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2023 Supply Chain: How China’s Future & Germany’s Dependence on Russian Gas Will Impact Global Trade

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In this episode, Ross Kennedy of Fortis Analysis, Ralph Schoellhammer of Webster Vienna Private University and Albert Marko joined Tony to discuss three main themes: supply chains in 2023, the existence of China in 10 years and Germany’s dependence on Russian gas.

Ross Kennedy led the discussion on supply chains in 2023, and he explained that although supply chain issues have appeared to normalize over the last 4 months, with trans-Pacific shipping rates falling to levels at the start of the Covid pandemic, there are still things to watch out for in the upcoming year.

Albert Marko led the discussion on the prediction that China will not exist in 10 years. This claim was made by Peter Zeihan, a geopolitical analyst, during his appearance on Joe Rogan’s podcast. He went on to say that some of Zeihan’s predictions sound impressive, but he and Ross Kennedy both have doubts about the validity of this claim.

Tony pointed out that similar predictions were made by George Friedman in his book “The Next 100 Years” (2009), where he said that China would split into 5 countries. However, both Albert and Ross argue that China’s economy, military, and political power are too strong for this to happen in the near future. They also highlighted the fact that China’s growth and development have been hindered by the pandemic, but the country has managed to recover quickly and is still a major player in the global economy.

Ralph Schoellhammer led the discussion on Germany’s ongoing dependence on Russian gas. He wrote about how the green push in Germany has led to a decrease in the country’s dependence on Russian gas, but there are other considerations. He explained that the Russia-Ukraine War had a major impact on Germany’s dependence on Russian gas and that when the war stops, it is likely that Germany will welcome Russian gas again. He also highlighted the fact that Germany’s dependence on Russian gas is not just a matter of energy security, but also a matter of economic and political considerations.

Key themes:
1. Supply Chains in 2023
2. Will China exist in 10 years?
3. Germany can’t quit Russian gas

This is the 49th episode of The Week Ahead, where experts talk about the week that just happened and what will most likely happen in the coming week.

Follow The Week Ahead panel on Twitter:

Tony: https://twitter.com/TonyNashNerd
Ross: https://twitter.com/maphumanintent
Albert: https://twitter.com/amlivemon
Ralph: https://twitter.com/Raphfel

You can also listen on Apple Podcasts: https://podcasts.apple.com/us/podcast/complete-intelligence/id1651532699?i=1000594418263

Transcript

Tony

Hi, everyone, and welcome to the Week Ahead. I’m Tony Nash. Today we’re joined by two new guests. We’ve got Ross Kennedy. You may know Ross as Huntsman on Twitter. He’s with Fortis Analysis. And we’ve got Ralph Schoellhammer. Ralph is at Webster Vienna Private University. And we have the honor of having Albert Marko with us again today. So there’s a lot that’s happened really over the past couple of years around supply chains. And we’re going to kick off talking about supply chains in 2023, and Ross is going to lead us on that. But next we’re going to look at China. There have been some claims made about kind of existential claims made about China over the past couple of weeks, and Albert is going to walk us through those. And then finally, Ralph is going to help us talk about Russian or sorry, German energy and German dependence on Russian gas. So let’s get into it, guys. Thanks for joining us. Ross, you know, I’ve seen a lot on Twitter. You’re you’re talking quite a lot about supply chains. And in 20 and 21, you really opened a lot of our eyes to some of those issues.

Learn more about the CI Futures app: https://www.completeintel.com/futures

Tony

So I’ve wanted to have you on the show for a long time. On the screen right now, I’ve got a chart of shipping rates, Asia to us, west coast seafood rates, and those obviously ballooned up in 21, came back down in 22. And we’re kind of now down to about where we were in Q, one of 20. So the last four months, things have really started to calm down in terms of the costs.

But I guess really what I want to get into with you is, are supply chain risks a thing of the past? You know, what should be we be looking for in 2023? I guess that’s let’s just start with that. Are they a thing of the past? And what should we be looking for in supply chains in 23?

Ross

Yeah, I think supply chains have changed in terms of the scope of risk. Certainly it shifted from one to the other. We had a short term risk that was very systemic as far as manufacturing in China being completely disrupted, the ability to ship out. And then we had the entire issue of people changing their buying habits basically by force as far as lockdowns from a lot of events, a lot of entertainment, a lot of things where their dollars are being spent on, not physical things that actually have to be chipped. And all of a sudden, everybody took that spending, they took the stimulus money, and they just began buying things that were feathering their nest or occupying their attention. And so you had the disruption not only of lockdowns, not only of that, but you had this very enormous shift in purchasing from experiences or non tangible things to physical things that have to be shipped. That’s why you saw the run up in stock for Amazon and numerous others, it was because people were doing that right. So we had this enormous crunch that was driven by that fundamentally. And now we’ve seen we have the bullet effect.

Ross

Inventories were dramatically over ordered and now we’ve got inflation happening. So inventories are full and demand is down, particularly on the transpacific trade to the West Coast, the US. China. What we have seen, though, is that there has been container volume shifted to the Gulf. It’s also shifted to the East Coast because we’ve had the risk really since July of last year of longshoreman strikes. And then you have the concurrent risk of rail strikes coming off the West Coast. So we have seen some volume that’s still in place shift. But depending on who you are as a company, we’ll determine if that has actually your supply chain problems have begin to unwind a little bit or if they have really only begun or if they’ve just changed as far as what they are. If you’re a retailer in the US, you really just started shipping over the East Coast if you’re concerned about West Coast risk and you still have to move inventory. But that’s assuming that now the lockdown, lockdown, lockdown, no lockdown, back to lockdown and now no lockdown again with people out sick right in front of the Chinese New Year, if that hasn’t dramatically impacted your business.

Ross

There are some sectors that have been heavily hit by that hard. The impact is less to China in some ways because they’re heavily subsidized in a lot of their industries. The impact is more so, I think, felt by the US. And I know Albert will talk about the China side of that factor. But what we’ve seen now is a dramatic disruption, really, to the way things are. Not in a foreseeable way, not in a way that a lot of people know how to forecast. In a very I would say very unexpected way where you’ve got this sort of well, not unexpected to this group, but unexpected through a lot of supply chain and planners and executives of. They went from huge amounts of demand to very little demand due to inflation here in the US. And then you also have the supply side disruption in Asia. So that’s sort of the twin monsters that a lot of North American companies and European companies are dealing with related to planning this.

Tony

It sounds to me like we have a couple of things in general that are helping to alleviate this. First is price, right? Things are more expensive and so that’s pushing down demand on a volume basis. But we also have China opening up and so that is alleviating supply chains on the supply side. So those two dynamics seem to be really helping us into 23. Have we also seen I know there’s been a lot of talk about this, but to what extent are we seeing rotation of manufacturing locations? Is that a major effect or are we in the early stages of that?

