Joe Burton

Are you the person drafted first or drafted last? Listen to episode 19 of the Unstuck: Break the Mold and Become Unstoppable Podcast "Daily Insights to Fuel Your Career” to discover how to become the person that everyone wants on their team! https://lnkd.in/emfcSy5W https://lnkd.in/ezadSehq #unstuck #unstuckmasterplan #executivecoaching

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Just finished the learning path “CSCMP Supply Chain Foundations: The Essentials Professional Certificate”!

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I often state three sentences: 1. Supply Chains are complex adaptive systems and we should treat them as those 2. We forecast to serve that customer, not to forecast per se (paraphrasing: our objective is to serve customers, the forecast is one of tools at our disposals) 3. Let’s use forecast to set capacity. In the long term we don’t care if we will sell white or black washing machines (I.e forecast is useful in the tactical horizon as an aggregated statistical figure, short term forecast is useful only in distribution and only if it is a real demand peak with high confidence level to happen) Sefa Saglam Raffaele Sabia Alessandro Maggioni food for thoughts here.

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What do you lean on in times of adversity? Listen to episode 22 of the Unstuck: Break the Mold and Become Unstoppable Podcast "Getting Unstuck When Adversity Hits" to find out where I find my strength during those times. https://lnkd.in/eutz7uB3 https://lnkd.in/emfcSy5W https://lnkd.in/ezadSehq #unstuck #unstuckmasterplan #executiveleadership

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Are you making progress weekly or are you drifting?  Listen to episode 20 of the Unstuck: Break the Mold and Become Unstoppable Podcast "Weekly Course Correction" to discover how to make minor adjustments to keep you on track with your dreams! https://lnkd.in/emfcSy5W https://lnkd.in/ezadSehq #unstuck #unstuckmasterplan #executiveleadership

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So, here’s the deal. Mattel, Inc. the company that brings us all those beloved toys, just pulled off a pretty impressive magic trick in the supply chain world. You know, the kind of trick where you suddenly find yourself with 30% more productivity, fewer factories, and a cool $380 million in savings. Let’s break it down. Instead of running their manufacturing lines for just a few hours a day—like a casual afternoon tea—they decided, “Hey, what if we ran these things a bit longer?” Boom—inventory up, productivity up, all while navigating the joy of 10-week shipping times. Because nothing says fun like waiting for your products to cross the ocean! Roberto, Isaías Zanatta also highlighted the impact of resizing capacity. With every line running 30% more efficiently, Mattel was able to consolidate its operations, closing some factories while maintaining the same production output. This strategic reduction of fixed costs is a testament to the power of operational efficiency—fewer resources, same output. But they didn’t stop there. No, they went on to slash about 40% of their SKUs. Why? Because sometimes less is more. By focusing on what really mattered, they reduced complexity and sped up inventory turns. It’s like when Gordon Ramsay walks into a restaurant on Kitchen Nightmare’s with a Cheesecake Factory-sized menu—15 pages of endless options—and ruthlessly cuts it down to a single page of standout dishes. The result? A kitchen that’s faster, more focused, and primed for success—just like Mattel, which saw a $380 million impact from these bold moves over 3 years. That’s the kind of decisive efficiency that drives real results. So, what’s the lesson here? Agility isn’t just a buzzword. It’s about making smart, forward-thinking decisions that align with what your customers actually want, all while keeping costs in check. Mattel didn’t just adapt—they thrived. And in today’s supply chain game, that’s how you stay ahead. This approach resonates with a broader trend in supply chain management: the shift towards smarter inventory strategies. When companies have the flexibility to scale their storage and distribution needs in real-time, they can avoid the pitfalls of overcommitment to fixed assets and instead focus on aligning their resources with actual market demands. This not only reduces overhead but also enables faster, more responsive operations. The Mattel case is a great reminder that in today’s complex supply chain environment, those who can pivot, innovate, and streamline their operations will come out on top. #SupplyChain #InventoryManagement #Warehousing #OperationalExcellence #Mattel #Agility #Kinimatic #WareView

