Wes Coleman & Matthew Fehrenbach of Zebra Technologies on automation, frontline workers, supply chain innovation & the future of intelligent operations.

[02.32] An overview of Zebra Technologies today: who they are, what they do, and the challenges they help their customers solve.

"We're working every day to make businesses as smart and connected as the world we live in… Our goal is to give organizations enterprise asset intelligence. In a world of supply chain and retail complexity, we're helping our customers bridge the gap between high level strategy and daily frontline execution."

[04.43] From new product launches to a pivotal acquisition, the key milestones that have shaped Zebra Technologies since its founding in 1969.

[06.38] The acquisition of Motorola Solutions' Enterprise business, what it brought to Zebra, and how it expanded the solutions they could offer customers.

"The acquisition instantly doubled our size, and transformed us into an end-to-end workflow solution provider."

[07.52] Zebra's technology in action, and how it fits into customers' day-to-day workflows.

[12.30] How Zebra's customers approach new technology and automation, balancing enthusiasm for innovation with the practicalities of turning it into tangible results.

"Many customers think of things as individual components, like asset tracking with RFID, automating processes with machine vision, or predicting bottlenecks with generative AI. We try to guide them to stop viewing them as separate hardware components and, instead, treat them as an ecosystem."

[15.09] From asset tracking and inventory visibility to reduced shrinkage and improved worker engagement, the key outcomes retailers look to achieve with Zebra's solutions.

"Often retailers know they have a problem, they know what the problem is, but they're ensure what the options are for a solution."

[17.16] What asset tracking means for Zebra and its customers, and the value it delivers to their operations.

[18.29] An overview of Zebra's machine vision solutions and how they help customers improve quality, accuracy and operational efficiency.

[21.33] The ideal customer profile for Zebra Technologies and the operational challenges its solutions are best placed to tackle.

[23.14] Why Zebra champions an 'augmented workforce' approach, empowering frontline workers through technology and exploring how humans and automation can work together to improve operational performance.

"Up until a few years ago, being replaced was a real concern for workers. But we've seen that change. Now workers have great tech in their pocket, in their car, at home. And when they get to the workplace they also have an expectation for excellent technology."

[26.28] The evolving landscape of supply chain and frontline operations, the challenges and opportunities shaping the industry, and how customer priorities have shifted over the past five years.

"Customers are asking for orchestration and, five years ago, that meant something completely different."

[32.07] Looking ahead, Zebra's vision for the intelligent supply chain and the role it aims to play in helping customers realize that future.

"The future of retail supply chain is about removing that dock door – both figuratively and literally."

Head over to Zebra's website now to find out more and discover how they could help you too. You can also connect with Zebra Technologies and keep up to date with the latest over on LinkedIn, Facebook or YouTube, or you can connect with Wes or Matthew on LinkedIn.

Check out our other podcasts HERE.

Bryan Keller of Keller Logistics Group talks about what they do; preserving a family-business culture; & the challenges & innovations defining logistics.

[02.22] Bryan's journey in the Keller family business, from summer internships to CEO.

[07.07] Keller's near 50-year history, how and why the company was founded, and the biggest turning points that transformed Keller from a trucking company into a full logistics provider.

[11.47] An overview of Keller – who they are, what they do, and how they help their customers.

"I've looked at customer diversification, service diversification, geographic diversification – all for us to remain a privately-owned company for the next 100 years."

[15.27] The ideal client profile for Keller Logistics Group.

[17.29] The challenges customers typically see day-to-day, and how Keller supports them through disruption.

"The reasons for the disruptions are different, but they cause the same issues… You've just got to know how to react to that volatility, and create solutions for your customers where they can have a variable cost structure. Because no-one wants to pay for a truck that's not working or empty concrete."

[18.47] Keller's approach to working with customers to tackle challenges and design the right solutions.

[20.16] A case study exploring how Keller helped a key client find the right balance between spot price and dwell time to save them $800,000.

[22.15] The most exciting logistics innovations changing the landscape right now, and in the future.

"What's exciting is the data we now have… It's taken a lot of noise out of the equation, so we can now really work on making the supply chain more efficient. Where we need to go next – dynamic scheduling."

[25.41] What differentiation looks like for Keller and how that, in turn, creates competitive advantage for their customers.

"Our go-to-market strategy is: how can we save our customers money? How can we create that raving fan?!... Some of our competitors are looking to generate margin, looking at each deal as a one-off, not as a lifecycle."

[28.43] Why Keller's mission centers their people and community just as much as their customers, and how they preserve a family-business culture as the organization grows.

"It's the Keller 'Circle of Life' – we deliver for our people, they deliver for our customers, and we give back to the community to enrich as many lives as possible."

[33.07] The challenges and potential technology innovations that will shape the future of logistics.

"What's AI going to bring to the table?"

Head over to Keller Logistics Group's website now to find out more and discover how they could help you too. You can also connect with Keller Logistics Group and keep up to date with the latest over on LinkedIn, Facebook and X (Twitter), or you can connect with Bryan on LinkedIn.

Check out our other podcasts HERE.

Michael Rentz of Gnosis Freight talks about where organizations are quietly losing money & moving beyond visibility to turn logistics data into cost savings.