Ross

I think we’re in the very early stages of it. It takes multiple years if you’re going to uproot a semiconductor foundry, for example, which everybody’s made a big deal about, the chips act and all that. And I think Nancy Pelosi had a great run financially because of that for a while. But it takes three to four years, even five years, from soup to nuts, be able to get the process of moving something halfway around the world from one location to another. You have to make a lot of things before you install them and then begin making chips. Other things that are able to transition very quickly are doing so. Things that are fungible, where you’re essentially reprogramming a machine to print a T shirt in China versus Vietnam, that stuff is already shifting. You’re already seeing demand pick up for things like garments and textiles in Southeast Asia and India and Bangladesh. Pakistan also has gained a little bit on the textile side, but things that are energy intensive to manufacture, things that require critical raw materials or certain types of inputs that China does very well. We’ll probably talk a little bit about Zahance hypothesis with regards to China, but China is very dominant in a lot of raw material sectors, and assuming they continue to have the energy and labor available, it’s going to be a lot slower to ship that type of stuff away from China.

Ross

But things that can shift. Are you’re seeing more tires produced outside of China again, for example? So, again, it’s very sector dependent, and a lot of people want to make projections or economic plans or suggestions about the way things are on a macro scale without really understanding that in certain ways, china still very much holds the whip hand. And you won’t see manufacturing shift in other ways. You’re seeing it shift very rapidly away from China and that’ll have an impact on them as well.

Tony

Okay, so let’s take a step back to, say, 2019. Okay? We had Trump, who was trying to get different things out of China and bring things to the US. And reduce China’s centrality or centricity to supply chains. And then we have COVID come in, and that really disrupts supply chains. And then there’s this wake up call for people to kind of regionalize manufacturing, right? So this reminds me a lot of, say, 2007 eight, when it started with Japanese companies doing a China plus one, china plus two, China plus three strategy, right? That’s happening again. But after we got through the financial crisis, everyone just was like, China is easy. Let’s just go back and do that. Are we going to see that again? Are people just going to kind of shrug shoulders at the end of the day and go, people are inherently lazy. I don’t want to have to do the work to have three different sites to manufacture this stuff. So let’s just put it back in China. Is that likely to happen? Or was this wake up call the one that really pushes people to have resiliency in their supply chain?

Ross

I think, again, from a sector dependent standpoint, it’s yes and no. To the extent that if the stakeholder, if the primary stakeholder of a company is the US. Let’s say a Honeywell, for example, they will have to pull out US policies. We have reached a point that even if the US has a company is US based and they’re like, we’re going to still try to manufacture there for whatever reason, it is too much of a lift to pull out of there. In a lot of respects, xi Jinping has a vote on that too. If he wants a company out, or if he wants to just see that company’s manufacturing capacity or whatever, he’ll do it. Right. So the bad guy always has a vote on how the fight goes too. So that is one group of companies that very much can be expected to either leave on their own or be forced out in other sectors where a company can be co opted or the US. Isn’t really paying attention. Yeah, I think you’ll see the impetus to just kind of try to hunker down and ride out this ten year sort of economic cold war, if you will.

Ross

In their mind, they’ll do that as well. But again, so many of the unknowns that are driven here are the fact that China has a vast ability, if it chooses to, to leverage its own strategic advantages to push us around the anchor companies there if they want to, to kick them out if they choose to. And for whatever reason, really, outside of a relatively small group of Natsych types and people that do analysis really well, they’re not discussing what the calculus is on the other side. They’re just discussing what the US. May or may not be able to do through our own policy. At the end of the day, particularly when it comes to energy, anything that’s super energy intensive to manufacture, it’s not attractive to restore to the US right now because the Biden Administration, the Department of Energy, particularly FERC, they’re not going to get out of the way, and they have not proven to do that. So we’re not going to be able to make the fertilizers and fuels that we need to if we are continuing to drive them away with terrible energy policy and drive the price of energy sky high.

Tony

And as a Texan, I will tell you, we have all the raw materials here, right? There’s no reason for us not to do that. A lot of Americans may not like Texans, but generating wealth here really does help all of America, right?

Ross

So in my view, particularly when you talk about the Gulf, the raw capacity is there from a transportation side, from a labor side, from a raw material side, particularly energy, to to turn the south MidSouth all the way down to the Gulf into a manufacturing mega region. That that would be one of the great economic success stories of all time anywhere in the world. And that’s a policy issue. It’s certainly not a capability or capacity issue.

Albert

Yeah, the problem with that is the EPA makes a lot of manufacturing in the United States inefficient and uneconomical, just something yeah, we can’t get around it. It’s the problem.

Tony

Okay.

Ross

And Europe has done very well with a lot of that stuff as well, too. But again, it’s subsidized in Europe, some of those offsets, if you will, they’re heavily subsidized. And so the companies don’t bear that burden to the extent that they would in the US. Where that type of thing is just as heavily regulated and penalized with zero subsidy.

Tony

Right. So since we’re talking about supply chains mostly into the US. Since we’re often here, let’s talk a little bit about Germany. We’ve seen German politicians go to China over the past couple of months, and German heads of industry go to China and kind of almost double down on their commitment to China and double down on their dependency. And it almost feels like Germany is having the opposite conversation from a policy perspective that the US. Is in terms of the US. Is trying to reduce its dependence on China. It seems like Germany is just going all in. Is that a misread, what’s going on there?

Ralph

Well, yes and no. There have been voices in Germany getting louder, particularly when it came, for example, to the Chinese buying parts of the harbor in Hamburg or a German Chip producer. So there are some voices that are getting more critical, but overall, the Chinese market is still crucial for German exports. So kind of when the German Foreign Minister, Angelina Bieberk was in Asia a couple of months ago and she said, we will stand side by side with Taiwan in the case of a conflict. That kind of was immediately backpedaled by other German parliamentarians who said, well, the Taiwanese didn’t ask moral support, so we have no intention to give tomorrow support. So I guess it would be very similar to the Russia Ukraine thing. I mean, in a sense, I think what’s always very important when we look at particular German foreign policy, they are not really for or against someone. They primarily want to maintain the status quo. So they want to maintain as much as they can the 1990s early 2000s status quo. That is true in the Asian case. It’s also true in the case with Russia and Ukraine. Right. Because some people say, why are the Germans not more supportive of Ukraine?

Ralph

Or are they all in the pockets of the Russians? I don’t think that’s the case. I think German policy is to maintain a status quo when it comes to exports in China, when it comes to energy with Russia and everything that quote unquote disturbs the peace is seen as a nuisance, and they usually kind of bet on the party that they hope can end that nuisance as quick as possible. And then I think was a little bit the miscalculation in the Russia case that they originally believed that this is going to be a war like Georgia, like other earlier conflicts, that this is going to end very quickly.

Tony

And we can all pretend it didn’t happen, right? If it ends quick, it didn’t happen.

Ralph

Precisely.

Ross

And that didn’t happen too, that are like leading indicators of German behavior with regards to China. BASF is one of them. Not only is BASF not recognizing its potential position of dominance on the vitamin and specialty chemical side, it’s actually doubling down on China and expanding its manufacturing operations there, not retracing from it. And if you look at Mercedes, for example, I love Mercedes Benz as a company, and I think they make some of the most amazing machines in the world. But you’re not going to tell Mercedes, get the hell out of China. They’ll do, and they can.

Tony

But they have got Volkswagen cans. Mercedes can.

Ross

Volkswagen can.