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Have you ever struggled getting yourself to do what you know you should do? Listen to episode 20 of the Unstuck: Break the Mold and Become Unstoppable Podcast "Weekly Course Correction" to discover how to set up a weekly game plan to help you attack what matters most! https://lnkd.in/emfcSy5W https://lnkd.in/ezadSehq #unstuck #unstuckmasterplan #executiveleadership

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How do you handle conflicts within your teams? Let's discuss in the comments. Check out the #industryweek article featuring my insights on handling team conflicts here:

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A Critical Conversation for Supply Chain, Industrialization, and Operations Leaders I’m excited to see this question gaining traction—it's one we all need to think about: What don’t you like about how consultants operate today, and what would you change to make them better partners for your business? At Automobility Enterprises Inc., we strive to bridge the gap between theoretical solutions and the real-world challenges faced by supply chain, industrialization, and operations teams. Understanding what truly matters to industry leaders is key to delivering impactful results that drive progress. If you’ve got insights or ideas, let’s hear them. Together, we can shape the future of consulting and create solutions that make a difference across all levels of operations. Join the conversation below! 👇

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I want your opinion! I have created 26 questions that I plan on asking to our awesome executive supply chain panel in 10 days at CSCMP Edge in Nashville! I would LOVE and APPRECIATE you all coming up with the last 4 questions you would ask them. Topic is senior leadership retention. 1. What strategies have you found most effective in retaining top talent within your supply chain teams? Can you provide specific examples? 2. How do you ensure your supply chain staff feel valued and appreciated? What role does recognition play in your retention efforts? 3. What are the biggest challenges you’ve faced in retaining skilled employees in a competitive market? How did you address them? 4. How do you balance the need for cost control with the need to offer competitive salaries and benefits to retain top talent? 5. In what ways have you utilized flexible work arrangements to improve employee retention? Can you share a success story? 6. How do you assess and improve the work-life balance of your supply chain employees? What impact has this had on retention rates? 7. What role does career development play in your retention strategy? How do you ensure that employees see a clear path for growth within the company? 8. How do you handle the departure of key employees? What strategies do you implement to mitigate the impact on your supply chain operations? 9. What retention challenges do you foresee in the next 5-10 years, and how are you preparing to address them? 10. How do you leverage employee feedback to enhance retention strategies? Can you give an example where feedback led to a positive change? 11. What specific qualities do you look for when identifying potential future leaders within your supply chain teams? 12. How do you create opportunities for employees to develop leadership skills? Can you provide examples of programs or initiatives that have been successful? 13. What role does mentorship play in developing future leaders in your organization? How do you structure your mentorship programs? 14. How do you ensure that future leaders are prepared for the challenges specific to supply chain management, such as risk mitigation and global logistics? 15. In what ways do you incorporate cross-functional training to build well-rounded leaders in your supply chain teams? 16. How do you measure the success of your leadership development programs? What key metrics do you use? 17. Can you share an example of a junior team member who successfully transitioned into a leadership role? What were the key factors in their development? 18. How do you balance the need for developing future leaders with the immediate demands of daily supply chain operations? 19. What role does diversity play in your leadership development strategy? How do you ensure a diverse pipeline of future leaders? 20. How do you foster a culture of continuous learning and innovation among your future leaders to keep pace with the rapidly evolving supply chain landscape?

