeks later, once they start rolling in and we start seeing sales pick up and the successful in a new market now it's well, I'm working Weekends, I don't have the capacity. What do we do? And this is where we've seen. That's where the need for the technology piece to come in. Okay, so you either need to have extended shifts, like staffing requirements, whatever it is, if that's not possible, if you've already maxed out, what do you do? And that's where the need is for the data analytics AI, the technology piece, to really look at your business and how do you use those skills and become better? And so we have a strategic partner called Practice, which is a boutique AI firm that really, the customers that will come to us and say, listen, we're out of capacity. What do we do? And we like to pass it on to them. And they really take it, dive into the details. Like you said, with the different avenues, either AI, if it's because as you have more sales, you have more incoming calls, if you can't get customer service, you obviously. Do you want to have AI, uh, to do your customer service, to support your customer service team, or is it right on the manufacturing floor of, okay, how do we do machine learning to make ourselves better? Do we look at the different batching process? Do we look at split shifts? There's just so many things that I would say that, and I say a normal human wouldn't be able to absorb the data. So then you really have those companies that are, okay, here's all the data. Let it spit out what's best in class. And how does that happen? Can you make that happen within your physical constraints? So we've seen a lot of improvement, especially with some companies that have like a, uh, virtual, I'd say, manufacturing process where they've loaded all their parameters into AI and you're able to really have that tested to see what makes sense and where are the constraints from it? Because a lot of the constraints aren't quick fixes. Of course, there's some, hey, just knock down a wall, you'll be able to produce more. You don't have to take a pallet as far. You've saved yourself time on the production floor, great. But then there's some that obviously would take some investment, which takes time. So that's where these virtual labs are really important because they're able to do what humans were taking time to do and engineering studies and that, and they're just speeding that process up significantly. So we're seeing companies being able to increase their cost reductions, their output, their capacity, everything, significantly quicker. So it's as much as tariffs have changed and really rapidly changed over the last six months, I think you've seen technology in the workplace change as well.

Speaker C: Something that I enjoy asking of all of our guests is, okay, we've talked about a little bit. You mentioned AI machine learning realm, also mentioned a little bit around some of the new optimization technologies. You did mention virtual manufacturing as well. Are there any other technologies that you are excited about as you think of the future in the next three to five years?

Speaker A: So I think that we're going to see a lot of different avenues be encroached on by this automated technologies strictly from supply chain you're looking at we could have, you know, there's already the driverless trucks so you're reducing costs there. You're having a lot more cobots or robots in the facilities you're having. So I think it's just the overall impact of what will stick and what won't. Some will make more sense than others to really determine what is going to stick around and what doesn't make sense. But I think it excites me to see how much business will change within the next three to five years. And I think those companies that embrace change and embrace opportunity, those will be the ones that really succeed. Because I think you're going to see that it's almost like we're just coming to a new industrial revolution in that sense. I know I'm not the first one to use that term, but it's almost at that point where this will change how manufacturing, retailing, inventory, cover the whole bit across the business as a whole. And even the way consumers absorb certain products, this will revolutionize everything and it's just what do the consumers want and whatnot. So it's going to be, I think you're going to see a lot of things come out and then pull back. But after five years you'll look back on it. There will be a couple main sticking points that will have stayed, that will be fully successful.

Speaker C: And since you have the three to five year crystal ball out and uh, from your perspective of tariff trade expert, what trends are policy shifts you anticipate over again the next three to five years.

Speaker A: So I think that what my crystal ball has been telling me is you're going to see twofold, you're going to find very much in the past, I'd say for the last like 15, 20 years it's been okay, let's source suppliers, let's get the best deal, let's go from there. Now you're going to find a lot of different companies go with micro suppliers. So you may Have a supplier in China, a supplier in Germany, a supplier in Brazil, all producing the same item and you may leverage up or down accordingly as tariffs and geopolitical issues come up in the next three to five years. So you may be producing one year, maybe 100% in China and then the next year may be 100% in Brazil, just based on geopolitical issues, transportation issues, shortfalls and raw uh, material availability. So it's not going to be the same as before. It's going to be, I'd say micro sites or micro suppliers that we're seeing that micro procurement is really a term that we've heard quite a bit. And then as well, that kind of leads into the second point where you're seeing a lot of groups of countries coming together. So you're seeing the BRICS nations, you're seeing the eu, the North American market, you're starting to see that bulk procurement and bulk relationship building that hasn't been there before. We haven't seen. Well, since you trade with this company, you're now not going to be able to trade with this company that hasn't been available. It's been very open market. And you're starting to see how the politics this is affecting the economics and trade. And I think from companies perspectives it's going to be how do you make your supply chain resilient? And that's by having it not just one area, it's going to be multiple different avenues. So say you may be on supplier C by the time you're done looking at your year, but it's better than not being able to produce or not being able to satisfy your customers. So it's going to be just the layered approach. And I think that you're going to see a lot of, when I say the common sense, you'll have a lot of practicality to it saying okay, which one? With everything that's being added, logistics, costs, tariffs. Okay, does supplier A still make sense to produce even though we've used them in the past? We may need to go to supplier B that's cheaper but more resilient. So you'll see that coming into the supply chain over the next three to five years I believe. And I think you'll see that ocean shipping is going to be significant because of the investments into the ports.

Speaker C: Yeah. And the different micro processing, micro manufacturing.

Speaker A: Yes. So as you see where the investment's happening in North America right now is in the North American ports. Everything from the Port of Montreal, the Port of Baltimore all the way to, and then shipbuilding as well. And so we're going to see that. I think that will be more of the ability to get obviously as the product mix has changed as well. Rare materials now is going to be it's more popular than ever. So we're not going to be importing it as it will be a different products that we're importing and that's going to change how we need to import it as well into the North American market.

Speaker C: And as closing question, Kyle, I really appreciate you being on Speaking of North America, what's your one piece of actionable advice to North American business leaders to navigate this complex trade regulation today?

Speaker A: My one advice is make sure that you are fully KUZMA certified and have your products exempt. It's a pain to do for all business owners out there. It's a pain to do, but it's worthwhile in the end. Even if you don't plan on exporting at the time, do not wait until it's time for you to bring raw materials or ship because that should be part of your engineering and new product development. That's a step that's never been there in the past and the companies that implement that will be significantly successful.

Speaker C: Very actionable, very insightful. Kyle, thank you very much for being on today. Really enjoyed the conversation. Learned a bunch of new things that I hadn't heard before, so I really appreciate it. Thank you very much.

Speaker A: Thank you Diego.

Speaker B: That's a wrap on today's Deep dive with SO supply chain optimizers. If you found value in our controversial tactics and data driven stories, don't forget to hit, follow and subscribe so you never miss an episode, have a burning question, or want to share your own optimization success. Connect with me Diego Solorsano on LinkedIn or for more information on how we can help you transform your supply chain and logistics operations, Visit the Steya uh.com thanks for listening.