Ralph

And as a quick second point of this, the German energy planet, we’re going to talk about this a little later in more detail, but they still want to double down, particularly on solar and wind. And they need China as a partner to have good relations with China because they control most of the supply chains in these areas. So as long as Germany doesn’t really have this often announced but never actually materialized u turn in their foreign and domestic policy, this is not going to change. So I think, as you guys correctly point out, whatever the headlines say, whatever the Sunday speeches by politicians are, I think the underlying indicators still strongly point towards not just Germany, I would say all of Europe kind of being at least economically very benevolent towards China. And I think sooner or later, with the exception of some Eastern and Central European countries, I think many Europeans would be more than happy to renormalize relations with Russia as much as possible.

Tony

Let’s get on that later.

Ralph

Okay.

Tony

Before we move on, what do you see in supply chains that people aren’t talking about, that we need to know about? What is a thing where you’re just like, gosh, why don’t people see this? What is that? What’s supply chains?

Ross

It’s food. Probably the biggest and most obvious one that comes to mind. Everyone’s talking about semiconductors. That’s an obvious one too. But that gets beat to death. And frankly, the US. Really holds some major strategic advantages with that as well that don’t get discussed enough when we talk about that issue. On the food side, though, particularly with regards to China and Russia, russia is an enormous manufacturer of certain fertilizers. That’s very true. Now. The US. Has tremendous optionality with Canada next door. We make a tremendous amount of nitrogen. We have the ability to make more. We do find for ourselves on phosphates. We have significant phosphate reserves on the potash side. Canada has the far and away the most reserves in the world and an untapped capacity to move more to the US. So I don’t subscribe at least as far as like Europe and the US are concerned to the macro nutrient issue of NP and K that you’ve heard recently and for a long term elsewhere, that Russia and China control the world on it. They don’t. We do find out fertilizers amino acids are an enormous issue. Vitamins and micronutrients. And those are the ones where, when you’re talking about there’s roughly ten major vitamins that go into animal and human nutrition, but particularly into animal feed to keep them alive, to help them grow faster, to help them produce higher quality meat and eggs and milk.

Ross

Almost all of those vitamins are 90% or more manufactured in China, most of them at 100%. When you talk about key minerals that needs to go into their diets, whether it’s a zinc, calcium, or you see sometimes manganese and magnesium added in as well. Other than Turkey, India and Brazil, most of that stuff comes from China, too. And then you talk about the big amino acids. The US. Is far and away the largest meat producer in the world per capita, even more so than China. But we make about 40% of the amino acids needed in the diet. So we make far and away adequate supplies of DDGs or soybean meal that we use as the crude protein and the crude fiber. But the other 20% of that is completely, almost completely controlled by China. And then BASF and one other company based in Switzerland. And so if they turned off the tap on that, I hope you got it, that she’s not watching this, they turn off the tap on that, it would be crushing for our food sector.

Tony

So is there anybody who’s talking about rotating that production elsewhere? Any company is making that?

Ross

Adm and Cargill talk about it because they’re the only ones that actually make the stuff in the US. In ADM’s case, they manufacture in house. In Cargill’s case, they’re actually the glucose or dextro stream that gets fed into that fermentation cycle to make aminos. You have Ivana and Blair, Nebraska. You’ve got two companies in Iowa, korean and Japanese. And that’s CJ and International and Naji Namoto. They are also an over the fence agreement with an extra cargo, corn mills. That’s it, really, as far as that type of product in the US. We could expand that capacity relatively rapidly. But we have seen amino acids in particular go through so many expansion contraction, volatility cycles that to an American company, particularly one that’s publicly owned, one like Adm, the juice isn’t there for them. They’re not going to take a 20 year investment risk on something that on a year to year basis could lose a lot of money.

Tony

Okay, but if they had to, how long would it take to get that up and running?

Ross

It takes less than two years to build a wet corn mill. But if you were to expand fermentation capacity at any of the already existing wet corn mills in the US that are making, let’s say, high fructose corn syrup, I think of Golden Growers, which is a 50% joint venture with Cargill up in the southeastern corner of North Dakota. All they’re making up there is high fructose corn syrup for food. They can easily convert that stream into fermentation inside twelve months or less. So we do have a dormant quick to market capacity, relatively speaking, the faster we could get that type of thing online, you could do it with subsidies, you could do it with some market protections, you can do it in the food bill and just add certain things in there that favor that type of production. So these are not unsolvable problems. Vitamins. We are, pardon the language, if China really does decide to cut us off on that, that becomes very problematic in a hurry because it’s three to five years to get vitamin production online. If you’re talking synthetic vitamin production, all of that is adjacent and utilizes coproduct from the petrochemical industry.

Tony

Okay. So when I hear this stuff, it makes me wonder, with all of the money that the federal government puked out in 20 and 21 and early 22, this seems like a relatively small investment.

Ross

And it’s very small. A couple years to build a massive vitamin plant? Yeah, you could co locate a vitamin plant right next to Port Arthur, any of the places that are along the Gulf that are very dense and natural gas, and within 24 to 36 months, depending on permitting, if you put a fast lane in place, you could do it in 24 months. And the expertise exists in the US. To build that.

Tony

Okay, thanks for that frustrating example, but it’s something we need to talk about, right? And people need to know about it.

Ross

Albert will tell you this. It’s not talked about much in DC. I’ve briefed numerous Senate committees over the last year on this. A couple of House committees, a whole lot of staff members and Congressmen to their faces. And I show them the charts, I show them the numbers. And it’s really outside of anybody who’s part of the Midwestern congressional delegations. They have no idea. It’s completely foreign to them, and it’s really one of our pacing. Strategic risk.

Albert

Yeah, there’s like deer in headlights when you start bringing up these complex issues, supply chains and asymmetrical responses that the Chinese hold against us, it’s just nothing. It just doesn’t register.

Tony

Yeah, it’s terrible. Okay. Thank you, Ross. Sober, let’s move over to you. And I want to since we are talking about China, let’s talk about, I guess, a Twitter discussion that you and Ross had last week where you invited him on the podcast to talk about some of Peter Zaan’s comments about China.

So, just so everyone knows, I tried to connect with Peter Zion on Twitter and invite him to come on, but he’s very popular and we’re really small time for him, so I don’t blame him for not coming on.

Ross

But anyway, he just doesn’t want to be challenged, maybe.

Tony

Well, possibly. Look, the guy is a great speaker. When I watch him speak, I wish I could speak that well. Right. He’s obviously very smart and he says some stuff that sounds really impressive. Big old predictions, all that stuff. So, having said all of that, he was on Joe Rogan last week and talked about China and basically said that China won’t exist in ten years. Right. Now, this, to be honest, is a derivative of George Friedman’s hypothesis in a book called The Next Hundred Years that was published in 2009, where Friedman said that China would split into, I think, five countries. You know, part of it owned by Japan, part of it, you know, whatever. It’s it’s a really interesting book where he talks about a research in Turkey, a stronger Mexico, all that stuff. I definitely recommend that to people. Some of the stuff doesn’t sound real, but directionally it’s interesting. But Albert, both you and Ross have opinions on this, and you can talk about any of the stuff that Peter Town said. But I guess, broadly, do you see China as a nation state by 2033?

Ross

Of course I do.