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Let’s Talk About Fairness in Job Evaluations In the professional world, not all roles are evaluated fairly. Some positions, due to their strategic nature or dependence on external factors, require time to show measurable results. Unfortunately, these roles often face evaluation based on short-term metrics, leading to misalignment between expectations and reality. Positions Affected: 1. Supply Chain Directors: Optimizing processes and managing vendor relationships can take months or years to impact costs. 2. Marketing Managers: Brand campaigns and audience engagement yield long-term results that aren’t immediately visible. 3. HR Leaders: Improving company culture and employee satisfaction is a gradual process. 4. R&D Specialists: Innovation and product development require significant time and investment. 5. Sales Directors in New Markets: Building pipelines and client trust takes time in new markets. What Can HR Evaluate in the Interim? HR should focus on indicators reflecting progress during evaluations, such as: - Alignment with Strategy - Execution of Plans - Stakeholder Management - Problem-solving and Innovation - Collaboration and Leadership - Adaptability The Impact: Unrealistic evaluation periods can demotivate employees and encourage shortsighted decision-making, pushing professionals to prioritize quick wins over long-term value. The Solution: Evaluation frameworks should align with the role’s nature, focus on progress, and allow realistic timeframes for meaningful impact. What are your thoughts? Have you experienced similar challenges? Let’s discuss it! #HumanResources #EmployeeWellBeing #LeadershipDevelopment #SupplyChain #TalentManagement #EmployeeEngagement #CareerGrowth #HumanResources #EmployeeWellBeing #WorkplaceCulture #LeadershipDevelopment #SupplyChain #LogisticsManagement #ProcurementExcellence #TalentManagement #WorkLifeBalance #SustainabilityInSupplyChain #EmployeeEngagement #CareerGrowth #SupplyChainManagement #Logistics #Procurement #SupplyChainOptimization #InventoryManagement #DemandPlanning #WarehouseManagement #GlobalTrade #SupplyChainSolutions #SustainabilityInSupplyChain #OperationsManagement #FreightForwarding #SupplyChainInnovation #DigitalTransformation #SupplyChainStrategy #LeanSupplyChain #SCM #TransportationManagement #EndToEndSupplyChain #SupplyChainExcellence

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Consumers are finally starting to show some price elasticity. Fritolays have had as much as 45% price increase since 2019. Some of the highest I've seen and consumers are finally responding. What about you? Have you changed your buying pattern on FritoLays snacks? #inflation #shrinkflation #economics #priceelasticity #economy https://lnkd.in/eMWcMDyT

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Today we celebrate Juneteenth, a day commemorating the end of slavery in the United States. For me, it's a time to reflect on the hard-won freedom of many and the ongoing fight for equality and justice everywhere. At Kimberly-Clark, we have a unique role in this fight. The work we do connects people, cultures, and communities, and we rely on collaboration and resilience to power us into the future. We all have a right to self-determination — to pursue our dreams, excel in our work, grow, and thrive. Juneteenth is more than a point in history: it’s a call to action, urging us to look within and around us, to challenge the status quo, and to stand up against injustice in any form. We each have a part to play in fostering a more just and equitable community, where every person is valued and respected. Martin Luther King Jr. said it perfectly: “Injustice anywhere is a threat to justice everywhere. We are caught in an inescapable network of mutuality, tied in a single garment of destiny. Whatever affects one directly, affects all indirectly.” Let’s use this day to educate ourselves and commit to making a positive impact in our communities.

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So what is the role of a Vice President of Transformation and Continuous Improvement at Modern Candle Co Inc The role is pivotal in shaping our organization’s future success; by closely examining our current processes, systems, and organizational structures, we propose improvements: These recommendations encompass process enhancements, technology adoption, and organizational adjustments. Out of one of those analysis the need to regain some of our warehouse space and control cost lead us to Packsize cool machines. I am excited to share how our ability to create custom shipping boxes is transforming our operations. Here’s why it matters: Cost Elimination: By producing our own shippers, we eliminate the need to purchase expensive corrugated boxes. This directly reduces our carrying costs and positively impacts our bottom line. Agility Amplified: Custom shippers empower us with flexibility and responsiveness. We can swiftly adapt to changing demands, product variations, and shipping requirements. Competitive Edge: Our nimbleness translates into a competitive advantage. In summary, our investment in custom shippers isn’t just about boxes—it’s about efficiency, adaptability, and staying ahead in the market. Let me know how we can help you in your home fragrance needs or if you just have questions on continuous improvements. PS. I might need a better technician that guy Arvin Pirijanian is just too slow. #packsize #candle #candlemanufacturer

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“Good teams become great ones when the members trust each other enough to surrender the ‘me’ for the ‘we.’” Phil Jackson (yes, the super coach of Chicago Bulls, I'd say he has all my attention when it comes to building successful teams) I came across this simple, yet powerful quote in this interesting article on the Fourth Q. Worth a read! As leaders, we all need to grasp the challenge and opportunity laying in the new skillsets demanded equally by our teams and the situations we encounter. #leadership #team