[02.50] Why logistics technology is still treated as a cost center, rather than something that can directly improve margin, and how to make that shift.

"If you have the right teams, mindsets and technology partner, you can get to a point where it's not a cost center, it's a growth center."

[07.49] What changes when a supply chain leader starts looking at logistics data through a P&L lens rather than an operational one.

"During the pandemic, for the first time probably ever, we had CFO's asking: "What the hell is demurrage and detention?!"

[11.27] Where companies are typically losing money in their logistics operations.

"A lot of enterprises have had to make up a for a lack of reliability, and that translates into carrying more inventory… How much it costs to move goods is also at a premium."

[15.07] How you connect operational events – like a delayed container, missed free time or an inefficient dray move – to their actual impact on landed cost, the value of data, and the problem with the 'flaw of averages.'

[17.58] How, from documentation to communication, small operational issues can easily multiply to become significant margin problems.

"A best in class standard for an international logistics team is 'Did we hit budget?' I'm not familiar with people asking 'Did we beat budget?'

"Your most valuable assets – your people – are being asked to do the exact same task in a slightly different way 50 times a day. How much better could the system be running if you freed up that headspace for them to think critically on behalf of the business?"

[19.51] Why we need to think differently about KPIs and budgets if we're going to see supply chain as a value driver not a cost center, and where team priorities fit in.

"You have to get teams off the back foot, from a defensive to offensive posture; get them back into doing the work that's actually in their job description."

[27.46] How better data can help resolve invoice errors and help companies identify and recover money they're currently leaving on the table.

"Invoice discrepancies shouldn't be a driver for profitability or growth, you should always get what your bargained for… AI has unlocked a huge amount of capability when it comes to reconciling matching invoices. The key unlock for us is having the underlying data."

[30.41] The key metrics you should put in front of a CFO to prove that better logistics data is delivering a real financial return, and how Gnosis helps customers, through data science, tooling and service, with an outcome-first approach.

[40.26] Finding the balance between AI and tribal knowledge, why it's important to think about how dynamic your data really is, and why context is critical.

Head over to Gnosis Freight's website now to find out more and discover how they could help you too. You can also connect with Gnosis and keep up to date with the latest over on LinkedIn, Instagram, Facebook and X (Twitter), or you can connect with Michael on LinkedIn.

If you enjoyed this episode and want to hear more from Gnosis Freight, check out 559: From AI Hype to Business Value: The Future of Supply Chain Intelligence, with Gnosis Freight.

Check out our other podcasts HERE.

Geoff Tamman of Shipium & Dean Freson of ODW Logistics talk about reframing peak season as a margin question; simulation; network redesign; & demand surcharges.

[03.08] Why peak planning conversations are almost always about capacity, labor, carrier commitments – but much less often about margins.

"It's an overlooked topic, until it's too late… A small rounding error in August is multiplied exponentially in December – that one penny becomes millions."

[05.25] People, systems, or carriers – the first thing that breaks on your worst peak day.

"Peak is a four letter word, but the real four letter word is cost. Those peaking surcharges, volume tiers… How are you managing those components, to ensure you're putting the right capacity in the right carrier in the right method, to manage cost structures and margins?"

[07.52] What you can still influence in October, and what's already locked in.

"If you haven't already, take a second look and audit your contracts."

[11.20] When you hit peak, the network runs hot and volume triples; the cost per parcel changes first, and what often surprises people.

[12.52] Managing demand surcharges, and what cost can look like at different times of year.

[16.44] How you can determine whether you're making money during peak, instead of waiting to find out in February.

[18.25] The signals to look at in the first week of peak that tell you whether the network is still economically healthy, rather than just keeping up with volume.

"Start to pay attention to the lanes, the origins and destinations."

[22.36] How much a 'good' routing or rating decision matters when you're processing millions of parcels, and what happens when that decision gets slower or less accurate.

"'Good' isn't good enough. You need precision, alerts and alarms and all those things. But, more so, you need a system and services that are looking at all at these micro decisions and asking: If you're doing a million units a day and one is off, why is that one unit off?"

[25.54] The peak decisions Dean would simulate now before committing to them, rather than discovering the answer later down the line.

"Having the ability to simulate helps us make a business decision rather than a gut reaction, and understand the impact financially."

[30.44] The operational improvement that has had the biggest measurable impact on cost per parcel at ODW, and how they identified it.

[31.34] What last peak taught Dean that changed ODW's network design.

[33.35] Which parts of last year's peak network Geoff and Dean would redesign today with everything they know now.

"Understanding exactly how the carrier volumes and mix plays into the peak surcharge, and how it's calculated. Last year we didn't have all the same tools we have available today, so we're in a better place now with Shipium as a partner."

Head over to Shipium's website now to find out more and discover how they could help you too. You can also connect with Shipium and keep up to date with the latest over on LinkedIn, or you can connect with Geoff or Dean on LinkedIn.

If you enjoyed this episode and want to hear more from Shipium, check out:

• 502: Current Success vs Future Potential: Finding the AI Balance, with Shipium
• 491: 2028 – Shipium Counts Down to the AI Revolution
• 299: Modernize Your Ecommerce Supply Chain, with Shipium

Check out our other podcasts HERE.