Albert

It’s an absurd comment to say that it’s going to break apart within ten years. I mean, you’d have to have something cataclysmic to break up some major industrial nation into ceasing to exist. I don’t understand how that could possibly even come to come to fruition. I mean, China has a strong economic growth. They’ve brought up a middle class, they have a CCP that’s a centralized government that can initiate policies and stimulate the economy at will. They have a grasp on the country, they have a good grasp on the population. Everything that you see that comes out of these protests or whatnot, that’s something that the politicians in China allow you to see. And it’s a messaging thing. I was on here what is it, like, a month ago with Atlantic Council guys, and they’re about the COVID lockdowns and whatnot, and I said, this is your signal that China is opening. And literally, I think it was like a week later, they opened. The thing is, people look at China and they take things at face value with politicians and with data that comes out of China at face value, and you simply cannot do that.

Albert

As much as we blast the Chinese for their belt and road initiative, the key component of that is they have food security coming through that. They have farmlands in Africa, they have meat coming through the South American border. And even if we were to cut off their meat supply, by some measure or another, they still can fish the Sea of Japan, that has 5% of the world’s fish. So they have options for feeding their population in a pinch, and they have the stability and the military and the police force to keep people aligned. So I don’t see how, barring a meteor hitting the place or barring some kind of like, supercharged COVID starting to kill millions and millions of Chinese people, I don’t see how it’s even possible, even logical, to say that it can end up ceasing to exist in ten years. Just the asymmetrical challenges that the world would have to bring China down if they tried to would be devastating for the global economy.

Tony

Yeah. Ross, what do you think there?

Ross

Yeah, I think almost every discussion about the demise of China ignores one simple thing, and that’s not unique to Communists. Will to power is certainly very baked into the cake when you’re talking about communism. But in terms of strategic optionality, china has done a better job than any communist country ever at reinforcing their flanks strategically in a lot of different ways. And so you have to account for that. You have to account for the agency, again, of the adversary, which I think a lot of the discussions about the decline of China do not account for. It at least makes it incredibly complex and certainly is by no means is anything certain one way or the other. On the demographic time bomb issue. I have a very cold hearted way to say this. I don’t think they care. I don’t think they care. When you look at an enormous number of people that are, on the one hand, potentially would die off in some sort of food shortage, certainly with the reopening the percentage of people that at least from the people I talk to and deal with in China on a daily basis. It’s not a lot of young people, it’s not a lot of the productive workforce.

Ross

Again, just like in the US. It’s a lot of people that are unhealthy or older or both. And so you’re talking about people that already have significant respiratory issues in the cities, then getting hit with any sort of cold that’s beyond a basic cold, it’s going to be a problem for them. Right. So even if they survive, you’re still talking about a percentage of the population that in the communist mentality are viewed as less productive or drains on the state’s resources. They don’t really care if a lot of these people die. They truly don’t. And some level of very minor famine where they have the ability to begin to marshal resources and shepherd them a certain way where they can even target who wins and who dies, that type of thing, we will see in that sort of scenario. And they will be able to almost indefinitely put on not indefinitely, but for a much longer. Period of time be able to put off the more severe impacts of a demographic time bomb. And the other issue is, of course, too, they’re atheistic, right? They don’t recognize Christianity or a Jewish god or an Islamic god or whatever.

Ross

So they’re really unbound by any sort of traditional moral or ethical constraints that we have in the west. And so who knows what sorts of technology, what sorts of medical procedures and things they’re pursuing that will in addition to things like automation, they’re now one of the top 15 most automated manufacturing economies. A lot of the robots in the world have shifted production to China from Europe. So they’re dealing with things in a way that all these other models talk about the demographic time bomb don’t account for. They’re going to be a smaller population, but I think long term that also may be baked into their calculus or even serve the interests of what they’re looking towards. Absolutely.

Albert

Yeah, I could have said it better myself for us, I mean, the Chinese are pragmatic. They don’t make foolish mistakes when it comes to their existence. They went out and bought grains for a year and a half. They went out and secured meat for a year and a half. They took advantage of the Ukraine war and secured energy supplies for a year and a half. I mean, they’re not some kind of blind entity that’s going to be taken by surprise. They know their challenges. They understand these problems. There’s something that it’s not as simple. The population goes down, they’re in trouble, they cease to exist. Those dots I just can’t connect.

Tony

Sorry, Ralph, you had some comments.

Ralph

Yeah, just that I fully agree with Albert and Ross said, and I think the demographic part what is often overlooked. I mean, imagine you as a dictator, right? What kind of population would you like to have? One that is on average in the early 20s, or one that’s, on average in the late 30s or early forty s? I think an older population is easier to control because we see this in the Middle East and in Palestine. In these areas, it’s young men who are the biggest problem for social stability. If you can find this golden middle ground of late 30s, early forty s, I think that actually could be to the advantage of the stability of the political system. The only thing because Ross, you mentioned the religion part. I mean, I don’t know if this is still true. It was definitely true a couple of years ago, right, that China had the fastest growing Christian minority in the world. So that doesn’t matter if it doesn’t penetrate the political system or the political leadership. I’d be curious. That’s kind of the only scenario where I would see major changes if all of a sudden kind of these ideas, for whatever reason, start to penetrate the inner circle of Chinese leadership in a kind of ancient Roman scenario.

Ralph

Where all of a sudden the Roman Empire became Christian in an exaggerated fashion. But otherwise, I think you guys are completely right. The I think the the rumors of China’s immediate demise are strongly, strongly exaggerated.

Tony

Yeah. Let me let me add a couple things here. I think when when people make comments about the demise of China, I don’t think they understand modern Chinese history. If you look from, say, the mid 50s until today, certainly well, I guess the 19 teens until today, right. The the volatility that you’ve seen in China’s social structures, the conflict you’ve seen, the famines you’ve seen, the deaths you’ve seen. And certainly in the CCP area, the tolerance that the population has had for leadership, whether that’s coercive tolerance or whether that’s genuine tolerance, they have tolerated a lot. Okay? Now, when we look at, I think, part of the pressure on the CCP, maybe not China as a nation state, but the CCP as a ruling party is through much of the CCP’s existence. The population was very poor and not very educated. And this was Deng Xiaoping was really the one to say, hey, we need an educated leadership. Because until then, most of the people kind of dumb and not really well educated. And a lot of the universities were closed down in the 60s. Right. And so they really started having this educated leadership in the an educated business class starting in the 90s.

Tony

Right. And so you now have a very widespread level of education, and you have a pretty widespread communications platform where people can understand what life is like in other parts of the world. And so I do think that there will be more pressure put onto the CCP to open up and to do things like respect individual rights, whether that’s Christian or not. It’s something that with wealth comes an expectation that individual rights are respected. Right? And so if somehow there was some sort of economic regression where people were poor again, fine, but that would make people really angry. But as people get more wealthy and as they get more educated, I think that does put more pressure on the CCP to be more responsive to the population. Because in the past, people would go into their government guy or woman and they didn’t really have any ability to push back, say, intellectually necessarily. Right now they can go into their government representative and go, oh, that person’s stupid. They don’t know what they’re talking about. And we do that in the US. And we do that in Europe, and we go, our politicians are stupid.