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Interesting take from Gartner's Tom Enright that the recent elevation of the role of supply chain execs may now decline. Worth reading - 2 mins. As a technology partner, I can't resist commenting on this: "Supply chain investments must have maximum impact across key priorities of the company, such as growth and sustainability, he declared. Supply chain leaders should prioritise investments that allow progress on multiple objectives, he said. For instance, new technology may have multiple outcomes across the organisation." [Tom Enright] It's a tough balance to keep the focus on solving a particular problem (or exploiting a specific opportunity) and keeping a tight number of stakeholders, versus exploring the value across the business and potentially losing the impetus to get started. I always advocate exploring the broader opportunity and delivering incrementally. But if you think your 'supply chain IT project' is simply to automate a process that used to be manual, you're not thinking strategically enough, and are likely to miss the value entirely. #supplychain #supplychainmanagement

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Being part of the supply chain is an incredibly challenging job, whether you’re a dock worker, truck driver, distribution center manager, etc. Each leg of the supply chain is impacted by others.  Thinking of all of the supply chain and procurement teams - especially SMB restaurant operators - who have their work cut out for them with the news of the port strikes hitting the east coast yesterday. In challenging times when you’re in a real pinch, the importance of having multiple back up plans within your supply chain operations becomes critical. Instacart Business can be one of those “plan B’s”! Sign up for free today and get access to over 1,500 retail banners and a vast selection of fresh ingredients from the retailers you trust! With our easy search capabilities, you can quickly figure out which retailer or wholesaler has the items that you need and get ingredients delivered to your various locations in as fast as an hour. Our business tooling will make it easy for you to track spend and reconcile receipts across locations and we also have tax exemption purchasing in 33 states that you can take advantage of to save money. If you haven’t thought about your Plan B or Instacart Business, now may be a good time.  You can sign up for an Instacart Business account by going to instacart.com/business and don’t hesitate to reach out to [email protected] if you have any questions or need any support you and your procurement teams set up!

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Part 1 of 2. Creating a business culture of continuous improvement involves fostering an environment where employees at all levels are encouraged to seek ways to enhance their work processes, products, and services. We are focusing very diligently on this at SEKO Logistics. Too often organizations can focus on the bottom-line without understanding what drives and will continue to grow the bottom line. Like many of us out there, this isn't an event, it needs to be woven into to what we do, who are. every single day. This type of culture thrives on collaboration, open communication, and a focus on learning and innovation. Here are some steps to help build such a culture: (Welcome your feedback) 1. Leadership Commitment    •   Lead by Example: Leaders must actively demonstrate their commitment to continuous improvement by consistently seeking feedback, being open to change, and actively participating in improvement initiatives.    •   Vision and Mission Alignment: Ensure that the company’s vision, mission, and core values emphasize innovation, growth, and improvement. Employees need to see improvement as integral to the company’s purpose. 2. Empower Employees    •   Encourage Ownership: Empower employees to take initiative in identifying inefficiencies and proposing solutions. Encourage them to see themselves as integral to the business’s success. (Key principle. The person doing the job knows it best.)    •   Provide Autonomy: Give employees the freedom to experiment and implement improvements in their own areas of work. Create a safe space for innovation without fear of failure. 3. Promote Open Communication    •   Feedback Loops: Foster a culture of regular, honest feedback. Both managers and employees should actively seek and give constructive feedback about performance and processes.    •   Cross-Department Collaboration: Create channels for employees across different departments to communicate and share ideas. Cross-functional teams can lead to more holistic and creative solutions. 4. Focus on Learning and Development    •   Ongoing Training: Invest in continuous learning opportunities for employees. Offer training, workshops, and access to resources that help them grow their skills and adapt to new industry trends.    •   Knowledge Sharing: Encourage employees to share their knowledge with others through mentoring programs or regular meetings where best practices and lessons learned are discussed. 5. Implement a Structured Improvement Process    •   Continuous Improvement Models: Adopt formal methodologies such as Kaizen, Lean, or Six Sigma, which provide structured approaches to identifying problems, analyzing processes, and implementing solutions.    •   Regular Reviews: Establish a system of periodic reviews of processes, projects, and performance to identify areas for improvement. Use metrics and data to drive decision-making. #continuousimprovement #lean #processimprovement #leanthinnking #3PL

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