Tony

Right. And so that’s happening more and more in China. And so I don’t think that it leads to the demise of China as a nation state. I think it leads to heavy pressure to the CCP to evolve into something different. And I’m not sure what that is, but I think the pressure on the CCP to evolve will become immense over the next five to six years. And maybe that’s what Dion meant and he just kind of simplified language.

Albert

I don’t know. The CCP morphing into something slightly more liberal is obviously going to happen. I mean, they’ve used actually done quite a good job of promoting national unity. If you want to give them any sort of praise, you know, national unity within China has risen over the past five to ten years. The CCP, like I said, they’ve been around for 70 years. Tony, you said that they’ve got a grip on the country, and I just don’t see it releasing anytime soon under any circumstances.

Tony

Let me just go back and say one thing. We’re all disagree with you. It’s a rare moment of disagreement, Albert, but I actually think the CCP are terrible planners. They’re terrible, yes, they bought things for a year and a half at a time, but they’re just terrible planners. And because they have such a heavy current account surplus, they have the money to make up for their mistakes. And that’s been their situation for the past 30 years. But I think in general, central planning is horrific, and I think Chinese central planners are incredibly awful. So the belief and I’m not accusing you of having this belief, but I think there is among kind of Western intellectuals, there is a belief that Chinese are amazing planners. And central planners, they’re really thoughtful, and I think that’s garbage because it’s just not true. They make a lot of mistakes.

Albert

Oh, no question about that. When you start talking about, like, central piloting and strategic moves, the Chinese have not been historically not been good. You’re right. But those are like 2030 years out, right? I’m talking about four or five years out. They usually don’t make mistakes when it comes to their own domestic politics within the country itself. I mean, they’re they’re still around 70 years. Nothing’s, you know, nothing’s changed, really, in 70 years. So in that respect, I would give them credit to, hey, for national unity’s sake, if they keep themselves in power, they’re done a good job for everything else.

Tony

They do a terrible job. Yeah.

Ross

Again, the dog not barking so much for China when they talk about this stuff. This is the first time we’ve ever seen any sort of synergy between the PLA and the CPC leadership. There has historically been a significant externally, people don’t realize it, but if you’re in the game, you give it. There has always been a historical significant antagonism in a lot of ways between PLA senior leadership and the CPC, the civilian Mandarins, if you will. And this is the first time that we’ve ever seen. And going all the way back to Mao and before him, any sort of cohesion, whether it’s enforced at the barrel of a gun or not, but cohesion because of all these corruption purges that she’s been on since he took power in 2012, going all the way now to today. We’re seeing for the first time, really, the output of a unified PLA CPC kind of mega deep state, if you will. And that gives for the first time, the civilian side a lot more control over what has historically been a multi trillion dollar dark economy and revenue engine of China. And that’s that massive network of shell companies and enterprises that the PLA owns through everything that they’ve got.

Ross

And I’m not saying necessarily we can predict yet what this means, but if that cohesion, if that’s some sort of maybe for the first time unity, if you will, from a political side and from a commercial side, the more that’s.

Tony

Going to look like, the more that happens, the more fragile that whole infrastructure becomes. It becomes so inflexible. And I think for the adversaries of China, that’s a great thing. So go down that path as fast as they can because it creates a very fragile infrastructure within the Chinese government.

Albert

I’m glad that Ross brought that up because I actually had a Tweet thread today about something similar where Xi has been messing with the CMC, which is the PLA Navy’s group that kind of operated away from the CCP and was instrumental in dialogue with the US navy. He’s like, pretty much eliminated those leadership and starting to put his own people in there. So there’s room for error. When you put civilians inside of a military complex.

Ross

That’s a path that I would say if we see a decline of China as an actual aspiring global head of mine, if you will, I think it’s more likely to come from that vector than it would be any sort of demographic time bomb considerations.

Tony

Yeah, I don’t disagree with you. Okay, guys, let’s move on to Germany. Ralph, you had sent a Tweet earlier, I think you sent it a couple of days ago talking about the German energy mix and the push for clean energy in Germany and how ultimately that will lead to more demand for Russian gas.

Can you talk us through that hypothesis? I know you wrote a detailed thought piece about it. Can you talk us through that and then help us understand when the Russia Ukraine war stops, how long before Germany goes kind of rushing into Russian gas again?

Ralph

Yeah, I think the first and most important takeaway is that the underlying German energy strategy has not changed despite the war in Ukraine. And maybe just to sum it up a little bit, in 2021, where we have the most recent numbers, right, about 40% of German electricity production came from coal and nuclear, all kinds of coal. So lignite and black coal. And they want to phase that out in the next ten years. Actually coal, they want to phase out now faster than originally planned. So that means they have to replace 40% of their electricity production. But at the same time, until 2030, the expectation is by German industry that they will have an increase in 20% of demand. And what is the German plan to kind of meet replacing the lost coal and nuclear and meeting this new demand of 20%? The plan was always gas fired power plants and that plan is still in place. So they still want to double their gas fired power plants. And of course the question is where’s the gas going to come from? Now, the quick answer is always it’s going to be US LNG, but I think this is just going to be an affordability problem at some point.

Ralph

The Germans spent $440,000,000,000 only for energy related matters this year, just to give you a comparison, the entire EU spent $700 billion as the so called relief package for COVID. So just to give you a dimension, we are just talking about Germany here, so this is not sustainable. That’s 12% of their domestic industrial output, so they cannot do this forever. And secondly, kind of the more geopolitical thing, I think they prefer close cooperation with Russia than being dependent either on the US or being dependent on Italy or Spain and these areas where LNG would also come through. So I think that on the medium to long run, if there isn’t a window of opportunity to reopen the gas flow from Russia, which is of course still going on, to other pipelines, I think they will jump on it. And the last point, which I find quite intriguing, because everybody says Nordstream Two, Nordstream One, that was sabotaged by the Americans, but apparently, if you look at it, one pipeline of the Nord Stream Two net is still operational. So to me this looks more if I would speculate, but of course I’m speculating here is that the Russians say, no, we cannot destroy Nordstream One.

Ralph

We leave a bit of Nordstream Two in place because then we have to start at some point Nordstream Two and then kind of when this is already happening, we just also start Nordstream One again once it’s repetitive because that was always in place. So I think the underlying energy outlook is still the same and I think as soon as there is a ceasefire or something, this is going to happen. At the very last point, we talk a lot about gas, but of course there’s still the unanswered diesel question when it comes to energy between Russia and Europe. So, as I said, I think if there is a chance to re engage in the energy market with the Russians, I think Germany primarily, but I think other Europeans as well would be very happy if they could re engage in this area with Russia.

Tony

Perfect. I’m going to stop you real quick and I know Ross has to jump in a couple of minutes. Ross, what thoughts do you have on that, on Germany’s dependence on Russian gas?

Ross

I think it’s obvious if you work in the commercial world, if you deal with German companies, whether it’s a buyer or a seller or supplier, whatever it may be. I do think you’re seeing a play out the clock scenario here. There is obviously positive alignment at a global scale between Russia and China. And there’s disagreements or things where maybe one surprises the other with some of their behaviors, but in general they’re positively aligned. Major German manufacturers doubling down in China is actually an adjacent indicator. Russia is still the cheapest source of natural gas that Germany itself can get its hands on. And it’s not I say this somewhat facetiously, but also sincerely, it’s not like the Germans and the Russians don’t have a history of secret relationships or conflict benefit maybe them or conflict. So I do think that as long as there is a strategic alignment on a long term basis of Germany and through infrastructure and through relationships that have really been built deeply since the end of the cold war connection to Russia, I think it would take a lot to really completely sever that completely. Because on a long term basis, if they don’t have replacement energy capacity, which they don’t not at this point, germany would stand to be tremendously disrupted by that.

Ross

I don’t think they’re going to let it happen, not for NATO, not for the EU.

Ralph

And maybe to add something, since Ross is still here as a supply guy, the other thing is even the idea they would have to double their renewables, including wind and solar. And the problem is, wherever they can build those wind turbines, they cannot get those transmission lines built basically from the north to the industrial heart or in Bavaria, for example. On one hand is because the lines are too expensive and too long at the moment. And the other thing is nobody wants them in their neighborhood, right? Nobody talks about this. So on paper it’s easy to build them, but every little municipality, every local politician says, sure, you can make those transition lines, but not here. And then this has basically been on ice for a long time now. So as Ross also says, I think at some point it’s either continue spending oodles of money, which at some point I think will just get too expensive, or find ways either openly or secretly, to increase imports in the energy sector from Russia.

Tony

Ross, I know you have to jump. I just want to thank you for your time. We’re going to continue the conversation, but I look forward to having you on again. Thank you so much. Thank you very much.

Ross

Thanks gentlemen.

Ralph

Thanks Ross.

Tony

Ross, one of the things you said was that Germany would rather source gas from Russia than from southern Europe. Can you help us understand why that’s the case?

Ralph

Yeah, because I think this is one thing that has been overlooked in the entire debate when it comes to the Russian position. Let’s also Twitter a little bit for the French position that a shift towards the east in focus both economically and politically is not in Germany’s interest. So as many I say now fantasizing. But I don’t mean it in a disrespectful way of a new kind of Baltic Polish Ukrainian alliance under the military protection, let’s say your military cooperation with the UK and the US. That is not something that Germany is particularly interested in because they want to remain the major power in Central and Eastern Europe and a new formed bloc with 44 million Ukrainians is not something that they are particularly interested in. And the same is true with kind of shifting the energy focus, let’s say towards Italy or towards southern Europe. It’s the same thing. I think this is not the kind of power shift that they want to see. And just as a quick add on to this is often forgotten, germany together with the Czech Republic as a smaller player, particularly France, they have been the major electricity exporter in Europe.

Ralph

They in some cases quite literally had the hand on the light switch and I think this is also something that Germany doesn’t want to lose. Now, I don’t know to what extent they are aware of this themselves, but I think if you look at German behavior towards Ukraine, towards Russia in this entire conflict, even now, at the moment, right, where they say, yeah. We might deliver Main Battle tanks if the US delivers them first. And if the Polish deliver them first, then maybe we’ll do it as well. I think this hesitancy is not just facetiousness on part of the Germans. I think it is kind of being concerned that the power could shift further towards the east into this kind of Polish Baltic Ukrainian new power center and it would be economically weaker but it’s already militarily potentially significantly stronger. So I think Germany is playing a kind of geopolitical game here that is not we can have a moral debate whether we agree or disagree but I think from what they are trying to accomplish it’s at least partially understandable and it’s a truly last point. There was a moment if they would have really kind of switched entirely their energy policy in February continuing the nuclear power plants and shifting other areas, I think then it would have been credible that they say they want to kind of emancipate from Russian energy, from Russian gas but they didn’t do anything of that kind.

Ralph

So this is why I think that on the long run, on the medium to long run relations between Russia and Germany will improve, whatever that means for other players.

Tony

I think it’s so interesting that the Polish Baltic Ukrainian that is such an ancient political entity from centuries ago, right? And so it’s just interesting that these things are coming back. But I want to push a little bit harder on that. As much as you say they would rather source from Russia than from southern Europe, why are they so hesitant to source gas from southern Europe? Because it’s a part of the EU, it wouldn’t be a political kind of lever that the south would pull.

Albert

It would be Tony. It would be because the Germans have Spain, and Italy is indebted to Germany a significant amount of money. Right. So that upsets the political dynamic from the Germans being able to counter the French and what are they doing within the EU? So you have a political economic dynamic here where Germany just does not want to give money back to the Italians in the space.

Tony

Okay, so what you’re saying is Germany would rather empower a hostile Russia. I would rather enrich a hostile Russia than give up the political power that they have over the south by giving them money. They would rather have the thumb on southern Europe and control them politically than actually help enrich their fellow Europeans. I wasn’t aware of this.

Ralph

I used to do this 20 years ago.

Tony

I don’t as much anymore.

Albert

I would do the same thing because Russia is not in my political sphere, and there is little to zero chance that the Russians are going to attack NATO lands. So from the German perspective, I get cheap power from Party A, and I still control Party B and C over here under my thumb. Why would I change that dynamic? I would never do that.

Ralph

The German area or the German sphere of interest that they are interested in is central. It’s Europe. Whether it’s the European Union, they don’t really care what’s going on in further to the east or, for example, between Russia and Ukraine, which they have shown quite openly up until February. I think Albert is precisely on the money here. So this was a very good deal for Germany.

Tony

Wow. Just another reason for me to think that the EU, as I’ve thought for the last 30 years, is just a cynical political grouping rather than a functional union.

Albert

It’s very nation states have their own interests at heart. Always first and foremost, before you want to talk about globalist or community.

Tony

Sure, yeah, absolutely. Okay, guys, this has been great. Can you just before we kind of end this, can you guys help us think? What are you looking at, let’s say for the rest of January, kind of the week ahead, the next couple of weeks ahead? What are you guys looking at with, say, ECB or Fed or markets? What are the things that are on your mind right now that you’re looking at for the next week?

Albert

I don’t know about the next week. I think Opex is next week, so it’ll probably be pretty muted before the Fed in February. But honestly, I’m looking at Russia whether or not they desire to have a new surge into Ukraine, albeit a smaller one, more tactical. But they need a win for the PR before they actually try to come into actual peace negotiations, because it’s just not sustainable, what they’re doing right there right now.

Tony

So do you think there will be peace negotiations, say, in March, April, something.

Albert

Like that, as plausible at least June, July, maybe?

Ralph

June, July.

Tony

Okay, ross?

Ralph

I’m kind of looking at the German economic numbers at the moment because they have all been very celebratory, because in the fourth quarter, apparently it grew by 1.9%. My suspicion is that these numbers were particularly pushed because Germany was simply pumping so much money into the economy. This is something oliver, you mentioned this a couple of times on your Twitter feed as well. This is something I don’t think enough people talk about that whatever the ECB does, a lot of this is going to be offset by European programs of pumping money into the system via alternative means. So kind of the celebratory mood that now it’s, I think, just 7.7% inflation and not 10% inflation, I think that’s just going to be temporary. And the same is about economic growth. So this idea that there will not be, as I think Goldman Sachs said, and a couple of other economists as well, that there will not be a recession in Europe next year, I’ll be very surprised. I prefer not to be that one, but at some point I know Albert has said something similar ones, but I’m growing increasingly suspicious of these numbers because they don’t add up with anything.

Ralph

When you talk to people in the industry, when you talk to the banking sector, they tell you it’s not all doom and gloom, but it’s definitely not. That all. Next year we’re going to grow beyond our expectations.

Albert

The celebratory chance for the Europeans right now completely missed the fact that they are dormant. They’re in a zombie state. There’s nothing going on in Europe at the moment. So once they start kicking things back up and manufacturing and demand inflation is going to go right back up to where it was a year ago.

Tony

I never trust a preliminary economic data release. Never. Always wait for the second or third revision. So when markets move on a preliminary release, it’s moving on the belief that other people have expectations around it. Right? And so it’s just this reflective, expectations based move rather than based on the numbers themselves. And I always will often say this on my Twitter feed wait for the revision. Don’t trust the initial preliminary data release because it is PR. It’s nothing more than PR. Maybe it’s directionally correct, maybe, but those preliminary releases are PR. So on that optimistic note, guys, I want to thank you for your time. This has been fantastic. We’ve had such a great, deep discussion. So thanks very much. Have a great weekend and have a great week ahead. Thank you.

Albert

Thank you, Tony. Thanks, Tony.

Ross

Thank you.

Categories
Visual (Videos)

Supply Chain Innovation, Transformation, and Sustainability

How can leaders and finance teams enable business growth, innovation, and resilience through supply chain management (SCM) and digital transformation? And, how does sustainability affect supply chains? To answer these questions, we spoke with Jon Chorley, Chief Sustainability Officer and Group Vice President of Oracle, and Tony Nash, CEO & Founder of Complete Intelligence.

 

This video interview first appeared and originally published at https://www.cxotalk.com/video/supply-chain-innovation-transformation-sustainability on April 17, 2021.

 

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The conversation includes these topics:

 

Jon Chorley is group vice president of product strategy for Oracle’s supply chain management (SCM) applications and leads the team responsible for driving the business requirements and product roadmaps for these applications. Chorley is also the chief sustainability officer for Oracle.

 

Tony Nash is the CEO and Founder of Complete Intelligence. Previously, Tony built and led the global research business for The Economist and the Asia consulting business for IHS (now IHS Markit).

 

 

Show Notes

 

Michael Krigsman: We’re discussing supply chain innovation and transformation and sustainability with Jon Chorley of Oracle and Tony Nash of Complete Intelligence. Jon, tell us about your role at Oracle.

 

Jon Chorley: I run the supply chain management strategy group at Oracle, responsible for our overall investment priorities and directions for our supply chain solutions. I also have the chief sustainability officer role at Oracle where I help coordinate all of our sustainability policies and practices for the Oracle Corporation and help drive some of those ideas and thoughts into the products and services we deliver to the market.

 

Michael Krigsman: Tony Nash, tell us about the focus of your work.

 

Tony Nash: Complete Intelligence, we’re a globally integrated and fully automated artificial intelligence platform for cost and revenue proactive planning. We do forecasting for enterprises and markets in areas like continuous cost budgeting, continuous revenue budgeting, automation of certain, say, forecasting tasks. We also offer agile budgeting and forecasting.

 

We measure our error rates, so that’s important that someone is planning, especially around supply chain. We’re trying to help people reduce the risks around their future costs.

 

Supply chains are very complex: time, cost, quality, all sorts of considerations. Our focus is on the cost element of it, and there are many other things and why we’re working with Oracle. They have so many other things to bring to the table that try to complement them on that side.

 

Michael Krigsman: You met Jon through the Oracle startup program. Just briefly tell us about that.

 

Tony Nash: Oracle for Startups program is a fantastic way for early-stage companies to integrate with the Oracle ecosystem. There is the Oracle technology product side of it, but there is also meeting people like Jon, meeting people like his colleagues, and the Oracle marketing team, Salesforce, and product teams. Amazing opportunities to understand how an organization like Oracle works and how a company like Complete Intelligence can come alongside them and enhance Oracle’s end customer experience for the better.

 

 

How did supply chains function during the disruptions of 2020?

 

Michael Krigsman: Jon, during the last year, supply chain became a household topic for pretty much everyone.

 

Jon Chorley: Yes.

 

Michael Krigsman: What did the last year tell us about the nature and the reality of supply chains?

 

Jon Chorley: Well, that they’re central to everything that makes the modern world. When you see an empty shelf and realize it’s an issue with the supply chain. Or you see a run on a product as some shortage or some challenge in some way. People now understand that the complicated infrastructure that brings those products to them is the supply chain.

 

As we’ve gotten into the more recent months where we’re looking at the vaccine distribution, people understand that yes, it’s a technical problem to produce the vaccine, but it’s also a supply chain problem to get it in people’s arms.

 

All of those things, I think, have helped take the supply chain from the back office, from the folks like Tony and I who work in it day-to-day, into the board room, which I think is very important. But also into the dining room. People now understand the importance and centrality to efficient supply chains.

 

Michael Krigsman: Jon, give us some insight into the kinds of weaknesses that this last year exposed in how we handle supply chains.

 

Jon Chorley: I think that there are a couple of areas there that I’d point out. One is we had a very uncharacteristic demand shock. There was a real change in short-term demand.

 

Some of that was upside. A lot of charcoal sold to power the grill. A lot of toilet paper.

 

Some of it was downside. Restaurants challenged, hospitality, and so on.

 

Those demand shocks forced people to look at different ways to look at their traditional forecasts. That is supportable by the kind of technology Tony and I can help deliver, but it does require people to look carefully at how they’re forecasting their demands. That’s one angle.

 

Another angle, I would say, is the overall concern about resiliency. A lot of folks looked at ways of single sourcing, for example. Maybe relying on goods out of Western China, for example.

 

All of those things had a lot of challenges, and that forced people to look at, was the single-sourcing strategy driven by cost only the right answer? Did they need to look at A) maybe simplifying their product lines a little bit, so they had more flexibility, and B) looking at alternate sources of supply? I think resiliency came a lot more to the fore.

 

Tony Nash: We’ve had even companies like semiconductor companies (who have been based in Asia) start to build facilities in the U.S. so that they can regionalize some of those supply chains and de-risk the downturn impacts of future shocks like this. Electronics manufacturers, other people who are assembling goods, or even some primary goods, are regionalizing their supply chains so that they don’t see huge impacts or any future issues like COVID or other shocks.

 

There’s at least a little bit of a buffer by region, which saves. It’s greener in terms of saving on the sea freight fuel and that sort of thing, but it also helps cushion any shocks on the supply side so consumers can get what they need when they need it.

 

 

Challenges associated with overseas manufacturing operations

 

Michael Krigsman: Jon, I’ve heard you talk in the past about the inherent challenge of manufacturing goods overseas (in China, for example) and the timeliness of getting them here in the U.S.

 

Jon Chorley: It has a lot of advantages in terms of costs, scale, and so on. But it does bake into your supply chain a certain fixed amount of time. That is fine if you have predictable demand. But if you have variable demand, it becomes a lot trickier to manage.

 

The same is true really of the innovation cycles. The speed with which you may want to innovate can be constrained by working those things from points of consumption (let’s say Europe, North America) and points of production (let’s say the East, China, Vietnam, and so on). Those are factors folks are considering.

 

I think, in some areas, certainly advances in things like automation and technologies like 3D printing, rapid prototyping, those things are changing the equation a little bit in terms of what constitutes the most cost-effective or the most efficient, or the most responsive approach to manufacturing. I think you’re going to see those factors gradually have more and more of a play as people develop new ways to balance those equations.

 

Tony Nash: Michael, that’s interesting because, as we look at how the history of supply chains have evolved from keeping POs on 3×5 notecards 30 years ago to the digitization of that, it started with EDI (electronic data interchange) from, say, the ocean lines and the airfreight firms so that you knew where your package was, all the way down to today where you have everything kept, let’s say, in a bill of material within an ERP system or a supply chain system.

 

What people have been doing for the past few years is really bill of material versioning, where you’re running scenarios on the same product configuration, of bill of materials for multiple locations, to understand where they should make a certain good. Those considerations are allowing people flexibility. They can make the time and cost tradeoffs to look at when they can have goods in a market, whether it’s seasonality or whether it’s some disruption or whether it’s some demand pop for some reason people may not know. Allowing people to run multiple bills of material or versions of bills of material allows them the flexibility to identify what they should produce where and what it should be made of.

 

Michael Krigsman: It sounds like this is a data and analytics problem.

 

Tony Nash: It is, and the way things have been done typically is, as a manufacturer, you sign a longer-term agreement for your raw materials with a vendor. They provide that for you to a certain point. You make it in factory A somewhere and then ship it out. Of course, there is not necessarily a single factory for any large company, but it’s a well-worn path.

 

We’ve had an atomization of that with mini manufacturing, or regional manufacturing, flexible manufacturing, so people can have localized versions or, like I said, seasonality. These sorts of things. Manufacturing and finance teams can only make those types of decisions with data and with automation. It’s a simpler way on how to make better business decisions.

 

 

Digital tansformation and sustainability in supply chain

 

Michael Krigsman: You need clarity around the goals and the strategy. You need the right kinds of data. Then you need the cultural willingness to innovate and do things differently. Is that an accurate way of summarizing?

 

Jon Chorley: I agree. I think you need to have some idea of where you’re going. Although, that probably is going to change. But you need to have that idea. You need to have the information, as Tony has discussed, that helps you navigate that path.

 

Then you need to be able to course-correct because we live in the real world, and nothing quite goes the way you expect it to. You need to be able to constantly course-correct.

 

Like I say, if you have a great set of headlights, you can see what’s coming. You’re coming to a cliff. If you have no brakes and no steering wheel, it’s a huge problem you’d rather not know.

 

The ability to course correct is like having brakes and a steering wheel. You need to be able to make those adjustments as things change around you. That means flexible systems, flexible processes, a willingness to look at new ways of doing things, cultural changes. All of those things become important.

 

Michael Krigsman: Tony, I have to imagine you spend a lot of time thinking about the sources of data as well as the machine learning models and other types of models that you create.

 

Tony Nash: I get excited about things like data governance, but most people don’t. I get excited about it because I understand that it helps to have much better forecasting applications and tools to make those decisions.

 

Yes, we’re thinking about the granularity, the frequency, the level of detail people have. Are they using the data that they have to make decisions today because it’s not just, let’s say, a cultural change of let’s rely on automation of things like forward-looking views or forecasting or proactive planning? It could also be a cultural change: are we looking at our data to make our decisions? How much of our data are we looking at? Are we looking at maybe the error rates of the way we plan? Are we looking back on that from time to time?

 

Although that may seem mundane and small, it’s actually very big for things like digital transformation because you have to take inventory of what you’re doing today so you can plan where you’re going tomorrow. As Jon said, it’s never going to go exactly to plan – never. I wish it would, but it never does. You have to understand yourself well today so that you can identify what’s possible.

 

Michael Krigsman: Jon, we’ve been talking about the complexities of supply chain. Let’s shift gears slightly and talk about the complexities of sustainability. How does sustainability intersect supply chain?

 

Jon Chorley: Most people would agree that supply chains are about making and moving physical goods around the world. That is a huge part of what’s impacting the environment. It’s a huge impact on sustainability.

 

The way we design those supply chains, historically, has been what I would call a linear supply chain. Which is we make a product, we sell a product, we forget the product. We then make another product, sell that product, and forget that product. It’s a fire and forget mentality, if you like – to some degree.

 

If we want to be sustainable, we need to think about the full lifecycle of those products and how they get recycled back into the forward supply chain. As we progress into the future and start thinking about these things more — and we’re required to by the markets, by regulations (potentially), and by what constitutes good business — we will increasingly move towards adjusting our supply chains to be more circular. That is, looking at the full lifecycle of the product.

 

That begins with how you design it. That’s going to be a fundamental change in the way we think about all supply chains.

 

Advice on supply chain transformation for business leaders

 

Michael Krigsman: As we finish up, Tony, can you offer advice to business leaders and finance teams who are listening to this who say, “Yes, we want to change, transform our supply chain, but where do we even begin? It’s such a daunting challenge.”

 

Tony Nash: I would say, really start with the easy stuff. Get some successes. Do a pilot. Then you can accelerate it very quickly.

 

Data scales very quickly. Technology scales very quickly. But your team may be uncomfortable with digital transformation, especially around supply chains. Help them see some quick wins and then push forward as quickly as possible after that.

 

Michael Krigsman: Jon, you discussed earlier the cultural dimensions of supply chain transformation. It’s really important, so just share some further thoughts on that and advice that you have for folks who are listening.

 

Jon Chorley: I think any change is at least as much cultural as it is technological, and the people who implement those changes are key to its success. I think part of what’s needed is a willingness to understand that the way you did things in the past may not be the way you need to do things in the future.

 

Quite often companies, for example, feel that they have a certain special way of doing a process that’s absolutely required, and they hold onto that even though there is really no business differentiation for them to do it that way. They’ll invest a lot of time and energy to duplicate that on a new platform.

 

We always encourage people to step back a little bit and leave behind some of those preconceptions. Not everything is your secret sauce. Your secret sauce is a little bit on the top. It’s not stuff on the bottom.

 

Leave behind those preconceptions. I think that’s probably the single biggest cultural shift.

 

Then the other point we mentioned earlier is board support. I think that’s top-down. Having that support from the upper levels of the business is critical to any large-scale transformation.

 

I think the great thing, if there is a great thing from 2020, is that boards are aware now of the criticality of supply chains in their business and are probably more open to those kinds of conversations. Those difficult conversations from supply chain professionals with their board. Now is the time. The folks that make the investments now are the folks who are going to benefit from the uptick that we all hope is coming.

 

Michael Krigsman: Jon Chorley and Tony Nash, thank you both for sharing your expertise with us today.

 

Jon Chorley: All right.

 

Tony Nash: Thanks, Michael.

 

Jon Chorley: Thank you so much. Great talking with you all.

 

Tony Nash: Thank you.